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EDITORIAL BOARD EDITOR IN CHIEF Mariano M. Lerin, Ph.D., CPA Liceo de Cagayan University, Philippines ASSOCIATE EDITORS Malcolm Russell, Ph.D., Union College Nebraska, USA Genaro V. Japos, Ph.D., Liceo de Cagayan University, Philippines Djuwari, Ph. D., STIE Perbanas Surabaya, Indonesia Emiliana J. Lozano, DBA, Father Saturnino Urios University, Philippines MANAGING EDITOR Jose Maria Z. Valdehuesa, MBA FINANCE MANAGER Lorimer S. Capinpuyan, MM EDITORIAL CONSULTANTS Teresita T. Tumapon, Ph.D. Paul C. Llido, MA TECHNICAL STAFF Salvador C. dela Pe単a III, Ph. D. - Copy Editor Jun Brian P. Tubongbanua, MM- Office Manager Donald D. Abelgas - Cover Layout and Design Bernard A. Gutierrez - Plagiarism Detection Specialist April Joy M. Manticahon - Data Processor Darryl M. Nuyda - Webmaster AIMS AND SCOPE The Asian Journal of Business and Governance (AJBG) aims to publish new discoveries in business administration, corporate management, public governance, and business education; which provide new information to improve the development of the public and private sectors in the Philippines and the rest of Asia.

The Asian Journal of Business and Governance is an international peer reviewed and multidisciplinary journal that provides a venue for scholars to publish their research findings. Through the new knowledge generated, this journal intends to empower citizens to take an active role in national and regional development of Asia.

Vol. 1 - No. 1 - January 2011

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EDITORIAL POLICY Pursuant to the international character of this publication, the journal is indexed by the following agencies: (1)Public Knowledge Project, a consortium of Simon Fraser University Library, the School of Education of Stanford University, and the British Columbia University, Canada:(2) E - International Scientific Research Journal Consortium; (3) Journal Seek - Genamics, Hamilton, New Zealand; (4) Google Scholar; (5) Philippine Electronic Journals (PEJ);and,(6) PhilJol by INASP. The Asian Journal of Business and Governance (AJBG) is open to the global community of scholars who wish to have their researches published in a peerreviewed journal. Contributors can access the website: www.ejournals.ph. The Editorial Board invites guest editors and peer reviewers from the Philippines and abroad for every issue of the journal.

The Asian Journal of Business and Governance is viewed as a premier journal that publishes peer-reviewed researches. Publishable research articles embrace any research methodology as long as the articles meet the publication standards of the journal. The journal primarily has, as its audience, businessmen, policy makers, development planners, government administrators, corporate executives and managers, academicians, graduate students, and other individuals interested in pushing the frontiers of business and governance research.

The primary criterion for publication in the Asian Journal of Business and Governance is the significance of the contribution an article makes to the body of knowledge. The content areas of interest include the various disciplines of knowledge in business administration, corporate management, public governance, and business education.

The efficiency and effectiveness of the editorial review process are critically dependent upon the actions of both the research authors and the reviewers. An author accepts the responsibility of preparing the research paper for evaluation by independent reviewers. The responsibility includes subjecting the manuscript to evaluation by peers and revising it prior to submission. The review process is not to be used as a means of obtaining feedback at early stages of developing the research paper.

Reviewers and editors are responsible for providing constructive and prompt evaluation of submitted research papers based on the significance of their contribution and on the rigors of analysis and presentation.

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The Peer Review System Definition. Peer review (also known as refereeing) is the process of subjecting an author’s scholarly work, research or ideas to the scrutiny of others who are experts in the same field. Peer review requires a community of experts in a given (and often narrowly defined) field who are qualified and able to perform impartial review. Peer review refers to the work done during the screening of submitted manuscripts and funding applications. This normative process encourages authors to meet the accepted standards of their discipline and prevents the dissemination of unwarranted claims, unacceptable interpretations and personal views. Peer review increases the probability that weaknesses will be identified, and, with advice and encouragement, fixed. For both grant-funding and publication in a scholarly journal, it is also normally a requirement that the subject is both novel and substantial.

Type. The double-blind review process is adopted for the journal. The reviewer/s and the author/s do not know each other’s identity.

Recruiting Referees. The task of picking reviewers is the responsibility of the editorial board. When a manuscript arrives, an editor solicits reviews from scholars or other experts to referee the manuscript. In some cases, the authors may suggest the referees’ names subject to the Editorial Board’s approval. The referees must have an excellent track record as researchers in the field as evidenced by researches published in refereed journals, research-related awards, and an experience in peer review. Referees are not selected from among the author’s close colleagues, students, or friends. Referees are to inform the editor of any conflict of interests that may arise. The Editorial Board often invites research author to name people whom they considered qualified to referee their work. The author’s input in selecting referees is solicited because academic writing typically is very specialized.

The identities of the referees selected by the Editorial Board are kept unknown to research authors. However, the reviewer’s identity can be disclosed under some special circumstances.

Peer Review Process. The Editorial Board sends advance copies of an author’s work to experts in the field (known as “referees” or“reviewers”) through e-mail or a Web-based manuscript processing system. There are two or three referees for a given article. Two are experts of the topic of research and one is an expert in research and statistics who shall review the technical components of the research.

These referees return to the board the evaluation of the work that indicates the observed weaknesses or problems along with suggestions for improvement. The vi

board then evaluates the referees’ comments and notes opinion of the manuscript before passing the decision with the referees’ comments back to the author(s).

Criteria for Acceptance and Rejection. A manuscript is accepted when it is (1) endorsed for publication by 2 or 3 referees, (2) the instructions of the reviewers are substantially complied; (3) ethical standards and protocols are complied for studies involving humans and animals; and (4) the manuscript passed the plagiarism detection test with a score of at least 80 for originality, (5) the manuscript obtained an academic readability index of 59 or below in the Flesch Reading Ease test and a Gunning Fog Index of at least 12, otherwise the manuscript is rejected. The referees’ evaluations include an explicit recommendation of what to do with the manuscript, chosen from options provided by the journal. Most recommendations are along the following lines: • Unconditional acceptance • Acceptance with revision based on the referee’ recommendations • Rejection with invitation to resubmit upon major revisions based on the referees’ and editorial board’s recommendations • Outright rejection In situations where the referees disagree substantially about the quality of a work, there are a number of strategies for reaching a decision. When the editor receives very positive and very negative reviews for the same manuscript, the board will solicit one or more additional reviews as a tie-breaker. In the case of ties, the board may invite authors to reply to a referee’s criticisms and permit a compelling rebuttal to break the tie. If the editor does not feel confident to weigh the persuasiveness of a rebuttal, the board may solicit a response from the referee who made the original criticism. In rare instances, the board will convey communications back and forth between an author and a referee, in effect allowing them to debate on a point. Even in such a case, however, the board does not allow referees to confer with each other and the goal of the process is explicitly not to reach a consensus or to convince anyone to change his/her opinions.

English Writing Readability. Readability tests are designed to indicate comprehension difficulty when reading a passage of contemporary academic English. To guide teachers and researchers in the proper selection of articles that suit the comprehension level of users, contributors are advised to use the Flesch Kincaid readability test particularly the Flesch Reading Ease test. The interpretation of the score is as follows: vii

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Score 90.0 -100.00

60.0 – 70.0 0.0 – 30.0

Notes Easily understandable by an average 11 year old student Easily understandable by 13 to 15 year old students Best understood by university graduates

Gunning Fog Index. Developed by Robert Gunning, an American Businessman in 1952, Gunning Fog Index measures the readability of English writing. The index estimates the years of formal education required to understand the text on a first reading. A fog index of 12 requires a reading level of a US high school senior (around 18 years old) or third year college / university in the Philippines.

Plagiarism Detection. Contributors are advised to use a software for plagiarism detection to increase the manuscript’s chances of acceptance. The editorial office uses licensed software to screen research articles of plagiarism. The standard set is 80 percent original to pass the plagiarism detection test.

Appropriateness of Citation Format. Contributors to the Asian Journal of Health are advised to use the citation format prescribed by the American Psychological Association (APA).

Word Count, Spelling and Grammar Checks. Contributors are encouraged to perform word count for the abstract (200) and the full text (about 5000 or more).

Spelling and grammar checks should be performed prior to submission.

Journal Impact Factor and Author Citation. Researchers who cite authors in this volume for their study are requested to send an electronic copy of the published research to the asianbusjournal@yahoo.com.ph for our tracer of journal impact factor and author citation.

STAGES OF THE PUBLICATION PROCESS 1. Quality Assurance by the Editorial Board 1. Preliminary quality assurance evaluation. a. Word count for abstract and content b. Plagiarism detection c. Technical editing

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d. Application of corrections e. Technical review by the editorial board 2. Selection of peer reviewers.

2. Peer Review Process

a. Notification to the author(s) the results of the double blind review. b. Submission of the revised draft. c. Re-submission of the revised copy to the peer reviewers for confirmation as to compliance. d. Discussion of the editorial board to accept or reject the manuscripts based on the compliance of the peer reviewers’ recommendations.

3. Publication Process

1. Formatting of the manuscripts for publication.

2. Forwarding of the prototype copy of the published manuscript to the authors for confirmation.

3. Submission of signed copyright transfer prior to final printing.

4. Circulation and Advocacy

1. Launching of the Journal with the author(s).

2. Presentation in Fora.

3. Translational Research/Utilization: Policy, Patent, Program, Modules.

4. Conferment of awards and citations.

5. International indexing of the journal in Major research data bases available online.

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Vol. 1 No. 1 January 2011 ISSN: 2094-9251 pp. 1-24 International Peer Reviewed Journal

Asian Journal of Business and Governance Business Administration Section

Integration of Geographic Information Systems (GIS) to Enhance Academic Capability of Philippine Higher Education Institutions ALEJANDRO F. TONGCO al.tongco@okstate.edu Oklahoma State University GENARO V. JAPOS drgvjapos@yahoo.com Liceo de Cagayan University, Philippines Date Submitted: Sept. 11, 2010 Final Revision Complied: Oct. 7, 2010

Plagiarism Detection: Passed Flesch Reading Ease: 32.71 Gunning Fog Index: 13.85

Abstract - This paper presents a framework for improving campus management and enhancing academic capability through the integration of geographic information systems (GIS) in the functions of Philippine higher education institutions (HEIs). Institutional units applied with a GIS are described. Methods are briefly discussed to implement the plan as well as to sustain and institutionalize GIS.

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INTRODUCTION Philippine HEIs have been surviving on relatively meager resources. They have struggled to comply with performance standards and tuition controls set by government agencies such as the Commission of Higher Education (CHED) and accreditation bodies. Nevertheless, HEIs have strived to establish themselves as research universities to be on par with international universities worldwide. Faced with daunting challenges and stagnant budgets, new approaches and techniques have to be found and applied to help improve existing campus management efficiency and enhance academic capability.

A modern, versatile tool that has been widely accepted to improve management decision-making and enhance research in business and industry in a wide variety of disciplines and applications is GIS. It is used to manage entire organizations and as a tool in solving day-to-day spatial problems across different departmental levels. GIS is an information system that manages spatial, or geographically referenced, and non-spatial data. Spatial data takes advantage of the unique location of people, places, things, and events on Earth, as well as their interrelationships, to produce information to help in making informed decisions.

GIS is especially useful in a university setting, because it cuts across the major facets that comprise a university such as instruction, research, extension, and campus and human resource administration. GIS is seen as a novel approach that can help simplify the overall management process and enhance the scholastic standing of the university.

GIS in Schools Worldwide Colleges and universities, particularly in the U.S., have been using or offering GIS courses for the past 20-25 years. It is now increasingly used in campus administration and academic capability building. Although GIS was borne from Geography course in schools, GIS’ fast development was mostly nurtured and popularized by private industries, most notably by the Environmental Science Research Institute (ESRI) (1). The development, utilization, and complexity of GIS is moving at a fast pace challenging educational institutions to keep up with the growth demands. Business and industry are employing not just all-around GIS-skilled graduates but they are beginning to look for people with highly specialized GIS skills such as 2

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GIS application developers and modelers as well as GIS theoreticians and scientists.

Based on the recent published account, there are more than 6,500 colleges and universities worldwide offering varying GIS-related courses and degree programs (2). The list of GIS programs is as follows: Certificate in GIS: 327; Bachelor’s Degree: 242; Graduate Degree: 190; and Distance Learning: 87.

More than 2,000 of these HEIs are in the U.S., where 70 or more disciplines incorporate GIS in teaching, research, administration. The Urban and Regional Information Systems Association (URISA) stated that more than 400 community colleges and technical-vocational schools, out of 1,200, in the U.S. offer GIS, remote sensing, and other related technologies (3,4).

On the other hand, there are about 419 schools worldwide that offer the Geography degrees, namely: certificate: 76, online: 21; campus: 398; masters: 341; and doctorate: 149 (5). Normally, one or more GIS courses (or subjects) are offered within a Geography undergraduate or graduate degree program depending on the chosen concentration of the student. Geography programs offer a major in GIS, geospatial science and technology, or similar area. Klaus Förster maintains a database of Geography Departments worldwide (6). The database is updated as of March 2011 listing 1,173 Geography Departments from 96 countries.

Advanced GIS and geospatial science are offered in several U.S. universities. For example, the University of Texas at Dallas, offers a PhD in geospatial information sciences (7), SUNY (State University of New York) University at Buffalo offers a PhD in geography with specialization in geographic information systems (8), and the George Mason University offers a doctorate in Earth Systems and Geoinformation Sciences (9).

GIS is increasingly used in many K-12 and vocational schools as well.

United States Congressmen have urged President Obama’s Administration for the inclusion of geography and geospatial education in the Science, Technology, Engineering, and Mathematics (STEM) Curriculum (10) and in the Elementary and Secondary Education Act (ESEA) Blueprint for Reform (11). The National Curriculum of the United Kingdom requires teaching of GIS from Year 7 through 13. Many schools teach GIS to children at earlier level (12).

A number of U.S. universities use GIS extensively in administration and institutional research in a variety of areas. Some of these are in the following: campus mapping at the University of Oregon (13); campus strategic planning at the University of Texas Dallas (14); emergency preparedness and response 3

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at Louisiana State University (15); facilities management at the City University of San Francisco, University of Missouri, and Massachusetts Institute of Technology (16,17,18); and student administration at St. Petersburg College (19). Available videos relating to GIS in higher education are available at ESRI (20).

Likewise, GIS applications in research have penetrated many disciplines, as shown for example in annual conference proceedings sponsored by the Environmental Science Research Institute (ESRI) for more than 20 years (21).

ESRI is the manufacturer of the most widely used GIS software, the ArcGIS suite of software, which is considered the GIS standard worldwide.

Status of GIS in Philippine HEIs A survey of the topmost 20 of the 190 top Philippine HEIs listed by the International Colleges and Universities (22) showed that universities including the University of the Philippines System, Ateneo de Manila University, and University of Santo Tomas do not offer a degree in GIS. The listed HEIs are only part of the total 2,180 HEIs registered with CHED (23).

The University of the Philippines Diliman (UPD), however, offers the Diploma and Master of Science degree in Remote Sensing, which is the only one of its kind in the country (24). Remote Sensing is one of those fields under a more encompassing group of discipline called geospatial sciences and technologies, which GIS is a part of among others. In some quarters, GIS has been used synonymously or interchangeably with related terms such as geospatial information system, geographic information science and technology, or geoinformatics.

UPD is also the only HEI that offers a Bachelor and Master of Science degree in Geography, which is located in the College of Social Science and Philosophy (25). Geography is one of GIS’ foundation disciplines that helped develop GIS into a major discipline. Geography, thus, is a heavy user of GIS. Regular short-term, non-degree trainings in GIS and geospatial technologies are offered at UPD’s Training Center for Applied Geodesy and Photogrammetry, and at the College of Forestry and Natural Resources of the University of the Philippines at Los Baños (26). The GIS trainings focus on specific applications relevant to the centers’ respective goals.

The inclusion of a GIS course or subject, however, has not been limited to Geography. Due to the wide applications of GIS, especially in the physical, natural, and social sciences, it has been offered as a subject within other 4

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degree programs as well, such as Geodetic Engineering. For example, Caraga State University (www.carsu.edu.ph), UPD, Mapua Institute of Technology (www.mapua.edu.ph), and Visayas State University (www.vsu.edu.ph) include a GIS subject in some of their engineering curricula. In the U.S., GIS is normally one of the subjects, or integrated in them, of degree programs other than Geography, such as Environmental Science, Social Science, and the Earth Sciences.

GIS-related activities are now increasingly in the news: The National Economic Development Authority of Region 13 recently established the Regional GIS Center; and President Aquino of the Philippines unveiled a national 3-D mapping project (27).

Philippine HEIs and government agencies have also been conducting GIS trainings GIS at various times that run for a few days to more than a week.

HEIs such as Liceo de Cagayan University (www.liceo.edu.ph), Caraga State University (www.carsu.edu.ph), Visayas State University (www.vsu.edu.ph), and Benguet State University (www.bsu.edu.ph) have established their own GIS section or center and had conducted GIS trainings and seminars. The absence of a Geography degree program does not preclude the offering of a GIS subject as part of other degree programs, nor does the presence of Geography necessitate offering a GIS subject. However, because of the popularity and usefulness of GIS, it is now generally part of the Geography curriculum.

Complementing the GIS data needs of Philippine users is the Philippine GIS Data Clearinghouse, a nonprofit portal that shares GIS data free of charge (www.philgis.org). All these are indications of the increasing utilization and popularity of GIS among HEIs and other GIS users in the country.

GIS use in Philippine HEIs, thus far, has been limited to the inclusion of GIS as an academic subject, or part of its lesson plan, within an academic degree offering, and as a tool in research. Application of GIS in campus administration and management or in institutional research among Philippine HEIs, however, is not known. But it is highly probable for an institution with some GIS skills to use some GIS in their institutional research work.

Nevertheless, this requires a nationwide survey of the extent and depth of GIS use in Philippine HEIs to validate this assumption.

GIS Technology Adoption in Philippines HEIs: How Expensive is it?

The introduction of GIS technology in the Philippines – as with most technology transfers from developed to developing countries – is expected 5

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to be met with questions such as “Can we afford this technology?”, “How relevant is this to our situation?”, or “How do we sustain this technology?”

These questions arise because many technologies brought into the country by foreign consultants eventually die or are used in a much more diminished capacity shortly after they leave. One of the reasons of the demise is that the technology transfer project lacks the strategies in place to ensure continuity and sustainability. Failure may stem from any or several of the following: no follow-up assessment is made on its usage after its introduction; the technology is expensive to maintain and update; applicability is not fully understood; learning curve is steep; the people trained initially have left or have assumed unrelated responsibilities; or absence of a dedicated local executive to champion sustainability.

Fortunately, for developing countries such as the Philippines and its HEIs, GIS is a technology that is not as expensive or intimidating as it is thought to be. If fact, GIS does not need additional investment in software or hardware.

Most existing hardware that is presently used in computer laboratories and offices can be utilized to do GIS tasks. Existing computer-literate faculty and staff can be easily trained in GIS. Free GIS software abound (www.freegis.org) and are becoming more sophisticated. Free GIS software such as MapWindow (www.mapwindow.org), Quantum GIS (www.qgis.org), SAGA GIS (www. saga-gis.org), and DIVA GIS (www.diva-gis.org) has capabilities that rival many of the GIS functions present in commercial software costing several thousand dollars such as ArcGIS (www.esri.com) and Mapinfo Professional (www.pbinsight.com).

Demand for GIS Skills Demand for GIS skills is not limited to the academia. GIS is applied in a wide variety of disciplines in government and industry (28, 29). GIS-skilled professionals are sought for these fields: Agriculture: Agricultural Science, Soil Science, Precision Agriculture Economics, Business and Administration: Risk Analysis, Real Estate Appraisal and Sales, Market Research, Economics, Facilities Management, Travel Planning and Consulting, Property and Estate Management, Transportation and Logistics, Budget Planning and Policy, Management, Communications and Utility Operations Earth Sciences: Climatology/Meteorology, Geology, Earth Science, Oceanography 6

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Education: Primary, Secondary, and Higher Education and Administration Environmental Sciences, Management, and Engineering: Atmospheric Science, Forestry, Environmental Science, Hydrology, Energy Analysis, Environmental Engineering, Recycling Services, Natural Resource Management, Air/Water Quality Control Management Planning, Landscape Architecture and Civil Engineering: Community, Urban and Regional Planning, Economic Development, Landscape Architecture, International Development, Transportation Planning and Management Geoscience, Cartography and Surveying: Geography, Geoscience, GIS Analysis and Management, Cartography and Cartographic Editing, Surveying, GIS Programming and Development, Remote Sensing Analysis, Aerial Photo Interpretation and Photogrammetry Humanities: Anthropology, Community Studies, Demography, History/ Historic Preservation, Political Science and Analysis, Social Science, Psychology, International Studies Arts and Design: Cartographic Design, Illustration, Graphic Design Recreation and Tourism: Recreation Planning, Tourism Development Government: State, County, and Municipal Administration and Management, National Agency Administration, Planning, and Management Life Sciences: Biology, Ecology Public Health: Public Health Analysis, Health Care Delivery, Mental Health Services Public Safety and Criminal Science: Ambulance Service Management, Homeland Security, Fire and Emergency Services, Intelligence Analysis, Criminology, Police and Crime Prevention As an indication of the demand for GIS skills in the U.S., the U.S. Department of Labor’s Employment and Training Administration has declared geospatial technologies as a “high growth industry” (30). It is estimated that 330,000 geospatial professionals are needed between 2008 and 2018, totaling to 1.2 million in the workforce. The Geospatial Information Technology Association (GITA) estimates a 35% annual job growth increase and a 100% annual growth rate for the commercial subsection of the market (30). Marlene Cimons of the National Science Foundation has reported that geospatial technology is “one of our nation’s core tools” (3).

To Philippine HEIs that also target the U.S. labor market for placement of their graduates, this is encouraging news. Developing a GIS curriculum, 7

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therefore, to produce GIS-skilled students widens their opportunities after graduation.

So What is GIS? A GIS consists physically of computer hardware, people, software, data, and methods (Figure 1). Hardware may consist of computers and servers, large-format printers and scanners, and GPS equipment. People may consist of users, programmers, and designers. Examples of GIS software are MapWindow, ArcGIS, Manifold GIS, and Quantum GIS.

Figure 1. A schematic showing the components of a GIS and how input data are processed into information.

Data, whether as input or output, are either spatial or non-spatial, or both.

Institutional processes may include guidelines, specifications, standards, and policies.

To function, a GIS needs data that are spatial in nature, that is, geographically referenced, which has latitude and longitude and in some cases elevation, as well as data that is non-spatial, which may consist of ordinary tables, text, and hard-copy paper maps. Spatial data may consist of digital vector maps, represented either as lines, points, or polygons; or raster maps such as satellite and aerial imagery. Examples of vector data are GPS (global positioning system) points and survey data from total station or mobile GIS. 8

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GIS manipulates, analyzes, interprets, manages, and stores these data. GIS may retrieve, display, and present these data into usable digital information such as digital maps and image maps, tables, statistical results, graphs and charts. The output may be re-cycled and processed further into other desired forms of spatial and non-spatial data.

The GIS software is the valuable tool that makes processing happen. But it is always the human person that decides what, why, and when to process, what criteria to follow, how to process the data, and who makes the final decisions.

How is GIS Done?

GIS leverages the unique location of people, things, places on Earth – what they are and what are in them, where they are, and how they relate with their neighbors – within a defined geographical entity. These factors require building a database with data layers or overlays with the same spatial referencing system. Overlaying of data layers enables users to visualize relationships, interactions, connections, patterns, and trends. The datasets are the foundation to scientific spatial analysis that gives informed interpretation of research or project results and thus minimizing guesses in decision making.

Figure 2. An illustration of different data overlays used to simulate the real world (32).

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The choice of data layers or overlays depends on the problem being tackled. For example, in campus planning, the following data layers may be needed: layout and types of existing and planned buildings; water, electricity, and sewage lines; roads, bridges, and other infrastructures; permanent historical and cultural landmarks; natural resources; and raster data such as elevation and natural-color photo-imagery.

A Model for Integration of GIS in Philippine HEIs A simplified model diagram is presented (Figure 3) for integrating GIS in Philippine HEIs. This is based on the GIS experiences of HEIs and industry in the U.S. mentioned in previous paragraphs. A university-wide application of GIS for Philippine HEIs focuses on two fronts, which are also the main function of the university: campus administration and academic capabilitybuilding.

Figure 3. A Model for Integrating GIS in Philippine HEIs.

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Campus management encompasses administrative functions that include campus physical facilities and asset management; human resource and student administration; alumni management; and revenue generation through GISengaged activities. On the other hand, academic capability-building in GIS includes human resource skills development in GIS; development of GIS curricular degree programs as well as GIS-engaged instruction and lesson plans; and GIS-based research and extension or technology transfer.

Both major categories – academic capability and campus administration - mutually complement and strengthen each other through the activities carried out in their respective subcategories. For example, a GIS-skilled faculty and staff can contribute considerably to the growth of research and extension as well as in the development of GIS curriculum and instruction in the campus. In turn, a GIS-active research and extension can further develop the GIS skills of faculty researchers. Likewise, GIS curricular offerings and instruction development are further strengthened through actual experiences and lessons learned in research and in the field. Thus, the three focus areas within academic capability-building category are in a sense mutually interdependent, self-propelling, and to a greater degree self-evolving. At the very start, the metamorphosis of GIS within the campus needs an initial injection of GIS skills to faculty and staff by way of several avenues such as training, mentoring, graduate studies, and project involvement, or better yet, employment of an already expert in GIS. A GIS-skilled faculty and staff can then engaged, likewise, in GIS research and projects that can improve campus management through GIS-engaged studies in physical facilities and asset management as well as in faculty and student and alumni administration. A GIS-skilled human resource is also well-prepared to engage in GIS-based income generating projects such as GIS custom work, technical support, and out-campus projects. In turn, GIS-based research and projects further build the GIS knowledge database of faculty and staff.

All these interrelated activities can best be managed and coordinated by a central body, which is the university’s GIS center (Figure 3). The center sees to it that GIS empowerment of the university are cohesively planned and implemented to produce a sustained, focused build-up of GIS in the campus.

The components of Figure 3 are discussed in more detail in the following paragraphs.

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A. ACADEMIC CAPABILITY BUILDING 1. GIS Skills Development for Faculty, Staff, and Students A prerequisite to the development and sustained utilization of GIS in campus management and in academic capability building is the presence of a GIS-skilled human resource. Empowering the most important resource of a university, i.e. its faculty, staff, and students in GIS science and technology can lead to the active use of GIS in the many components that comprise a university and thus sustain the GIS capability buildup of the university system.

GIS skills can be acquired through GIS graduate and undergraduate education from GIS-strong schools, as well as through in-campus or virtual classrooms, continuing education, professional trainings, conferences and meetings, exchanges, internships, and other similar educational schemes. A GIS-skilled faculty and staff can produce many opportunities for the university.

To mention a few: enhanced quality of research and extension projects, increased number of project tie-ups, and qualified manpower to develop new GIS-related curriculum and produce GIS-skilled graduates. Involvement in GIS projects in turn increases the GIS capability of project investigators.

Training a select group of people in GIS is needed to initially establish a core of GIS trainers in campus. Hiring experienced GIS specialists, however, is advisable in order to fast-track GIS introduction and project execution.

2. GIS-Engaged Teaching and GIS Curriculum Development GIS is an invaluable teaching and research tool. GIS challenges students and teachers, as well as researchers to think more analytically and critically.

GIS is in itself multidisciplinary; it is a merging of various disciplines such as mathematics, statistics, geodesy, geography, cartography, computer science, and remote sensing. The presence of a dynamic university-wide GIS, therefore, stimulates the development and enhances the growth, not only of computer science and information technology, but of other disciplines on campus as well, including agriculture, social sciences, natural and life sciences, physical sciences, environmental management, educational management and administration, public health, business administration, and science education.

GIS can be taught as a topic in a lesson plan within many subjects such as biology, environmental science, business, criminology, public health, 12

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education, and social studies. A separate subject in GIS can also be developed; this may done as part of many degree programs, e.g. Fundamentals of GIS or, more specifically, GIS for Biological and Health Sciences. Likewise, a GIS major or minor may be offered in many science and technology degrees.

Eventually, as qualified GIS faculty becomes available, a certificate, bachelor’s, or even a master’s degree in GIS may be offered.

GIS teaching should not be limited to college or graduate students.

Students will have the distinct advantage if they are introduced to GIS early in their education, establishing a solid foundation of analytical thinking. Thus Education should include GIS in its curriculum. Elementary and high schools in developed countries, such as the U.S. and Canada, are now using GIS as part of their curriculum (33, 34). GIS integration in schools has resulted in the improvement of students’ scores in achievement tests.

The National Geospatial Technology Center (www.geotechcenter.org/) is a valuable resource for creating a GIS or geospatial curriculum. It proposes a competency model (Figure 4) for geospatial technologists. It discusses the skills requirements and the core geospatial abilities and knowledge that define geospatial technologists and scientists. The competency model is shown below:

Figure 4. A Competency Model for GIS and Geospatial Technologists and Scientists (35).

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3. GIS in Research and Extension The application of GIS in research has made GIS quite popular. It is not just another analytical tool such as statistics. GIS goes beyond traditional statistics, taking into account the geographically-referenced location of research subjects and the spatial interrelationships between them. GIS uses a multidisciplinary approach involving database management and geographic data visualization among others. Its uniqueness is its ability to present a more understandable, visual interpretation of research results, enhancing the quality of research thereby adding value to it. GIS can make research more enjoyable for researchers and graduate students discovering additional information out of traditional survey data through the application of spatial statistical and geostatistical analysis. GIS can present a way to better understand statistics through data geo-visualization and quantification of data distributions, as well as introducing a more motivating and educational tool for all users. GIS can help graduate students in planning and implementation of their GISbased theses and dissertations.

Similarly, GIS is a useful tool in extension projects. Planning and selection of project sites can be better decided if aided by GIS multicriteria decisionmaking analysis. Guesswork in targeting of sampling sites can be avoided.

Likewise, project results can be clearly presented and disseminated through maps and geographic data visualization.

GIS-skilled students are a valuable source of collaboration in data acquisition and project implementation. Faculty researchers can make use of their skills as part of their course, subject, or laboratory requirements.

Nationally and internationally funded development projects almost always use GIS in the project’s full cycle. A GIS-skilled HEI, therefore, would have a better chance as local project partner.

B. CAMPUS ADMINISTRATION 1. GIS in Campus Assets and Facilities Management In a university-wide GIS-engaged management, GIS capitalizes on the unique location of the human resource, physical and natural resource, and assets to aid in in-depth analysis. The spatial interaction and information derived from these different factors can help in analyzing spatial patterns and trends that are valuable in achieving a more effective campus management.

14

Integration of Geographic Information Systems (GIS) to Enhance Academic Capability of Philippine Higher Education Institutions

A. Tongco and G.V. Japos

Figure 5. A Geographically Referenced Aerial Image of the Liceo de Cagayan University Campus Taken in 2008, Viewable Using ESRI’s Free ArcGIS Explorer Software (36) or Directly from the Website (www.arcgis.com).

A university-wide GIS can provide broad spatial information and enable a visual view about the campus. This information can significantly aid in campus planning and management of its resources. Similarly, GIS technology can be applied to a Philippine HEI campus and its satellite campuses. The campus boundary is one big area (Figure 5) with sub-areas (e.g., footprints of buildings, classrooms, laboratories, offices, and other structures), has people in them (e.g., faculty, staff, and students) and things in them (e.g., equipment, furniture, fixtures, and other assets), and has unique locations of those things relative to each other (e.g., geographic coordinates, relative distances, and elevation).

With a GIS, information can be quickly accessed saving much time in many tasks. These may include preparation of annual reports, short and longterm plans, growth forecasts, future manpower and equipment allocations, land and infrastructure project development, research development and implementation, building and facility site selection, equipment inventory and status, as well as on-the-spot information requests. Easier data accessibility can significantly help HEI officials and stakeholders in making prompt and sensible decisions and in formulating project and research plans.

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2. example, teaching schedules and faculty locations at certain time of day can easily be shown visually on a computer. GIS could further determine teaching loading and quantity and names of students in that class. Furthermore, faculty and student database can be queried to determine the previous and next subjects and location of the faculty or students. Knowledge of this sort resource.

The use of GIS in student recruitment and enrollment is another area that is worth looking into. GIS can help make intelligent recruitment strategies such as deciding to prioritize recruitment target areas and choosing new enrollees based on scholastic standing, thus guaranteeing the university with a top-performing student population. GIS can also include other criteria for new-enrollee selection, such as household income and ethnicity, if desired.

Nevertheless, quality students can translate into quality graduates and higher percentage of board passers, resulting further into higher accreditation job prospects for graduates, and enhanced reputation in the community and region and among the country’s HEIs. 3. GIS in Alumni Administration especially among Philippine HEIs is the alumni. The alumni are a potentially an alumni spatial database which can be used to intelligently plan for fundraising campaigns that target potential high givers. Needless to say, HEIs need to maintain the alumnus-alma mater bond. Such relationship can lead its new job-seeking graduates. The database may also include foundations, corporations, organizations, and private individuals. A highly notable example of alumni philanthropy is that of Stanford University in California, U.S.A. It raised more than $900 million in 2006 alone (37).

4. GIS in Revenue Generation As the quality of GIS human resource in HEIs builds up, so does the 16

Integration of Geographic Information Systems (GIS) to Enhance Academic Capability of Philippine Higher Education Institutions

A. Tongco and G.V. Japos

generating projects. With a GIS infrastructure in place, HEIs can have substantial influence in capturing GIS-related project tie-ups with national and international agencies. An HEI’s GIS can also serve as a model, and thus as GIS resource, for other HEIs and campuses that plan to create a better campus management system and GIS capability building projects of their own.

All these can attract revenue for the HEI in terms of computer equipment, software, or additional manpower, and at the same time continuously build its own GIS knowledge base.

Income can further derived through GIS-related custom services such as mapping, scanning, printing, digitizing, and geoprocessing as well as technical support in areas such as spatial statistics and geodatabase development.

Furthermore, income can be realized through GIS short courses, workshops, and conferences, as well as courseware development and delivery.

Philippine HEIs Can Capitalize on GIS It is not a question whether Philippine HEIs are ready for GIS or not.

It is a question how quickly administrators can envision the advantages of a GIS-empowered university and how fast they can move to adopt GIS. Transitioning to include GIS technology skills development should not be difficult considering the high IT literacy among the HEIs’ current human resource.

GIS academic programs worldwide have multiplied because of the demand for GIS-skilled graduates in business and industry. While GIS has been around for about 30 years, Philippine businesses, industries, local government units, government agencies, and academia have started using GIS only these past few years. Graduates of other disciplines who were trained on-the-job in GIS or who have acquired the skills through trainings elsewhere are doing GIS tasks that come along. This is what happened during the early years of GIS. People got their elementary GIS skills not through formal education. But this may not be advisable now when GIS-engaged workplaces have multiplied and are increasingly using GIS in greater depth.

This is an opportunity for HEIs to look into. HEIs that can offer GIS academic programs definitely will have the distinct advantage. The earlier an HEI can establish itself as a GIS-engaged institution, the greater its opportunities – through research and off-campus collaborations, and projects - and the faster it can develop into a center of excellence in GIS. 17

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One important motivating factor for HEIs is the demand for GIS-capable graduates. Undoubtedly, graduates who are skilled in GIS or GIS-related degrees will have the advantage in the current and future job market locally and worldwide. With more and more companies using GIS, possession of a GIS degree is definitely a big plus in job search.

Knowing how to use GIS software, however, goes hand in hand with acquiring GIS skills. Many free GIS software are capable. But more complex and process-intensive tasks may require sophisticated GIS software such as ArcGIS. It is becoming the ‘standard’ in many departments in U.S. universities, as what has been accorded to Microsoft’s Word or Excel many years ago.

The ArcGIS suite of software is considered the de-facto software of choice worldwide. Unfortunately, this software is relatively prohibitive for most developing-country users. Philippine HEIs do not have much choice. If they wish to produce GIS graduates to be highly competitive in the international GIS job market, an investment in ArcGIS skills development is necessary.

The Business Case of Implementing a GIS in Philippine HEIs Like most technology-transfer schemes, the impact of GIS is not easily quantifiable. Its effects are intangible but it empowers a larger system. It is advised to think of the bigger picture of the HEI’s overall objectives rather than narrowing on some specific technological goal. A graphical model developed

by Wishart (38) illustrates the benefits of GIS implementation for a business establishment, as shown in Figure 6 below.

Figure 6. Benefits of GIS Implementation 18

The model can be applied similarly to HEIs. The benefits from a universitywide GIS implementation can be derived from the following: Improved Campus Management Efficiency 1. Faster and simplified tasks in campus administration improve efficiency and reduce costs.

2. Minimized guesswork through GIS-based decision-making avoids costly mistakes.

3. GIS-based student recruitment and retention strategies translate into an academically superior student population, further attracting excellent students.

4. Avoidance of unnecessary promotional and advertising costs is possible with GIS. 5. GIS-assisted alumni management and donor fund-raising schemes can financially sustain HEIs. Enhanced Academic and Intellectual Capacity 1. GIS-engaged students improve their spatial and analytical thinking abilities turning them into excellent students and graduates.

2. Enrolment can increase due to popularity of GIS as an emergent field.

3. GIS-engaged faculty and staff attract GIS project partnerships and increases GIS capability buildup, including monetary benefits.

4. GIS adds value and improves the quality of research thus stimulating further scholarly activities in campus and giving the HEI strong leverage in attracting funding sources for its researches.

5. GIS-enhanced extension and outreach projects produce value-added results.

6. High employability of GIS-skilled graduates attracts more students to the HEI’s GIS curricular offerings and GIS-engaged disciplines.

Sustaining a GIS-Engaged HEI GIS implementation, however, can face difficult barriers because of the lack or absence of awareness among HEI administrators about the utility of a GIS. Thus a GIS leader at the top of the management ladder is valuable to bring the project to fruition.

GIS Executive Champion The GIS executive champion is needed to push for GIS integration 19

Asian Journal of Business and Governance

especially during dire circumstances. He/she is indispensable in making the project a success from beginning to end and beyond. The GIS executive champion works closely with top HEI officials (ideally, he/she should be one of them) for a smooth and coherent program implementation and consequently institutionalization of GIS. Moreover, he/she shall lead in sustaining GIS university-wide and to immerse GIS in the consciousness of officials, faculty, staff, and students.

GIS Advisory and Technical Working Groups At the very start of a plan for a GIS university-wide, even before a project is conceptualized, it is advised to form a GIS advisory group. It shall be composed of top school officials who are the main stakeholders. The advisory group shall formulate policies for the overall conduct of the project and shall guide the project leader toward implementing these policies in harmony with the university’s mission and vision.

The technical working group shall give advice on the technology aspect and shall spearhead the initial skills building program, help to synthesize and implement new GIS projects, and to act as the main GIS knowledge resource on campus.

GIS Advocacy Advocacy and popularization of GIS can be done through the announcement of GIS activities, progress, and accomplishments in the school’s website as well as in local and regional newspapers. Holding of GIS lectures and mini-conferences on campus as well as participation in the annual International GIS Day events can add to GIS’ popularity.

Institutionalizing GIS Integration: The Role of the HEI GIS Center The HEI GIS Center acts as the central body that provides overall leadership in the planning, implementation, and assessment of the university’s GIS program. The Center is responsible for the institution-wide development, warehousing, distribution, and management of GIS data, along with GIS revenue generation. It is a must that this body be formally established institutionally as a distinct component within the university with the purpose of implementing and sustaining the project’s objectives and mission beyond its entire project phase. Furthermore, GIS integration should be embedded in the university’s vision, mission, and goals across all departmental levels to insure continuity and growth of GIS. 20

Having a GIS in the university should not be just learning about GIS or its software. Since the HEI aspires to be in the forefront of one or several emergent technologies, such as GIS, the HEI can do more than being a plain user. Institutionalization of GIS is one large step. Excellence in GIS universitywide is better. Producing high-caliber scholastic research aided by GIS is much better. With a nurtured GIS knowledge base in its arsenal and knowing GIS’ wide-ranging and almost unlimited applications, the HEI can build up its research capability with greater depth at the same time manage the campus more efficiently.

CONCLUSION An emergent and financially healthier university can ultimately be realized through the following GIS-engaged activities: efficient management of campus facilities and assets, intelligent student recruitment, development of highly-competitive GIS-skilled graduates, enhanced research, aggressive alumni and donor fundraising, added revenue generation through GIS-based schemes, improved quality of reports, and greater leverage in capturing GIS projects. A GIS-empowered HEI can meet the challenges of an increasingly GIS-engaged teaching, research, extension, and workplace environment.

ACRONYMS BSCS BSIT CHED DBM DMgmt ESEA ESRI FOSS GIS GPS HEI IT MAEd MEng MMgmt

Bachelor of Science in Computer Science Bachelor of Science in Information Technology Commission on Higher Education Department of Budget and Management Doctor of Management Elementary and Secondary Education Act Environmental Systems Research Institute Free and Open Source Software Geographic Information System Global Positioning System Higher Education Institution Information Technology Master of Arts in Education Master in Engineering Master in Management 21

Asian Journal of Business and Governance

MNurs PHEI STEM SUNY UPD UPLB URISA

Master in Nursing Philippine Higher Education Institution Science, Technology, Engineering, Mathematics Curriculum State University of New York University of the Philippines-Diliman University of the Philippines at Los Ba単os Urban and Regional Information Systems Association

Note: Pursuant to the international character of this publication, the journal is indexed by the following agencies: (1)Public Knowledge Project, a consortium of Simon Fraser University Library, the School of Education of Stanford University, and the British Columbia University, Canada:(2) E - International Scientific Research Journal Consortium; (3) Journal Seek - Genamics, Hamilton, New Zealand; (4) Google Scholar; (5) Philippine Electronic Journals (PEJ);and,(6) PhilJol by INASP. LITERATURE CITED (1) ESRI. (2011, March 29). Retrieved from http://www.esri.com (2) Find a GIS Program. (2011, March 29). Retrieved from http://gis.esri.com/ university/onlinedb.cfm (3) Geospatial Technology as a Core Tool. (2011, May 11). U.S. News & World Report.

Retrieved from http://www.usnews.com/science/ articles/2011/05/11/geospatial-technology-as-a-core-tool (4) Colleges & Universities. (2011, March 29). Retrieved from http://www.urisa. org/career/colleges (5) Geography Graduate Programs. (2011, May 14). Retrieved from http://www. gradschools.com/search-programs/geography (6) Geography Departments Worldwide. (2011, May 14). Retrieved from http:// univ.cc/geolinks/index.html (7) Doctor of Philosophy. (2011, March 29). Retrieved from https://www.utdallas. edu/epps/gis/phd.html (8) PhD Degree in Geography with Specialization in: Geographic Information Systems. (2011, March 29). Retrieved from http://www.geog.buffalo. edu/programs/phd/gis.shtml (9) Ph.D. in Earth Systems and Geoinformation Sciences. (2011, March 29).

Retrieved from http://www.scs.gmu.edu/Academics/PHD_ESGS_ main.html 22

(10) STEM Fields. (2011, March 29). Retrieved from http://en.wikipedia.org/ wiki/STEM_fields (11) Richardson, D. (2011, March 29). Needed: A National Blueprint for GIS and Geography Education in Our Schools. Retrieved from http://www.esri. com/industries/education/index.html (12) Educating the Future. (2010, Sep 3). Retrieved from http://www.esri.com/ library/articles/educating_future.pdf (13) Campus GIS. (2011, March 29). Retrieved from http://geography.uoregon. edu/infographics/projects/campus_GIS.htm (14) Valcik, N.A. (2011, May 14). University Enhances Its Logistical Tracking System with GIS. Retrieved from http://www.esri.com/news/arcnews/ spring09articles/university-enhances.html (15) Castagna, J. (2011, May 14). Making Louisiana State University a Storm Disaster-Resistant School. Retrieved from http://www.esri.com/news/ arcnews/spring08articles/lsu-resists-storms.html (16) Taking Efficiency to the Next Level at City College of San Francisco.

(2011, May 14). Retrieved from http://www.esri.com/news/arcnews/ spring10articles/taking-efficiency.html (17) Campus Facilities. (2011, March 29). Retrieved from http://www.cf.missouri. edu/spm/gis/about.html (18) MIT Uses GIS for Facilities Management. (2011, May 14). Retrieved from http://www.esri.com/industries/university/business/administration. html (19) Morris, P. and G. Thrall. Using Geospatial Techniques to Address Institutional Objectives: St. Petersburg College Geo-Demographic Analysis. IR Applications – Using Advanced Tools, Techniques, and Methodologies.

Association for Institutional Research. Vol 27. July 29, 2010.

(20) Videos. (2011, May 7). GIS for Higher Education. Retrieved from http:// www.esri.com/industries/university/business/videos.html (21) Recent Proceedings. (2011, March 29). Retrieved from http://proceedings. esri.com/library/userconf/index.html (22) Universities in Philippines by 2011 University Web Ranking. (2011, May 14).

International Colleges & Universities. Retrieved from http://www.4icu. org/ph/ (23) Statistics. Mapping of Higher Education Institutions by Region and Province.

(2011, May 10). Commission on Higher Education. Retrieved from http://202.57.63.198/chedwww/index.php/eng/Information/Statistics 23

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(24) Graduate Programs. (2011, May 14). University of the Philippines Diliman.

Retrieved from http://www.upd.edu.ph/grad_programs.html (25) College of Social Science and Philosophy. (2011, April 10). University of the Philippines Diliman. Retrieved from http://www.web.kssp.upd.edu.ph (26) College of Forestry and Natural Resources. (2011, April 10). University of the Philippines at Los Ba単os. Retrieved from http://cfnr.uplb.edu.ph/ index.php/about-cfnr.html?showall=1 (27) SDI-Asia/Pacific Newsletter. Global Spatial Data Infrastructure. May 2011, Vol. 8 No. 5.

(28) Industries. (2011, March 29). Retrieved from http://www.esri.com/industries. html (29) Geospatial technology is a growth industry. (2011, May 12). The University of Maine at Machias. Retrieved from http://www.umm.maine.edu/ jobs-and-gis.html (30) High Growth Industry Profile. (2011, April 25). U.S. Department of Labor ETA. Retrieved from http://www.doleta.gov/BRG/IndProf/geospatial_ profile.cfm (31) Geospatial Technology: The Land of Milk and Honey. (2011, April 25) Retrieved from http://www.directionsmag.com/articles/geospatialtechnology-the-land-of-milk-and-honey/175871 (32) Why Use GIS? (2011, March 29). Retrieved from (http://gis.com/content/ why-use-gis (33) GIS in the Classroom. (2011, March 29). Retrieved from http://www.edu.gov. mb.ca/k12/cur/gis/index.html (34) ArcNews. Winter 2010/2011, Vol. 32 No. 4. (2011, March 29). Retrieved from http://www.esri.com/arcnews/index.html (35) Geospatial Technology Competency Model. (2011, May 14). Competency Model Clearinghouse. Retrieved from http://www.careeronestop.org/ competencymodel/pyramid.aspx?GEO=Y (36) ArcGIS Explorer Desktop. (2011, May 14). Retrieved from http://www.esri. com/software/arcgis/explorer/index.html (37) Contributions to Colleges and Universities Up by 9.4 Percent to $28 Billion.

(2011, March 29). Retrieved from http://www.charitynavigator.org/ index.cfm/bay/content.view/cpid/565 (38) Wishart, K. (2011, March 29). Speak the Same Language: Making a compelling case for GIS to business executives. Retrieved from http:// www.esri.com/news/arcuser/0309/roi_kw.html 24

Vol. 1 No. 1 January 2011 ISSN: 2094-9251 pp.25-40 International Peer Reviewed Journal

Asian Journal of Business and Governance Business Administration Section

Profile, Practices and Potentials of Wild Honey Gatherers GLORIA T. CASABAL ubcdfinc@yahoo.com JOY JAKOSALEM-BALANE JES B. TIROL University of Bohol, C. Putong St., Tagbilaran City 6300 Date Submitted: March 7, 2010 Final Revision Complied: May 15, 2010

Plagiarism Detection: Passed Flesch Reading Ease: 44.30 Gunning Fog Index: 13.32

Abstract - Wild honey bees (WHB) are very important in the biodiversity and conservation of the forests. In Bohol, Apis dorsata or “Putyukan� found in heavily forested areas produce huge supply of honey. Residents along forest lines have been harvesting wild honey for economic value. Their number has not been accounted for nor their practices documented.

The study aimed to provide information about wild honey gatherers known as mamuhagay in two barangays in Bilar, Bohol. Specifically it determined the socio-economic profile of mamuhagays, manner of harvesting, economic value of wild honey, potentials and issues related to wild honey gathering.

The study found out that mamuhagays are rural poor who augment their income by harvesting wild honey. The job requires no capital, only skill and hard labor. It exposes the gatherers to risks and dangers. The lure of immediate income that it could bring at the end of the day has been their incentive.

Almost half of them had been harvesting in the last five years while one-fourth had been in the trade for ten years. The income from wild honey comprised almost a fifth of their total

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annual income. The peak season for honey gathering is March to April. There is high disparity in pricing between wild honey (Php 60 per 375 ml bottle) and processed cultured honey (Php 250.00 per 200 ml). This could be the basis to the possibility of establishing a wild honey cottage industry. Mamuhagays leave bees wax to rot in the forest floors which could be sold and utilized as honey by-products. Wild honey gathering could be linked to the ecological tourism industry in the province.

Organized wild honey gatherers realized the important link of WHB to forest protection because it has become their source of livelihood. Lack of knowledge and information on parameters of WHB population may cause over extraction leading to their extinction.

BACKGROUND Bohol is one of the leading provinces in the Philippines that give priority to environmental rehabilitation, conservation measures and programs (PPDO Report 2005). Different stakeholders in the province are engaged in different levels of implementation of environmental protection, rehabilitation, conservation and management in several strategic and critical resources. In particular, a group of nongovernment organizations (NGO’s) and academe in collaboration with the provincial government is working together in the rehabilitation and conservation of the Loboc Watershed through agro-forestry, assisted natural regeneration and different forest protection and sustainable practices (Loboc AFA Project Report, 2006). Bio-diversity conservation is also one of the areas given attention.

Wild honeybees (WHB) are very important in the bio-diversity and conservation of the forests. They serve as one of the main pollinators of the wild trees and other flowering plant life in the area, an essential function of the natural process of forest regeneration.

They are also sources of food for birds and are part of the larger food chain. Traditionally, community residents along the forest lines have been harvesting wild honey from the forests for family consumption, medicinal purposes as well as for their economic value.

In Bohol, several local species of wild honeybees can be found.

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Profile, Practices and Potentials of Wild Honey Gatherers

G. T. Casabal, J. J. Balane and J. B. Tirol

The most productive are the “putyukan” or Apis dorsata which are found in heavily forested areas and which produce a huge supply of honey and wax. Some bees can also be found in the lowlands and farm areas such as the “quiyot” or Trigona, Apis cerana species which are known to be effective pollinators in low lying areas (UBCDFI PTFCF Pro Forest Bees Project Document 2008). Such species do not produce a commercial amount of honey but has high potentials for natural pollination of vegetable gardens and orchards.

The Forests, Home of Apis dorsata: The Loboc Watershed is declared as a critical watershed in Bohol and in Region VII. The Rajah Sikatuna Protected Landscape (RSPL) and the Loboc Watershed Forest Reserve (LWFR) are two of the four protected areas inside the Loboc Watershed. These two protected areas play host to a total forest area of 20,839 hectares, of which an estimated 15,000 hectares are inside the Loboc Watershed, and considered the biggest well-stocked timber forests in the whole region VII. These forests straddle the mountain ranges located in 12 municipalities namely, Bilar, Batuan, Loboc, Sevilla, Balilihan, Catigbian, Sagbayan, Carmen, Sierra Bullones, Lila, Dimiao and Valencia. Being the largest stock forest area in the province, it plays an important role as home to several species of flora and fauna. It is the home of many hives of Apis dorsata.

It is estimated that there are over 12,000 households who live in the surrounding forests and protected areas in the Loboc Watershed. These families are dependent on subsistence farming for livelihood. Over the years, the increase of population in the surrounding protected areas pose a grave threat to the forests. There are increasing incidence of forest fires, timber poaching and illegal harvesting of forest products.

The long term impact of these practices contributes to the over-all concern for increasing stress on the ecological balance of the forests (UBCDFI PACAP SLNRMP Project Document 2007).

The Project: The University of Bohol Community Development Foundation Inc. (UBCDFI) is a local NGO that implements natural resource management projects in the Loboc Watershed with the support of the Philippines-Australia Community Assistance Program (PACAP). It works with communities living along the protected areas 27

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to build their capacity in sustainable management of natural resources as well as helps increase the income of local residents. In 2007, UBCDFI found out that the traditional livelihood of wild honey harvesting was prevalent among some of the farmers in Subayon, Bilar. It provided seed capital to the community-based cooperative to buy the harvested wild honey and assisted the cooperative in packaging and marketing it. In 2008, UBCDFI gained access to supplemental funding from the Philippine Tropical Forest Conservation Foundation (PTFCF) for its project on Protecting the Forest by Conserving the Wild Honeybees or the ProForestBees Project. The project goal was to protect both the forest and WHB population while at the same time encouraged sustainable harvesting of wild honey by local residents.

Recognizing that there was very limited or in fact nil information about the wild honey gathering in the province and about the wild honeybee gatherers, the ProForestBees project made it a major component to conduct a developmental research that hopefully would guide the UBCDFI, the community and all development stakeholders with strategies by which to address the issues.

OBJECTIVES OF THE STUDY The main objective was to provide information on the practices and concerns of the wild honey gatherers locally known as mamuhagay.

Specifically, it hoped to ascertain the following: socio-economic profile of the mamuhagays; manner of harvesting wild honey; economic value of wild honey ; and potentials of and issues related to wild honey harvesting.

MATERIALS AND METHODS This research is a descriptive study using survey as primary method of data gathering. A structured survey questionnaire was utilized to gather information based on the study objectives. A list of known mamuhagays from barangays Owac and Subayon in Bilar, Bohol was made during the preliminary meetings with the barangay leaders and officials. A total of 65 respondents were pre-identified prior to actual conduct of the survey. The field technician together 28

Profile, Practices and Potentials of Wild Honey Gatherers

G. T. Casabal, J. J. Balane and J. B. Tirol

with the trained local researchers conducted the survey among the known wild honey gatherers. All identified mamuhagays from the list were interviewed. Focus group discussions (FGDs) and interview with leaders of the wild honey gatherers were also done. Transcripts of the FGDs were used to further deepen and analyze the potentials and issues surrounding their livelihood. Research ethics procedures were followed and informed consent was obtained for each respondent.

RESULTS AND DISCUSSIONS The Wild Honey Gatherers Wild honey gathering in Bilar has been a practice for decades. The wild honey gatherers recalled that their parents in the early 1960s had been doing the same trade. In particular, the mamuhagays of Subayon have been known in Bilar and nearby towns to roam the forests in search of putyukan.

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Table 1: Number of years in wild honey harvesting Number of Years

Total

%

1 to 5 years

32.00

49

6 to 10 years

17.00

26

11 to 15 years

5.00

8

16 to 20 years

8.00

12

Over 20 years

3.00

5

Grand Total

65.00

100

Almost half, or 49% of the profiled mamuhagays had been harvesting honey in the last five years, while 26% of them had been engaged in this kind of work for 6 to 10 years. A few (5%) of the wild honey gatherers had been in this trade for more than 20 years already.

Table 2: Age group of wild honey gatherers Age Group

Total

%

20 years and below

11

17%

21 to 25 yrs old

8

12%

26 to 30 yrs old

9

14%

31 to 35 yrs old

9

14%

36 to 40 yrs old

12

18%

41 to 45 yrs old

4

6%

46 to 50 yrs old

4

6%

51 to 55 years old

5

8%

Over 55 yrs old

3

5%

Grand Total

65

100%

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Profile, Practices and Potentials of Wild Honey Gatherers

G. T. Casabal, J. J. Balane and J. B. Tirol

Location, Gender and Age Group There were 65 active wild honey gatherers in the study area, forty were from barangay Subayon and twenty five were from barangay Owac. Sixty three of the respondents were males, while only two were females. In terms of age group, 75% of the wild honey gatherers were 40 years old and below while only 25% were above 40 years old. The profile showed that many of the mamuhagays were mostly young men in their early 20s and 30s.

Highest Educational Attainment. In terms of educational status, majority (66%) had reached elementary level, a few (17%) had reached high school level. Another few of them (8%) graduated elementary and very few (2%) graduated high school or reached college level (2%) while 5% had no formal schooling at all.

Main Source of Income. Wild honey gathering was not their main source of income. Majority of them indicated that they engaged in this activity to augment their family income. The survey showed that 33% of them considered farming as their main source of livelihood while the rest (67%) were engaged in low skilled work such as food vending, carpentry, seasonal farm workers and laborers.

Table 3: Summary of annual income estimates Source of Income Primary Source of Livelihood Migrant Remittances Honey Gathering

N 65* 24** 65

Total Annual Income Estimates Average Income/year Average Income/year from PSL Average Income/year from MR Average Income/year from HG

Annual Amount

% Share

PhP 414,000.00 480,000.00

39 45

177,900.00

17

PhP 1,071,900.00

100

65

PhP 16,490.77

53 52

7,811.32 9,230.77

65

PhP 2,736.92

Note: *10 were students, 2 had no jobs at all **there were 24 HHs with migrant workers. A total of 52 migrant members were away, working and sending money to their family at home.

31

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An annual income estimate of families of the 65 mamuhagays as shown in Table 3 indicates a total of PhP1,071,900.00 or an annual average of PhP16,490.00 per year. It also reveals that 40% of the households had family members who were migrant workers and were sending remittances, which accounted for at least 45% of the total estimated income of the households. This finding is consistent with previous research in Subayon which showed that 48% of the total community income came from remittances of family members working outside the community (UBCDFI PACAP SLNRMP 2007).

What was considered as primary source of income of the respondents accounted 39% of the total annual income estimates. It further shows that the percentage share of wild honey gathering was at least 17% of the total income of the families.

A close look of Table 3 shows that migrant worker remittances ranked as number one source of family income per year, followed by income from farming/seasonal labor and other skilled work. Among 24 households with migrant family members, an average of 2 members per household were earning income outside the community. Many of these migrant workers were in Manila, Cebu and Tagbilaran City, Bohol who mostly worked as house helpers, yaya’s or security guards.

Poverty Indicator Information House ownership and housing condition. Data reveals that all wild honey gatherers owned their houses. Almost all indicated that their roofs were made of galvanized iron. It can be noted that houses of wild honey gatherers were generally made of mixed galvanized iron and light materials.

Electricity. Sixty per cent of the wild honey gatherers had electrical connections while 40% had none.

Type of toilet. The majority (74%) had water-sealed toilets. Twenty two percent had open-pit, while 5% had no toilet at all.

Access to drinking water. Almost all households (97%) indicated that their source of drinking water was from a piped water system.

However, it can be noted that there are still 35% of households in 32

Profile, Practices and Potentials of Wild Honey Gatherers

G. T. Casabal, J. J. Balane and J. B. Tirol

Subayon who have to travel at least 250 meters to half a kilometer to fetch drinking water from the communal tapstand of the piped water system.

Wild Honey Gathering Practices in Bilar The mamuhagays worked in groups in search of honey. A group is often composed of 3 to 5 members for each hunting activity. They roam the forests of RSPL and the LWFR. These forests straddle the mountain ranges that cover the 12 municipalities namely: Bilar, Batuan, Loboc, Sevilla, Balilihan, Catigbian, Sagbayan, Carmen, and Butuan.

Figure 2: Smoking the hives during harvest

Their day starts at dawn before 6 a.m. They roam the surrounding forests the whole day and return to their communities in the late afternoon with their honey harvests. During the peak months, the honey gatherers reach many parts of these forests where they look for hives to harvest.

Experienced honey gatherers have acquired the indigenous knowledge and skills in tracking wild honey hives. They use plants such as hibi-hibi that bees forage upon early in the morning to guide them in locating the direction of bee hives as well as estimate the distance that they need to cover to look for them. Most of them know which type of trees the hives can often be found. Years of doing this 33

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trade has also given them skills in visually identifying which hives are full of honey and which ones are already wasted. Whenever they see a hive, they immediately collect the honey that they can find from the hive. They subscribe and respect the code that nobody owns a particular beehive, thus when a team discovers a hive, they immediately harvest the honey.

Whenever the mamuhagays spot a hive, they produce smoke to drive away the wild bees by lighting a torch consisting of young coconut leaves mixed with dried leaves. Thereafter, a member will climb the tree and approach the hive, bringing the smoking torch to further drive the wild bees, cut the head of the hive and lower it down to the other team members who wait on the ground. They gather the honey and destroy or leave the honeycomb behind. Then they proceed to look for another hive and do the same procedure until all their containers are full or until they decide to go back to their home base. The mamuhagays harvest honey only from hives which are full.

A big hive can store up to 3 to 5 gallons of honey. Each gallon has an estimated one kilo of beeswax locally known as “talo” which they leave behind as they see no income from it or they don’t know anyone who buys them.

Harvesting Pattern and Volume PATTERN OF HONEY HARVESTS 18 16

Volume (in Gals)

14 12 10 8 6 4 2

O ct ob er N ov em be r D ec em be r

be r

ep te m

S

A

ug us t

Ju ly

Ju ne

ay M

pr il A

ar ch M

Ja nu a

ry Fe br ua ry

0

Months

Figure 5: Monthly honey harvest and volume, 2008 34

Profile, Practices and Potentials of Wild Honey Gatherers

G. T. Casabal, J. J. Balane and J. B. Tirol

Figure 3 above shows the graphic pattern of honey harvesting and volume harvested in 2008. It reveals that March was the peak month when the mamuhagays were able to harvest 17 gallons of honey.

Although the harvesting of honey is generally done throughout the year, it was noted however that March and April were the peak seasons when at least 40-50% of the total annual honey harvests were collected.

Forest trees start to flower in January, thus by March and April, most hives are full, hence several gatherers roam the forests during these months. The pattern also indicates that July to November were low gathering months because these are often the rainy season.

Table 4: Volume and number of days Spent in honey harvesting, 2008 Number of Gallons harvested

one day to one week

1

5

2 3

7 6

4

5

5

5 6 7 8 10 12 15 20 25

3 3 1 10 5 3 1 1

3 3 2 6 20 6 3 1 1

Grand Total

30

21

69

1

8 days to 2 weeks

15 days to a month

Grand Total 5 7 7

1

2 5 9 1

18

Table 4 above shows the estimated volume of honey gathered and the number of days spent by each group. The data reveals that they were able to harvest at least 69 gallons in 2008. Those groups who spent more time roaming the forests were those who harvested more 35

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honey. The number of days spent by each group varies according to the months or season. More groups do honey hunting on peak months.

Packaging and Marketing of Wild Honey Table 5: Markets of wild honey and income earned Market of Honey

Total

Total

Net Income

Carmen

30,500.00

485

30,015.00

Cebu

12,000.00

600

11,400.00

5,000.00

0

5,000.00

Paz store Soping store

5,000.00

60

4,940.00

20,000.00

1,350.00

18,650.00

Markets in Bilar/Loboc

500.00

40

460.00

Bilar Market/Poblacion

46,900.00

645

46,255.00

1,500.00

0

1,500.00

Loboc Market/Poblacion/Brgys

34,500.00

360

34,140.00

Subayon Farmers Cooperative store

Tagbilaran

Peddle to the houses

17,000.00

90

16,910.00

Lila Market

5,000.00

80

4,920.00

Grand Total

177,900.00

3,710.00

174,190.00

Table 5 above shows the major market outlets of the harvested wild honey and the total net income earned which was PhP 174,190 pesos.

Before 2007, the mamuhagays individually peddled their harvested honey in the surrounding barangays or towns. Some also brought their harvests to their regular “suki” in the town centers in Bilar and nearby markets. When UBCDFI, through its PACAP and PTFCF projects provided capital seed fund to the community cooperatives to buy wild honey, several of them started selling their products to the cooperatives. The cooperatives packaged the wild honey in bottles with printed labels bearing their name. Wild honey is often sold either in bottles called lapad or in gallons. The price of a bottle of honey (375 ml) is sixty pesos (PhP 60.00) while a gallon is sold at six hundred pesos (PhP 600.00.).

36

Profile, Practices and Potentials of Wild Honey Gatherers

G. T. Casabal, J. J. Balane and J. B. Tirol

Analysis of the Potentials and Issues in Wild Honey Harvesting Wild honey gathering provided several poor rural households in Bilar with cash income. The job requires no capital but only skill and hard labor. It can as well be difficult and exposes the gatherers to risks and dangers. The lure of the immediate income that it can bring at the end of the day has been the incentive to many gatherers who have been in this trade for years. In the interview and FGD with a group of mamuhagays in Subayon, they revealed that there is an increasing number of community members who gather wild honey. Even young boys and students are joining them. They experienced cashing in money after a successful day of roaming the forest.

Subayon and Owac, Bilar are predominantly poor rural communities where subsistence farming has been the main livelihood.

Being located along the periphery of the forests, community residents are bound to take advantage of the resources that they can get from the forests to earn a living. Many of these gatherers have traditionally depended on the bounties that those WHB in particular the “Putyukan� bring especially during peak harvest seasons. Their previous practice of wild honey gathering before they were trained have been found to have caused some incidence of forest fires.

The mamuhagays in Bilar earned income by vending or peddling the honey that they gathered. Currently, selling their honey through the cooperatives has helped lessen the cost of selling their product but does not necessarily increase the income potentials from honey. In nearby Tagbilaran City, a known honey-based business sells processed and packaged honey from cultured honeybees at PhP250.00 per 200ml.

Compared to the price of wild honey which is PhP60.00 a bottle of 375ml. there is a high disparity in the pricing. This provides a good case to look into the possibility of processing and packaging wild honey products that can yield higher income and more incentive to wild honey gatherers. The potential for the wild honey cottage industry can be explored with the view of adding value to current wild honey, thus providing additional income to the families.

Furthermore, the wild honey gatherers leave beeswax which is an important raw material. The absence of information and technology on its utilization potentials have resulted to wastage. Many products 37

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can be made out of beeswax. But given the “non-cash” nature of the product and the absence of immediate market, this material had been left to “rot” on the forest floors. It is estimated that a gallon of honey is produced from at least a kilo of beeswax. There is therefore a great potential for utilizing a sizeable amount of beeswax in the forests for other wild honey by-products in the future. The challenge is bringing the technology to the community and creating the local market for these products.

Another potential for wild honey gathering is the idea that it can be linked to the ecological tourism industry. In other Asian countries such as India, Indonesia and Malaysia, traditional wild honey gathering has been packaged as an ecological tourism activity (Kevan 1995). Tourists join the team as they roam the forest and harvest hives thereby earning additional income as tour guides and other community services that can be offered. Bohol being an ecological tourism province can look at the feasibility of this package tour in the future.

Finally, the organized wild honey gatherers in Bilar have seen the important link of the wild honeybees and the need for forest protection.

This is indeed a framework by which many development groups hope to promote, the fact that communities along forest lines should protect the forest because it has become a source of livelihood.

However, the increasing number of honey hunters can be a cause of alarm. Key question that had been raised in literature review remains to be looked into, that is: “Will the increasing honey hunting activities affect the sustainability of population of the Apis dorsata or putyukan?”

Oldroyd and Nanork (2009) in their research on Conservation of Asian Honeybees found out that continued and unregulated honey hunting has indeed affected the population of Apis dorsata in many Asian tropical forests thereby affecting their abilities to help in the pollination process.

The lack of knowledge and information on the critical parameters for honeybee population, in the case of the Apis dorsata or putyukan, may cause over extraction. Oldroyd and Nanork argued that even if the rate of harvesting remains the same, the population may be driven to extinction.

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Profile, Practices and Potentials of Wild Honey Gatherers

G. T. Casabal, J. J. Balane and J. B. Tirol

CONCLUSIONS The following are the conclusions of the study: Wild honey gathering is a long time trade practiced by the rural poor living along the forest-edge in order to augment their family income.

The amount brought about by wild honey harvesting comprised almost one fifth of their total annual income which can substantially help defray their living costs.

Further marketing development of wild honey may add to their income potential.

Organized mamuhagays link the importance of protecting the forest and the WHBs Increased rate of harvesting pose a threat to the WHB population.

RECOMMENDATIONS 1. Conduct a feasibility study on the wild honey cottage industry and bees wax marketing.

2. Initiate a pilot testing of an ecological tour package on wild honey gathering during peak season.

3. Conduct a study on the key demographic parameters of WHB population to determine the rate of sustainable harvesting.

4. Pursue a province-wide study of the mamuhagays and their practices.

ACKNOWLEDGMENTS The authors would like to extend their heartfelt thanks and gratitude to the following: Philippine Tropical Forest Conservation Foundation (PTFCF) for the financial support to the project.

University of Bohol Administration specifically UB Research Center for their indispensable logistical support in various aspects of this research.

President Victoriano B. Tirol Jr. for allowing the researchers to present this research during the 10th National Annual Scientific 39

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Convention of the Philippine Society for the Study of Nature, Inc. (PSSN) held at UP Baguio, Baguio City on October 20 to 24, 2010 and won the Best Oral Paper Award, Social Science category.

Note: Pursuant to the international character of this publication, the journal is indexed by the following agencies: (1)Public Knowledge Project, a consortium of Simon Fraser University Library, the School of Education of Stanford University, and the British Columbia University, Canada:(2) E - International Scientific Research Journal Consortium; (3) Journal Seek - Genamics, Hamilton, New Zealand; (4) Google Scholar; (5) Philippine Electronic Journals (PEJ);and,(6) PhilJol by INASP.

LITERATURE CITED Kevan, Peter G. 1995. The asiatic hive bee: Agriculture, biology and role in sustainable development in tropical & subtropical Asia.

Oldroyd B. P. and Piyamas Nanork 2009. Conservation of Asian honey bees. (available online at: INRA/ DIB-AGIB/EDP Sciences, 2009 www.apidologie.org) University of Bohol Community Development Foundation, Inc. 2008. Philippine Tropical Forest Conservation Foundation- Protecting the forest by conserving the wild honeybees (UBCDFI-PTFCFProForestBees) Project Document.

Loboc Area Focus Approach (AFA) Project Report.

2006.

Provincial Planning and Development Office (PPDO) Report.

2005.

University of Bohol Community Development Foundation, Inc. 2007. Philippines Australia Community Assistance Program – Subayon Livelihood and Natural Resources Management Project, Document.

40

Vol. 1 No. 1 January 2011 ISSN: 2094-9251 pp. 41-64 International Peer Reviewed Journal

Asian Journal of Business and Governance Business Administration Section

Personal Attributes and Job Competencies of the Managers of Telecommunications Industries EUTEQUIO A. PEREZ, JR. MARIO E. TEMPORADA Date Submitted: June 13, 2010 Final Revision Complied: Oct. 9, 2010

Plagiarism Detection: Passed Gunning Fog Index: 12.14 English Writing Readability: 43.57

Abstract - The study focused on the personal attributes and job competencies of the managers of telecommunication industries in Cagayan de Oro City. The researchers used the descriptive design with the questionnaire as tool for data gathering. The statistical techniques used were the frequency, percentage, weighted mean and F-test. The managers had a very good rating for emotional and mental health, personal appearance, adaptability, excellent for vitality and enthusiasm, honesty and integrity, voice and speech, and sociability. The managers had a very good rating for communication skills, interpersonal skills, managerial skills, attitudes, professionalism and technical expertise, and excellent rating for values. There existed a moderate relationship between the managers’ personal attributes and job competencies in terms of communication skills, managerial skills, attitudes, and values. We concluded that the managers in selected telecommunications industry in Cagayan de Oro City had strong personal attributes and high job competencies. Personal attributes influence job competencies in terms of communication skills, managerial skills, work attitudes and values, interpersonal skills, and professional/technical expertise.

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Keywords - Managers’ Personality, Job Competencies, Telecommunication Industries INTRODUCTION

Competencies are built up over time and are not innate. It typically takes experience on the job to build competencies. Entry-level employees, by contrast, might bring knowledge, skills, and abilities (KSAs) into the job.

For example, an entry-level accountant who has just completed college might know the IRS Tax Code and basic accounting principles. Yet, it is unlikely that this person would be competent at filing a corporate tax return. This is another way of saying that the employee has the KSAs, which underlie the job, but has not yet developed the job competencies. Development and experience are needed to become competent.

The term “competencies” refers to professional conduct, or ways of working. Thus, competencies, which can be acquired by doing, learning, training, and coaching, are a combination of knowledge, skills, attitudes, values, and behavior that lead to successful job performance. The concept of competencies is important in human resource management because it provides a “road map” for managers and employees to enable them to understand job requirements and expected performance standards. In this respect, it provides a common framework and language for a dialogue between manager and employees about performance, development, and career-related issues.

As cited in the article of Kravetz, dictionary definitions often fall short in describing a concept. But the leading companies might describe a job competency as “a series of behaviors or actions that make up a portion of a job.” Notice the emphasis on behavior and doing rather than a passive knowledge of a subject. Also notice that competency is not an entire job— usually there are several competencies for each position. Competency is what a successful employee must be able to do to accomplish desired results on a job.

Fajardo (1997) said that communication has various forms and styles. It can be through gesturing, facial expressions, signs, or symbols. Of course, the language – oral and written – dominates communication activities. All individuals are involved in communication most of the time. Even babies know how to communicate in their own lovable and funny ways.

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Personal Attributes and Job Competencies of the Managers of Telecommunications Industries

E. A. Perez, Jr. and M. E. Temporada

Life without communication is inconceivable. It would not only be boring, but it would be a dead world. How much more in an organization that operates through effective management? All the functions of management – planning, organizing, staffing, directing, and controlling – obviously require communications, especially directing or leading. Communication is the lifeblood of an organization, it cannot exist without it.

Lorenzana (2003) further said that a manager involved in the managerial functions must learn to communicate. Communication is integrated in almost everything he has to do. To gain acceptance of the organization’s policies, to win the cooperation of his employees, to get ideas and instructions clearly understood, and to bring about necessary changes in performance, he has to learn the fine points of communication.

Personality traits are also different from job competencies. Employees bring certain traits into the workplace such as being “flexible” or being “independent.” These traits are not learned on the job. While traits may underlie competencies as KSAs might underlie competencies, they are not the actual competencies.

No matter how brilliant the manager may be in spotting problems and coming up with great ideas on what needs to be done to make his organization a success, very little will happen if he can’t get those he work with to accept what he has in mind and work hard to make it happen. Very often these same people may have even better ideas than his but he has to be able to find out about them implemented effectively. This is the part of leadership that comes under the heading of interpersonal skills.

A good manager directs the activities of other persons and undertakes the responsibility for achievement of the organization’s goals. The technical skill implies understanding of and proficiency in a specific kind of activity, particularly one involving methods, processes, procedures, or techniques.

It involves specialized knowledge, analytical ability within that specialty, and facility in the use of the tools and techniques of the specific discipline.

Vocational and on-the-job training programs largely do a good job in developing this skill.

Human skill refers to the ability to work with, understand, and motivate other people. It is the ability to understand the way the individual perceives (and recognizes the perceptions of) his superiors, equals, and subordinates, and the way he behaves subsequently. The person with highly developed human skills is aware of his own attitudes, assumptions, and beliefs about 43

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other individuals and groups. He is able to see the usefulness and limitations of these feelings. He is sufficiently sensitive to the needs and motivations of others in his organization so that he can judge the possible reactions to and outcomes of the various actions he may undertake.

Human skill could be usefully divided into (a) leadership ability within the manager’s own unit and (b) intergroup skills. Experience shows that outstanding capability in one of these roles is frequently accompanied by mediocre performance in the other. Intragroup skills are essential in lower and middle management roles while intergroup skills become increasingly important in successively higher levels of management.

To acquire the human skill, the executive must develop his own personal point of view toward human activity so that he will (a) recognize the feelings and sentiments which he brings to a situation, (b) have an attitude about his own experience which will enable him to re-evaluate and learn from them, (c) develop ability in understanding what others by their actions and words are trying to communicate to him, and (d) develop the ability in successfully communicating his ideas and attitudes to others.

This skill involves the ability to see the enterprise as a whole; it includes recognizing how the various functions of the organization depend on one another, and how changes in any one part affect all the others; and it extends to visualizing the relationship of the individual business to the industry, the community, and the political, social and economic forces of the nation as a whole.

A value is a belief, a mission, or a philosophy that is meaningful. Whether all are consciously aware of them or not, every individual has a core set of personal values. Values can range from the commonplace, such as the belief in hard work and punctuality, to the more psychological, such as self-reliance, concern for others, and harmony of purpose.

When all examine the lives of famous people, most often they will see how personal values guided them, propelling them to the top of their fields.

Whatever one’s values are, when all are taken to heart, success is sure to follow.

Just as individuals subscribe to values, so do organizations and institutions. In fact, if all examine any company, all will discover that one or more business values are the key to their success.

Likewise, all see how political parties and politicians subscribe to certain core values—ranging from helping the poor, easing the burden of the middle class, improving the environment, making government responsive and 44

Personal Attributes and Job Competencies of the Managers of Telecommunications Industries

E. A. Perez, Jr. and M. E. Temporada

efficient, engendering loyalty and unity, and so forth.

The key point to keep in mind about values is that implementing them energizes everything concerned with it. For an individual, committing to applying values releases fresh energies, which always attract success, achievement, and well-being. Likewise, when a company or institution adopts values, individuals working at the organization, the customers, and everything associated with the company are energized.

This study was conducted to determine whether the personal attributes of the managers have significant bearing on their job competencies.

THEORETICAL/CONCEPTUAL FRAMEWORK This study was anchored on the concept of Snyder and Ebeling on “Targeting a Company’s Real Core Competencies” as cited by Payos and Zorilla (2003). Identifying core competencies and inspiring the organization to nurture and organize around them is one of the most important contributions senior management can make.

Competency-identification and modeling directly impact and drive strategy. The work may start from helping shape and articulate these competencies and the related infrastructure. The work may then further proceed to working with the rest of the organization to achieve a widely shared understanding and commitment to make these competencies distinctive, sharp, and enduring.

The choice of competencies, their definitions, and the degree of proficiency can be re-identified and redefined to fully meet and support the strategic direction of an enterprise over a period of time.

Competencies are the underlying and broad-based characteristics and grouping of knowledge, skills, behaviors, attributes, and values in an individual that cause or predict superior performance. Collectively, therefore, individuals with these requisite competencies of skills, knowledge, and work behaviors bring about the organization’s success.

Traditionally, we define the qualities of getting a job done in terms of the “hard” skills or those technical or functional skills. But competencies are not just skills or abilities or knowledge. Competencies also include the “soft” areas like values, attitudes, and traits or those that are usually embedded deeper in a person and conversely harder to acquire or develop. In an analogy of an iceberg, the “hard” skills are those above water, and therefore, visible features 45

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of knowledge, skills, and abilities while the hidden and often forgotten are the important competency areas of attitudes, values, and attributes.

OBJECTIVES This study determined the personal attributes of the managers of selected telecommunication industries in Cagayan de Oro City as perceived by the employees. Specifically, it pursued the following objectives: (1)to describe the managers’ personal attributes; (2)to determine the managers’ extent of job competencies;and (3)to determine the relationship between the managers’ personal attributes and job competencies.

SIGNIFICANCE OF THE STUDY This study would benefit the following groups: Industrial Management. The findings of this study would yield valuable information that could contribute to the formation of effective management practices of the managers in selected telecommunications industry in Cagayan de Oro City.

Employees. The findings of the study would serve as candid reflections of the managerial competencies of their manager.

Future Researchers. The results of the study could be used as reference for further study using other variables concerning job competency.

SCOPE AND LIMITATION OF THE STUDY The present study focused on the relationship between the personal attributes and job competencies of managers in selected telecommunications industry in Cagayan de Oro City. Some personal characteristics of the manager such as emotional stability and mental health, personal appearance, vitality and enthusiasm, adaptability, honesty and integrity, voice and speech, and sociability were studied to determine how these variables impact job competencies in terms of communication skills, interpersonal skills, managerial skills, personal attitudes, personal values, and professional/ 46

Personal Attributes and Job Competencies of the Managers of Telecommunications Industries

E. A. Perez, Jr. and M. E. Temporada

technical expertise. It was assumed that the perceptions of the employees were essential in determining the competencies of their managers.

MATERIALS AND METHODS The study used the descriptive research design. This design is concerned with conditions or relationships that exist, practices that prevail, beliefs that are held, processes that are going on, and the effects that are felt (Polit et al 1995). This is a quantitative kind of research that uses survey questionnaire in getting the desired information or data needed in the study.

This study was conducted among the selected in the telecommunications industries in Cagayan de Oro City, namely Globe, Philcom, and SMART. RESPONDENTS AND SAMPLING PROCEDURE The respondents of the study were the selected office workers and field workers of Globe, Philcom, and SMART Telecommunications in Cagayan de Oro City.

Table 1. Distribution of respondents TELECOM

OFFICE WORKER

FIELD WORKER

TOTAL SAMPLE SIZE

Globe

15

14

29

Philcom

65

9

74

SMART

16

16

32

TOTAL

96

39

135

RESEARCH INSTRUMENT The data for the study were obtained using the questionnaire as the main instrument for gathering the data. The questionnaire was adopted from the web sources. It was referred to the Consultant of the Research and Publication Office of the Liceo de Cagayan University for validation.The survey tool had two parts. Part I elicited information on the personality of the managers, while part II elicited information on the job competencies of the managers.The questionnaires were personally distributed and retrieved by the researchers.

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DATA GATHERING PROCEDURE The researchers wrote the managers of Globe, Philcom, and Smart a letter requesting approval to conduct the survey. Upon approval, the questionnaires were administered personally to the respondents. This was facilitated with the help of some of the office staff of the company. After the questionnaires were retrieved, these were tabulated, analyzed, and interpreted.

STATISTICAL TECHNIQUES The following statistical techniques were employed to provide answers to the problems posed in the study: Frequency and Percentage. This technique was used to determine the managers’ distribution in terms of their personal attributes.

Weighted Mean. This statistical tool was utilized to determine the employees’ assessment of the managers’ personal attributes and job competencies.

F-test. It was used to test if a significant relationship existed between the managers’ personal attributes and job competencies.

RESULTS AND DISCUSSION The managers’ personal attributes.

Table 2 shows the personal attributes of the managers in terms of emotional stability and mental health. The managers had “very good” emotional and mental health. Specifically, the indicators assessed “excellent” included the managers not being easily irritated, ability to meet unexpected situations well, being patient and tolerant with others, ability to control moods, and having self-control.

Moreover, the managers were assessed “very good” for being eventempered and cheerful, for taking mistakes without getting angry, and for not being shy. They were rated “good” for not being supersensitive to criticism, for keeping themselves from worrying and feeling depressed, and for taking disappointment with full stride.

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Personal Attributes and Job Competencies of the Managers of Telecommunications Industries

E. A. Perez, Jr. and M. E. Temporada

Table2. Managers’ personal attributes interms of emotional stability and mental health OFFICE WORKER

FIELD WORKER

OVERALL

INDICATORS

WM

VD

WM

VD

WM

VD

Not supersensitive to criticism.

3.01

G

3.09

G

3.05

G

Not easily irritated.

4.22

Ex

4.23

Ex

4.22

Ex

4.21

Ex

4.21

Ex

4.21

Ex

4.19

VG

4.20

VG

4.20

VG

4.20

VG

4.21

Ex

4.20

VG

3.30

G

3.32

G

3.31

G

4.29

Ex

4.30

Ex

4.25

Ex

Free from excessive shyness.

3.50

G

3.56

VG

3.53

VG

Takes disappointment with full stride.

3.00

G

3.07

G

3.03

G

Has control over moods.

4.21

VG

4.22

Ex

4.21

Ex

Exercises selfcontrol.

4.22

VG

4.24

Ex

4.23

Ex

Overall

3.85

VG

3.88

VG

3.86

VG

Meets unexpected situation well.

Even-tempered, cheerful and happy sort of person.

Takes mistakes without getting angry.

Keeps from worrying and feeling depressed.

Patient and tolerance with others.

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Table 3 shows the managers’ personal attributes in terms of personal appearance. As shown, the managers had “very good” rating in terms of personal appearance. The indicators rated “excellent” were dressing appropriately for the occasion, staying alert and well poised, and keeping clothes pressed and clean. Rated “very good” were the managers’ grooming, self-possessed appearance, and taste in selection of clothes, finesse, and choice of color. The findings suggest the managers’ projected corporate appearance reflecting their status.

Table 3. Managers’ personal attributes in terms of personal appearance OFFICE WORKER INDICATORS

FIELD WORKER

OVERALL

WM

VD

WM

VD

WM

VD

4.25

Ex

4.23

Ex

4.24

Ex

Is alert and well poised.

4.19

VG

4.20

VG

4.29

Ex

Is well groomed

4.14

VG

4.16

VG

4.15

VG

4.12

VG

4.10

VG

4.11

VG

4.11

VG

4.09

VG

4.10

VG

Gives expression of being refined and cultured.

4.09

VG

4.07

VG

4.08

VG

Chooses color combination well.

4.03

VG

4.00

VG

4.01

VG

4.22

Ex

4.20

VG

4.21

Ex

4.14

VG

4.13

VG

4.14

VG

Dresses appropriately for the occasion.

Gives appearance of being selfpossessed.

Exercises good taste in selection of clothes.

Keeps clothes pressed and clean.

Overall 50

Personal Attributes and Job Competencies of the Managers of Telecommunications Industries

E. A. Perez, Jr. and M. E. Temporada

Table 4 shows the managers’ personal attributes in terms of vitality and enthusiasm. The data reveal that the managers had “excellent” rating for vitality and enthusiasm.

As shown, the managers were perceived to possess excellent physical and mental alertness and healthy and dynamic look. Indicators as being enthusiastic and cheerful, happy, and energetic were rated “very good.”

Table 4. Managers' personal attributes in terms of vitality and enthusiasm

INDICATORS Is physically and mentally alert.

Is enthusiastic and cheerful.

Looks healthy and dynamic.

Has a happy expression.

Has reserved energy.

Overall

OFFICE WORKER

FIELD WORKER

OVERALL

WM

VD

WM

VD

WM

VD

4.27

Ex

4.24

Ex

4.26

Ex

4.20

VG

4.17

VG

4.19

VG

4.21

Ex

4.21

Ex

4.19

VG

4.20

VG

4.20

VG

4.17

VG

4.18

VG

4.18

VG

4.21

Ex

4.20

VG

4.21

Ex

4.21

Ex

Table 5 presents the managers’ personal attributes in terms of adaptability.

As reflected by the overall mean of 4.16, the managers had “very good” rating for adaptability.

Rated excellent were the managers’ ability to accept gracefully and understand quickly the suggestions of others and ability to contribute positively to a situation. With “very good” rating were the managers’ willingness to inconvenient themselves to help others, being challenged by new situation, being sympathetic and patient with others, being diplomatic, and being readily responsive to necessary routines. The findings denote that the managers were flexible as they were able to manage the different requirements of their job.

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Table 5. Managers' personal attributes in terms of adaptability

INDICATORS Accepts gracefully and understands quickly suggestions from others.

Accepts responsibility for making a positive contribution to a situation.

Is willing to inconvenience self in helping Others.

Is challenged by new situation.

Is sympathetic and patient in sharing and understanding the thoughts and difficulties of others.

Says what must be said with diplomacy and minimum offense.

Responses readily to necessary routines.

Overall

OFFICE WORKER

FIELD WORKER

OVERALL

WM

VD

WM

VD

WM

VD

4.25

Ex

4.23

Ex

4.24

Ex

4.22

Ex

4.21

Ex

4.21

Ex

4.21

Ex

4.20

VG

4.20

VG

4.20

VG

4.19

VG

4.20

VG

4.18

VG

4.14

VG

4.16

VG

4.05

VG

4.01

VG

4.03

VG

4.11 4.17

VG VG

4.09 4.15

VG VG

4.10 4.16

VG VG

Table 6 presents the managers’ personal attributes in terms of honesty and integrity. Overall, the managers were rated “excellent” in terms of honesty and integrity.

With “excellent” rating were the managers’ intellectual honesty and standard of conduct and trustworthiness and loyalty. The other indicators of 52

Personal Attributes and Job Competencies of the Managers of Telecommunications Industries

E. A. Perez, Jr. and M. E. Temporada

honesty and integrity were rated “very good”. These included the managers’ sense of values, admission of mistakes, keeping one’s words, fairness in dealing with others, doing the right thing under all conditions, and fulfilling obligations and promises. These attributes enhanced the managers’ credibility in their business transactions.

Table 6. Managers’ personalattributesin terms of honestyand integrity OFFICE WORKER INDICATORS Is intellectually honest and maintains high standard of conduct.

Shows good sense of values.

Is trustworthy and loyal.

Admits mistakes.

Keeps his words.

Is fair and just in his dealings with employees, colleagues, etc.

Can be expected to do the right thing under all conditions.

Fulfills obligations and promises.

Overall

FIELD WORKER

OVERALL

WM

VD

WM

VD

WM

VD

4.58

Ex

4.57

Ex

4.58

Ex

4.22

Ex

4.12

VG

4.17

VG

4.29

Ex

4.27

Ex

4.28

Ex

4.10

VG

4.07

VG

4.09

VG

4.16

VG

4.20

VG

4.18

VG

4.19

VG

4.20

VG

4.20

VG

4.20

VG

4.16

VG

4.18

VG

4.19 4.24

VG Ex

4.15 4.22

VG Ex

4.17 4.23

VG Ex

Table 7 shows the managers’ personal attributes in terms of voice and speech. As reflected by the rating of 4.22, the managers had excellent voice and speech.

As further revealed, the managers’ ability to speak clearly and directly with proper degree of inflections, ability to modulate the voice, and ability to 53

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pronounce words correctly were rated “excellent.” With “very good” rating were the managers’ ability to get the listeners’ attention and ability to speak without distracting or irritating mannerisms.Effective communication is an important attribute for the managers’ job performance Table 7. Managers’ personal attributes in terms ofvoiceand speech

INDICATORS

OFFICE WORKER WM VD

Speaks clearly and distinctly with proper degree of inflections.

4.29

EX

4.28

EX

4.29

EX

4.21

EX VG

4.22 4.23

EX EX

4.21 4.21

EX EX

4.19

VG

4.16

VG

4.18

VG

4.27

EX

4.21

EX

4.24

EX

4.20

VG

4.15

VG

4.18

VG

4.23

EX

4.21

EX

4.22

EX

Has wellmodulated tones controlled and adopted to the size of the group.

Is easy to understand.

Attracts favorable attention.

Pronounce words correctly.

Is free from distracting and irritating mannerisms or defects of speech.

Overall

4.20

FIELD WORKER

OVERALL

WM

VD

WM

VD

Table 8 shows the managers’ personal attributes in terms of sociability.

With the overall mean of 4.21, the managers’ sociability was rated excellent.

The indicators with “excellent” rating were the managers’ ability to create a comfortable and pleasant atmosphere to stimulate conversation with a wide range of interest, seek association with others, win and hold friends, and code of ethics.

Rated “very good” were indicators such as being a good sport, observing etiquette, and putting others at ease.The results imply that the managers of telecommunications industry are highly sociable.

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Personal Attributes and Job Competencies of the Managers of Telecommunications Industries

E. A. Perez, Jr. and M. E. Temporada

Table 8. Managers’ personal attributes in terms of sociability OFFICE WORKER

FIELD WORKER

OVERALL

INDICATORS Is a stimulating conversationalist with a wide range of interest.

Has a sympathetic point of view.

WM

VD

WM

VD

WM

VD

4.32

EX

4.29

EX

4.30

EX

4.21

EX

4.25

EX

4.23

EX

Put others at ease.

Is tolerant of the opinions of others and of community life.

Wins and holds friends.

Knows when to be playful and when to be serious.

Is a good sport.

Knows the rules of etiquette sufficiently to avoid embarrassing, offending, irritating others.

Seeks association with others.

4.00

VG

4.11

VG

4.06

VG

4.19

VG

4.15

VG

4.17

VG

4.27

EX

4.24

EX

4.26

EX

4.25

EX

4.22

EX

4.23

EX

4.09

VG

4.12

VG

4.10

VG

4.11

VG

4.15

VG

4.13

VG

4.26

EX

4.30

EX

4.28

Is a good listener.

Creates a comfortable and pleasant atmosphere.

Knows the code of ethics.

Overall

4.21

EX

4.23

EX

4.22

EX

4.35

EX

4.30

EX

4.32

EX

4.26

EX

4.23

EX

4.24

EX

4.21

EX

4.22

EX

4.21

EX

EX

The managers’ extent of job competencies.

Table 9 presents the managers’ extent of job competencies in terms of communication skills. With the overall mean of 4.15, the managers had “very good” communication skills.

Among the indicators, rated excellent were listening carefully and objectively to others, leading meetings and committees and group works, and 55

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asking questions that evoke insights, commitment or action and maintaining two-way communication. Other indicators were rated “very good.” These included sharing information and ideas with others, selecting the most effective way of communicating, providing clear and direct feedback, communicating with concern for the listeners, communicating clearly ideas and information, commanding attention during a presentation, recognizing speech and interaction in different languages.

Table 9. Managers’ personal attributes in terms of communication skills OFFICE WORKER INDICATORS Listens carefully to others in an unbiased manner in order to understand the intended content of information, concerns, questions, messages and requests.

Asks questions that evoke insights, commitment or action and maintains twoway communication.

Shares information, opinions and ideas with others.

Provides clear and direct feedback.

Selects the most effective way of communicating.

Communicates with concern for the listeners.

Commands attention during a presentation.

Leads meetings, committees or groups works.

Communicates clearly ideas and information.

Recognizes speech and interaction in different languages.

Overall 56

FIELD WORKER

OVERALL

WM

VD

WM

VD

WM

VD

4.30

EX

4.26

EX

4.28

EX

4.21

EX

4.25

EX

4.23

EX

4.20

VG

4.17

VG

4.19

VG

4.18

VG

4.16

VG

4.17

VG

4.19

VG

4.17

VG

4.18

VG

4.15

VG

4.18

VG

4.17

VG

4.05

VG

4.01

VG

4.03

VG

4.24

EX

4.23

EX

4.23

EX

4.12

VG

4.10

VG

4.11

VG

3.90

VG

3.93

VG

3.91

VG

4.15

VG

4.14

VG

4.15

VG

Personal Attributes and Job Competencies of the Managers of Telecommunications Industries

E. A. Perez, Jr. and M. E. Temporada

Table 10 shows the managers’ extent of job competencies in terms of interpersonal skills. As reflected by the overall mean of 4.19, the managers’ interpersonal skills were rated “very good.”

The interpersonal skills rated “excellent” were empathizing and responding appropriately to other people’s concerns, establishing trust in others, soliciting input by valuing others’ ideas and expertise, treating colleagues professionally, and giving appropriate advice.The indicator rated the lowest was “maintaining composure when dealing with difficult people.

Table10. Managers’ personal attributes in terms of interpersonal skills OFFICE WORKER INDICATORS

FIELD WORKER

OVERALL

WM

VD

WM

VD

WM

VD

4.32

EX

4.29

EX

4.30

EX

4.19

VG

4.16

VG

4.18

VG

4.16

VG

4.18

VG

4.17

VG

Meets timeline for delivery of services to others.

4.14

VG

4.16

VG

4.15

VG

Treats colleagues professionally.

4.21

EX

4.22

EX

4.21

EX

Solicits input by valuing others’ ideas and expertise.

4.23

EX

4.21

EX

4.22

EX

Establishes trust in others.

4.26

EX

4.22

EX

4.24

EX

Gives appropriate advice.

4.22

EX

4.21

EX

4.21

EX

Maintains composure when dealing with difficult people.

4.09

VG

4.11

VG

4.10

VG

4.14

VG

4.13

VG

4.19

VG

4.19

VG

Empathizes and responds appropriately to other people’s concerns.

Searches for answers and solutions on request or when confronted with a problem.

Anticipates the needs or problems of others.

Deals with high level contacts and relations (political and diplomatic level).

Overall

4.12 4.19

VG VG

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Table 11 reveals the managers’ extent of job competencies in terms of managerial skills. The overall mean of 4.20 reveals that the managers’ managerial skills were very good.

Of the ten indicators, “leading by example and becoming a role model for others” was rated the highest, thus excellent. This was followed by showing appreciation and rewarding achievement and effort. Other indicators rated excellent were displaying resilience and creativity and imagination in coping with setbacks, managing progress and evaluating results, and practicing different leadership styles at different times in varying situations where appropriate.

On the other hand, persuading others to consider alternatives views and solutions was rated the lowest, though “very good”. This was followed by estimating the complexity and risks of changing circumstances.

Table 11. Managers’ personal attributes in terms of managerial skills

INDICATORS Displays resilience, creativity, and imagination in coping with setbacks.

Leads by example, is a good role model for others.

Practices different leadership styles at different times in varying situations where appropriate.

Provides guidance, involvement, and motivation to team members in reaching their objectives.

Shows appreciation and rewards achievement and effort.

Manages progress and evaluate results.

Fosters accountability, autonomy and self-confidence.

Persuades others to consider alternative views and solutions.

Estimates the complexity and risks of changing circumstances.

Takes initiative in order to manage critical situations.

Overall

58

OFFICE WORKER WM VD

FIELD WORKER WM VD

WM

VD

4.25

EX

4.23

EX

4.24

EX

4.29

EX

4.27

EX

4.28

EX

4.22

EX

4.21

EX

4.21

EX

4.20

VG

4.16

VG

4.18

VG

4.26

EX

4.24

EX

4.25

EX

4.23

EX

4.22

EX

4.22

EX

4.30

EX

4.26

EX

4.28

4.02

VG

4.00

VG

4.01

EX VG

4.12

VG

4.10

VG

4.11

4.22

EX

4.21

EX

4.21

4.21

EX

4.19

VG

4.20

OVERALL

VG EX VG

Personal Attributes and Job Competencies of the Managers of Telecommunications Industries

E. A. Perez, Jr. and M. E. Temporada

Table 12 reveals the managers’ extent of job competencies in terms of personal attitudes. As shown by the overall mean of 4.18, the personal attitudes of the managers were rated ‘very good.”

The indicator rated the highest and excellent was being proactive and taking initiative. This was followed by meeting commitment and observing deadlines and achieving results. Ranked third was gathering information on best practices. However, adjusting own work plans, activities or actions to meet priorities was rated the lowest, though very good. This was followed by applying internal policies and procedures that are related to the job/work field. The data suggest that they have positive disposition and proactive stance towards the future.

Table 12. Managers’ personal attributes in terms of personal attitudes

OFFICE WORKER INDICATORS Is proactive, takes initiatives or undertakes actions.

Meets commitment, observes deadlines and achieves results.

Gathers information on best practices.

Shows perseverance when faced with difficult problems or challenges.

Adjusts own work plans, activities or actions to meet priorities.

Applies newly acquired knowledge, new work methods, and technology.

Recognizes own strength and weaknesses.

Applies internal policies and procedures that are related to the job/work field.

Is motivated to continuously learn and develop job-related competencies.

Seeks out learning opportunities and incorporates them into activities.

Overall

FIELD WORKER

OVERALL

VD

WM

VD

WM

VD

4.34

EX

4.30

EX

4.32

EX

4.25

EX

4.23

EX

4.24

EX

4.22

EX

4.21

EX

4.21

EX

4.16

VG

4.13

VG

4.14

VG

4.13

VG

4.10

VG

4.11

VG

4.16

VG

4.17

VG

4.17

VG

4.13

VG

4.15

VG

4.14

VG

4.14

VG

4.12

VG

4.13

VG

4.16

VG

4.18

VG

4.17

VG

4.18

VG

4.20

VG

4.19

VG

4.19

VG

4.18

VG

4.18

VG

WM

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Table 13 reveals the managers’ extent of job competencies in terms of personal values. As reflected by the mean of 4.23, the managers’ personal values were rated “excellent.”

Of the ten indicators, acting without personal gain was rated the highest, verbally described as excellent. This was closely followed by choosing ethical courses of action, establishing clear agreements and keeping promises, resisting undue political pressure and decisions, and expressing own position and opinions clearly, all verbally described as excellent.

Working effectively with people from all backgrounds was rated the lowest, however rated “very good.” This was followed by treating sensitive or confidential information accordingly.

Table 13. Managers’ personal attributes in terms of values

OFFICE WORKER

FIELD WORKER

OVERALL

WM

VD

WM

VD

WM

VD

Chooses ethical courses of action.

4.29

EX

4.26

EX

4.28

EX

Establishes clear agreements and keeps promises.

4.28

EX

4.25

EX

4.27

EX

Acts without consideration of personal gain.

4.33

EX

4.30

EX

4.31

EX

Uses power of authority appropriately.

4.20

VG

4.17

VG

4.19

VG

Takes prompt action in cases of unprofessional or unethical behavior.

4.18

VG

4.20

VG

4.19

VG

Treats sensitive or confidential information accordingly.

4.17

VG

4.19

VG

4.18

VG

Expresses own position and opinions clearly.

4.22

EX

4.21

EX

4.21

EX

INDICATORS

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Personal Attributes and Job Competencies of the Managers of Telecommunications Industries

E. A. Perez, Jr. and M. E. Temporada

Continuation of Table 13

Works effectively with people from all backgrounds.

Treats all people with dignity and respect and without discrimination.

Resists undue political pressure and decisions.

Overall

4.16

VG

4.17

VG

4.17

VG

4.33

EX

4.29

EX

4.31

EX

4.21

EX

4.23

EX

4.22

EX

4.24

EX

4.23

EX

4.23

EX

Table 14 reveals the managers’ extent of job competencies in terms of professional/technical expertise. As shown by the mean of 4.13, the managers’ professionalism and technical expertise were rated “excellent.”

The indicator that obtained the highest rating was using appropriately the procedure, techniques, tools, or infrastructure associated with the field of work, which description was excellent. This was followed by applying practices and concepts associated with the related field of work, keeping abreast of available information and communication technology, informing others of progress or setbacks in assignment or projects, and adjusting planning and work organization when setbacks or problems occur.

Checking assumptions against facts was rated the lowest, though rated “very good.” This was followed by making relevant inferences from quantitative and qualitative ideas.

Table 14. Managers’ personal attributes in terms of professionalism and technical expertise OFFICE WORKER

FIELD WORKER

OVERALL

INDICATORS

WM

VD

WM

VD

WM

VD

Applies practices, ideas or concepts associated with the related field of work.

4.27

EX

4.25

EX

4.26

EX

4.35

EX

4.33

EX

4.34

EX

Uses, in an appropriate manner, procedure, techniques, tools, or infrastructure associated with the field of work.

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Continuation of Table 14

Keeps abreast of available Information and Communication Technology.

4.23

EX

4.21

EX

4.22

EX

4.21

EX

4.22

EX

4.21

EX

4.19

VG

4.20

VG

4.20

VG

4.17

VG

4.18

VG

4.18

VG

4.09

VG

VG

4.10

VG

3.90

VG

VG

3.91

VG

Gathers and analyzes the right information.

3.99

VG

VG

3.97

VG

Checks assumptions against facts.

3.97

VG

3.94

VG

3.06

VG

Overall

4.14

VG

4.13

VG

4.13

VG

Informs others of progress or setbacks in assignment or projects Adjusts planning and work organization when setbacks or problems occur.

Identifies relevant and appropriate information and data sources relevant to an issue or question.

Interprets information relevant to an issue.

Makes relevant inferences from quantitative and qualitative data.

4.11

3.92 3.95

Relationship between the managers’ personal attributes and job competencies.

Table 15 shows the test of relationship between the managers’ personal attributes and job competencies.

As statistically observed, a moderate relationship existed between the managers’ personal attributes and extent of job competencies in terms of communication skills (.444.), managerial skills (.4363), attitudes (.4964), and values (.4538). However, a low/slight relationship existed between the managers’ personal attributes and the extent of job competencies in terms of interpersonal skills (.3801) and professional/technical expertise (.3778).

The findings imply that the managers’ personal attributes influence their job competencies. The better their personal attributes, the higher their job competencies.

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Personal Attributes and Job Competencies of the Managers of Telecommunications Industries

E. A. Perez, Jr. and M. E. Temporada

Table 15. Test of relationship between the managers’ personal attributes and job competencies MANAGERS’ PERSONAL ATTRIBUTES EXTENT OF JOB COMPETENCIES

CORR.

PROB.

REL.

Ho:

Communication Skills

.4441

.000

Moderate

Reject

Interpersonal Skills

.3801

.000

Low/Slight

Reject

Managerial Skills

.4363

.000

Moderate

Reject

Attitudes

.4964

.000

Moderate

Reject

Values

.4538

.000

Moderate

Reject

Professional/Technical Expertise

.3778

.000

Low/Slight

Reject

CONCLUSIONS The managers of telecommunication companies have above average job competencies (communication, interpersonal, managerial, attitudes, values and expertise). These competencies are influenced by their desirable personal attributes, which enhanced the performance of the telecommunications industries in Cagayan de Oro City.

Note: Pursuant to the international character of this publication, the journal is indexed by the following agencies: (1)Public Knowledge Project, a consortium of Simon Fraser University Library, the School of Education of Stanford University, and the British Columbia University, Canada:(2) E - International Scientific Research Journal Consortium; (3) Journal Seek - Genamics, Hamilton, New Zealand; (4) Google Scholar; (5) Philippine Electronic Journals (PEJ);and,(6) PhilJol by INASP.

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LITERATURE CITED Fajardo, F. R. 1997. Management. Manila Philippines: Rex Book Store.

Lorenzana, S. 2003. “The managerial rents: theory and empirical analysis.” Retrieved from http://sagepub.com/cgi/content/abstract/23/3/298 Payos, R. P. and O. S. Zorilla 2003. Personnel management in the 21st Century. Manila, Philippines: Rex Book Store.

Polit, S. 1995. “The power of personal values.” Retrieved from

http://www.gurusoftware.com/GuruNet/Personal/Topics/Values. htm

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Vol. 1 No. 1 January 2011 ISSN: 2094-9251 pp. 65-69 International Peer Reviewed Journal

Asian Journal of Business and Governance Research Note

Effects of Loss Reduction Program on the System Losses of an Electric Cooperative GENARO V. JAPOS drgvjapos@yahoo.com Consultant, MORESCO 1 Director, Research Center, Liceo de Cagayan University TESSIE J. RODRIGUEZ Human Resource Dev't Manager, MORESCO-1 Date Submitted: Jan. 25, 2009 Final Revision Complied: Feb. 27, 2009

Plagiarism Detection: Passed Flesch Reading Ease: 34.06 Gunning Fog Index: 16.28

Abstract - The study investigated the effects of a Loss Reduction Program on the system losses of an electric cooperative (MORESCO-1) in Northern Mindanao. The study used the descriptive design involving documentary analysis of historical data. The statistical technique used were the frequency, percentage, mean and t test. We concluded that the loss reduction program was effective in bringing down significantly the system losses from 9.02 percent to 7.65 percent. The member-consumers benefited from the reduction of power cost by P3,888,440.76, which represents good savings. Only 25 percent of the total power cost of the consumer goes to MORESCO-1 to support its operations.

Keywords - loss reduction, system loss, electric cooperative

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Asian Journal of Business and Governance

Research Note

INTRODUCTION The Misamis ORIENTAL -1 RURAL ELECTRIC COOPERATIVE, INC., or (MORESCO-1) is one of the two (2) pilot electrification ventures undertaken by the Philippine Government through a Cooperative. It is designed to demonstrate the practicability of electric system in less populated areas.

It is located in the municipality of Laguindingan, Misamis Oriental on the northern coast of Mindanao. The original sphere of coverage encompasses ten (10) municipalities in the western part of the province within the Cagayan­ Iligan Corridor. After more than 38 years of existence, MORESCO-1 still exists and has maintained its category A+ status. Its vision is “The ultimate electric power provider and distributor under the restructured industry”. Its mission is “Be a partner in countryside development through the delivery of quality electric service at reasonable rates to member customers” .

When electricity is purchased from the power suppliers, National Power Corporation and TRANSCO, it must be paid in full in two circumstances: (1) by the consumer if the system loss is within the 14 percent limit fixed by law; and, (2) by the power distributor if the system loss is above the limit as a punishment for inefficiency. In the case of MORESCO-1, the system loss prescribed by the Energy Regulatory Commission to be charged to the consumers is 9 percent due to its efficient track record. However, MORESCO-1 ‘s system loss is lower than 9 percent so that the amount charged to the consumers is lower also.

MORESCO-1 has seven types of rates: residential, small commercial, large commercial, industrial, public buildings, street lights and water system. In August of 2004, the power rates were unbundled to allow the consumers to understand the specific items they are paying.

OBJECTIVES OF THE STUDY The study has the following objectives: (1) to document the implementation of loss reduction program; (2) to determine the effects of loss reduction program on the system, loss of MORESCO-1; (3) to describe the national recognition of the effectiveness of the loss reducti6n program.

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Effects of Loss Reduction Program on the System Losses of an Electric Cooperative

G. V. Japos and T. J. Rodriguez

MATERIALS AND METHODS The study used the descriptive design employing documentary and quantitative analysis of historical data. The statistical techniques used were the mean and the t-test for independent samples.

RESULTS AND DISCUSSIONS MORESCO-1’s system loss is classified into two types: (1) technical loss- a type of power loss associated with the electrical characteristics of the distribution system: and (2) non-technical loss - a type of power loss associated with errors derived from the revenue metering, billing, and consumer pilferage. MORESCO-1 experienced nine (9) causes of system loss: (1) line conductor so small, (2) transformer not load centered, (3) improperly sized transformer, (4) poor power factor, (5) unbalanced loading between phases, (6) poor maintenance and operation practices of kwhr meters, (7) poor quality meters, (8) electricity pilferages, and (9) poor administration of reading and billing.

MORESCO-1 adopted seven components of its loss reduction program: (1) reconductoring bill of undersized secondary line, which involved replacement of two small conductors to a bigger one to meet the demand of consumers; (2) line reconfiguration of over extended secondary line, which reduced the flow of current in lines and the most effective way is to operate the lines at the highest voltage practicable; (3) maintenance of kwhr meter, which is the periodic replacement of meter to check and maintain the 100 percent accuracy; (4) kwhr meter transfer, to make it accurate for reading and inspection on a regular basis; (5) distribution transformer load management. which entails the proper rigging of distribution transformer to meet the demand of consumers economically, the transfer of the transformer is done near to the consumers; (6) Line scanning, this means loose connection and overloading results to heating above the normal designed rating of the equipment detected by thermal vision scanner: (7) Pilferage detection, which comprised of aggressive activities to detect and apprehend consumers who were engaged in pilferage acts.

In 2004, the purchased power from NPC and Transco was 72, 457, 106 kwhr. Of this figure, 65, 920, 647 kwhr was sold to consumers, leaving total kwhr losses of 6, 536, 259 or a system loss rate of 9.02. Conditions changed for the better in 2005. Inspired by the award in 2004, the loss reduction program was pursued with vigor and generated positive results in 2005. The 67

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Research Note

total purchased power was 73, 695, 299 kwhr and 68, 059, 758 kwhr was sold, obtaining losses of 5, 635, 540.8 kwhr. The average system loss in 12 months was 7.65, a figure that is 1.37 percent lower that the previous year. The loss reduction program saved 997, 036.09 kwhr equivalent to P3, 888, 440.76. This was returned to the consumers through power cost adjustment leading to reduction in their power bills.

The National Electrification Administration Board of Administrators conferred to MORESCO-1, the Single Digit System Loss Award for hoisting the standards of the system loss reduction program as evidenced by its single digit power losses, thereby insuring the positive returns of the cooperative’s investments in energy distribution and for setting a sterling example in the area of sound cooperative operation towards the goals of the rural electrification program. The award was given on August 5, 2004 at Philippine Trade Training Center, Pasay City. Philippines. For the first time, MORESCO-1 captured the first place achievement among the 119 electric cooperatives in the country in 2005. NEA gave the award of Single-Digit System Loss for having successfully achieved the desired system loss level, thus providing reliable and dependable power supply and be more competitive in the deregulated industry. The award was given on May 10, 2005, Grand Caprice Hotel, Limketkai Center, Lapasan, Cagayan de Oro City. Philippines.

There was a significant difference in the rates of system losses in two years with the implementation of system loss reduction program (t value = 1.790; critical value = 1.717; d.f. 22 at .05 alpha level).

The power bill of the consumers entailed 75 percent for the power provider and 25 percent for the power distributor.

CONCLUSIONS The following are the conclusions of the study: (1) the loss reduction program was effective in bringing down significantly the system losses from 9.02 percent to 7.65 percent. (2) The member-consumers benefited from the reduction of power cost by P3, 888,440.76, which represents good savings. (3) Only 25 percent of the total power cost of the consumer goes to MORESCO-1 to support its operations.

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Effects of Loss Reduction Program on the System Losses of an Electric Cooperative

G. V. Japos and T. J. Rodriguez

RECOMMENDATIONS The following are the recommendations of the study: (1) That MORESCO-1 implement its vision as power provider to reduce the power cost due to its total dependence on NPC and Transco; (2) Implement reliable electronic meter reading system to reduce the cost of maintaining meter readers; (3) Establish Corporate Social Responsibility Program to increase livelihood opportunities of residential consumers with lower than 35 kwhr/month consumption to reduce subsidy through lifeline rates. (4) Set lower targets of system loss rates from 7 to 5 percent for 2007.

Note: Pursuant to the international character of this publication, the journal is indexed by the following agencies: (1)Public Knowledge Project, a consortium of Simon Fraser University Library, the School of Education of Stanford University, and the British Columbia University, Canada:(2) E - International Scientific Research Journal Consortium; (3) Journal Seek - Genamics, Hamilton, New Zealand; (4) Google Scholar; (5) Philippine Electronic Journals (PEJ);and,(6) PhilJol by INASP.

LITERATURE CITED Loss Reduction Program 2004. Official document. MORESCO-1. MORESCO 1 database for System Losses (2004-2005).

National Electrification Administration Souvenir Program 2005. Grand Caprice Hotel, Limketkai Center, Cagayan de Oro City

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Vol. 1 No. 1 January 2011 ISSN: 2094-9251 pp. 70-81 International Reviewed Asian JournalPeer of Business andJournal Governance

Asian Journal of Business Governance Corporate Management Section

Human Resource Practices and its Influence on Pre-Attrition among Independent Electric Companies DULCE CORAZON D. ESPERON dcdesperon@yahoo.com Mindanao Energy Systems, Inc. and School of Graduate Studies Liceo de Cagayan University, Cagayan de Oro City

Date Submitted: October 29, 2010 Plagiarism Detection: Passed Final Revision Accepted: Nov. 5, 2010 Flesch Reading Ease: 27.64

Gunning Fog Index: 14.39

Abstract –The study establishes the influence of Human Resource Management practices on the organizational commitment, perceived organizational support,psychological contracts and pre-attrition of employees. The results reveal that the majority of the employees in the two companies strongly expressed no intention of leaving the organization. Working conditions and performance appraisals were favorably rated followed by staffing, recruitment/hiring, equal employment opportunity, information sharing, training, reward and benefits. They too expressed a high degree of agreement to the fulfillment of psychological contracts, validating the finding that the expected obligations of the company were met and that the employees were satisfied. Organizational support and rewards were the foremost predictors of pre-attrition. Of the nine Human Resource Management practices taken in combination, rewards, staffing, training and performance appraisal were the best joint predictors

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of pre-attrition. Employees consider Human Resource Management practices as organizational support. When the organization uses its Human Resource Management practices to enhance employees’ performance to reward employees’ performance, and to display its commitment and support for employees, the organization is perceived to be committed and supportive of its employees;which, in turn,makes employees more committed to the organization and make them want to stay.

Keywords - Pre-attrition, commitment, psychological contracts, electric companies

support

INTRODUCTION Employee attrition costs a company 12 to 18 months’ of salary per manager or professional, and 4 to 6 months’ pay per clerical or hourly employee.

According to Ipsos-Reid (2010), 30% of employees plan to change jobs in the next two years. Although employee turnover can help organizations evolve and change, employee retention is seen, however as a serious issue for organizational success. If managers know the real causes of attrition, managers can control those causes and retain employees. Each retained employee saves money and leads to better opportunities.

Most employees who leave their work had reasons other than money.

Most leaving employees seek opportunities that allow them to use and advance their skills. They want more meaning in their work. They often indicate that they want to practices skills for challenging team work. They want to be led. Managers cite “career growth” and “leadership” as the major factors that influence attrition and retention, together with “opportunities for management”, “ability of top management”, “use of skills and abilities”, and “work/family balance”. Many HR consulting firms advice that lost talent and cost can be minimized through good communication.

For electric utilities and generation companies whose service quality and reliability depends on maintaining an adequate, knowledgeable workforce, employee turnover presents a critical problem for an organization in terms of loss of income, loss of business opportunity, loss of talent, and additional 71

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recruitment, and training costs. Demand is expected to outpace supply over the next decade. There will be a significant forecast shortage in the availability of qualified workforce: line workers, mechanical and electrical engineers, and non-utility line workers who play a vital role in ensuring the reliable operation of the grid. This could eventually limit the nation’s ability to maintain and/or increase electricity supply, and potentially impact the economy.

FRAMEWORK This research was undertaken in the light of Organizational Support Theory (OST). Employees form general beliefs about the extent to which the organization values their contributions and cares about their well-being (Eisenberger et al. 1986). Based on the norm of reciprocity, the perceived organizational support makes employees feel obligated to care about the organization’s welfare and to help the organization reach its objectives.

Employees may satisfy this indebtedness through a greater affective commitment and greater effort to help the organization.

Research on perceived organizational support began with the observation that if managers were concerned with the employees’ commitment to the organization, likewise would employees be focused on the organization’s commitment to them. For employees, the organization serves as an important source of socio-emotional resources, such as respect and caring, and tangible benefits, such as wages and medical benefits. Being regarded highly by the organization helps to meet employees’ needs for approval, esteem, and affiliation. Positive valuation by the organization also provides an indication that increased effort will be noted and rewarded. Employees therefore take an active interest now that they are regarded by their employer (Eisenberger et al. 1986).

Organizational support theory holds that in order to meet socio-emotional needs and to assess the benefits of increased work effort, employees form a general perception about the extent to which the organization values their contributions and cares about their well-being. The perceived organizational support (POS) would increase the obligation employees feel. This allows the organization to reach its objectives. Since the employees’ felt obligation to help the organization reaches its objectives, their affective commitment to the organization leads to their expectation that improved performance would be rewarded. Behavioral outcomes of perceived organizational support would 72

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lead to an increase in in-role and extra-role performance and a decrease in stress and withdrawal behaviors such as absenteeism and turnover.

According to OST, the development of perceived organizational support is encouraged by the employees’ tendency to assign the organization humanlike characteristics. Lee (1991) suggested that employees tend to attribute the actions of organizational representatives to the intent of the organization rather than solely to the personal motives of its representatives.

This personification of the organization is abetted by the organization’s legal, moral, and financial responsibility for the actions of its agents; by rules, norms, and policies that provide continuity and prescribe role behaviors; and, by the power the organization exerts over individual employees. Thus, to some degree, employees think of their relationship with the organization in terms similar to a relationship between themselves and a more powerful individual.

OBJECTIVES OF THE STUDY The study aims to establish the influence of Human Resource Management practices on the employees’ organizational commitment, perceived organizational support, and psychological contracts. It tries to determine the extent of pre-attrition, organizational commitment, psychological contract, perceived organizational support, and perceptions on Human Resource Management practices among the different levels in the organization and determine which independent variables singly or in combination predict preattrition of employees.

The study tested the hypotheses: (Ho1) no significant difference exists in the extent of pre-attrition, organizational commitment, psychological contract, perceived organizational support, perception of Human Resource Management practices among the managers, supervisors, and rank-and- file employees, and (Ho2) the independent variables are not predictors of preattrition.

METHODOLOGY This study adopted a descriptive research model using the F-Test, Pearson Correlation Coefficient test and Stepwise Regression test, in an effort to examine the effects of psychological contracts (PS), perceived organizational support (POS) and organizational commitment on the relationship between 73

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human resource management (HRM) practices and the intention to leave or pre-attrition of employees who are working in the electric power industry.

Descriptive statistics and correlational research method were used to determine the relationships and patterns of relationships among variables.

The study was conducted in two (2) private electric power companies in Region 10, Mindanao, Philippines, namely Mindanao Energy Systems , an independent power generation company, and Cagayan Electric Power & Light Company,the only electricity distributor in Cagayan de Oro City and had as its respondents the supervisors, manager and the rank-and-file employees across the different departments.

For data gathering, the study used a researcher-made two-part questionnaire that used the 5-point Likert scale. The first part assessed the human resource management practices, perceived organizational support, psychological contracts, organizational commitment , and pre-attrition. The second part identified the employees’ demographic profile, such as age, gender, education level, job position, and tenure.

RESULTS AND DISCUSSION The findings indicate that a majority of the employees in the two companies do not have intention of leaving their respective companies. The indicator with the highest mean (3.45) reveals that while they do not have any intention to leave the company, they are not certain if they will still be with the company five years from now. The finding indicates a high degree of ambivalence among the employees as to length of stay.

This ambivalence was further validated through interviews with the respondents. It was revealed that while the respondents were satisfied with the internal dynamics of the organization,they were also aware of possible job opportunities outside, both in the local and international market. While satisfied at present, most employees seethe possibility of earning more. This explains the ambivalence as regards pre-attrition. Moreover,the employee perceptions about the motives of the organization may have a direct influence on their commitment level to stay. At present,the organization is perceived to have good motives. It is committed to the welfare of employees such as high productive level of the organization, solid financial position and projection for the next 15 years, and continuous expansion of the organization, hence a high degree to stay. The ambivalence, however, appears to be influenced by 74

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the employees’ apprehension about whether the organizational commitment would be sustained in the future.

The results likewise indicate that the majority of the respondents gave a high rating for the implementation of Human Resource Management practices. The parameters on Working Condition and Performance Appraisal obtained very high scores. The parameters of these HR practices were perceived to be most efficiently and effectively implemented. The Staffing, Recruitment/Hiring, Equal Employment Opportunity, Information Sharing, Training, Reward, and Benefits obtained high scores. The interviews revealed that the employees appreciated the parameters of the company’s wellness programs, the safe working conditions with zero accident rating, the effective and well funded health program, the provision for a balance between work and family life. Good working conditions are important for the well-being of the workers. The quality of working environment has a strong influence on the overall work and life satisfaction of workers. It contributes to the physical and psychological welfare of the person and ultimately, from an economic point of view,is a driving force to the economic performance of the organization.

A high level of work satisfaction is an important factor for achieving high productivity.

Performance appraisals are also seen as effectively implemented by the subject companies. As they are based on objectives with quantifiable results,they have clear and specific methods of implementing feedback mechanisms. Conducting a performance appraisal is never easy and can even be inconveniencing. But despite the challenges, the subject companies successfully conducted them following ISO standards. In the interviews, the respondents greatly appreciated the regular feedback by the department head.

The feedback facilitated the dialogue between the head and the employee. The employees appreciated as well the objective evaluation of performance based on prioritized goals that supported the accomplishment of the overall goals of the total organization. This approach to performance management is believed to have re-energized employee morale and helped promote high levels of performance within the organization. The focus on developmental plans and opportunities for each staff member seems to particularly boost morale.

Annual raises are tied to the numerical rating of the performance evaluation.

Employees appreciate the system.

In Organizational Commitment, the results reveal that most of the employees are highly committed to the organization. A very high percentage 75

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of the respondents expressed having a sense of family with the organization, that is, having a sense of belonging and having emotional attachment to and personal affection for the company. In addition, a seeming sense of ambivalence (neither agree nor disagree) was elicited from the respondents when asked whether they would feel the same sense of family with another organization.

Yet, despite being very committed and grateful to the organization, the employees continue to consider options to work abroad because they hear success stories of some employees who. The employees, however, are realistic enough that taking such an option would have some serious consequences on their families. For one,this is seen as a costly undertaking. For another, it disrupts family life. The fear of not being able to secure another stable job is likewise a major concern. This fear makes them feel nourgency to leave the organization.

Psychological contract fulfillment measures the employees’ belief of how far the company is obligated to provide certain benefits for its employees and the extent of that belief. Responses suggest that to some extent, the respondents feel that the company has to grant pay increases to maintain the employees’ standard of living (4.37).As with the rest of the other indicators: training, job freedom, decision-making involvement, interesting work, good career prospects, fair pay, fringe benefits, long-term security, most employees believe that the company is obligated to provide these only to some extent.

Among all the indicators, long-term job security provided by the companies garnered the highest extent ( 4.48) Gaps between employee expectations and company provision occurred highest in training followed by fair pay for job responsibility. Although training has been provided to some extent by the company,employees still want more. Overall, the provision of long-term job security and interesting work far exceeds the expectation of employees. Gaps need to be addressed. If no conscious effort is done to correct them, gaps may become stressors and irritants and lead to possible attrition.

Employees positively and strongly perceived that the company cares for their well-being as shown in the provision of a package of benefits above industry standard, a generous health and wellness program, competitive salary packages, participation of employee in decision making in matters affecting their work, and the giving of importance to the employee’s individual goals and values.

All employees believe that the implementation of the performance appraisal is efficient and effective. Performance appraisals are based on 76

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objective and quantifiable results. Employees are informed about the proper implementation of the appraisal. Open communication with supervisors and supervises about the appraisal results is encouraged.

Staffing, recruitment/hiring, information sharing, training and performance appraisal have a significant impact on organizational commitment and the Pearson Correlation of HRM practices are significant .A direct connection between Human Resource Management Practices and Organizational Commitment is supported by the current data.

Equal employment, information sharing, working conditions, rewards and benefits have a significant effect on Perceived Organizational Support and Psychological Contracts fulfillment. The POS and Psych Convariables are related organizational commitment.

Using the Pearson [r], staffing, working conditions, and rewards were found to be significantly related to pre-attrition. A significant relationship exists between staffing and commitment of employees to stay using right staffing to a higher employee commitment level. Human Resource Management practices and Organizational Commitment, staffing, recruitment, information sharing, training and performance appraisal are found to be significantly related to pre-attrition.

Human Resource Management practices and psychological contracts, equal employment opportunities, information sharing, working conditions, performance appraisal, rewards and benefits are significantly related to pre-attrition. Rousseau and Greller (1994) support the results of the study.

They cited that Human Resource Management practices make employees understand the terms of their employment, hence sending strong messages to employees regarding what the organization expects of them and what they can expect in return, shaping the terms of the psychological contracts.

Rousseau and Greller (1994) suggested that greater use of the aforementioned practices would lead to the fulfillment of employee’s psychological contracts.

In another study by Robinson, Kraatz and Rousseau (1994), it is explained that psychological contracts are developed and executed through interactions between an employee and organizational agents, such as the human resource personnel and direct superiors, and any form of interaction results in information sharing. It shapes the terms of the psychological contracts and that greater use of information sharing would lead to the fulfillment of employee’s psychological contracts.

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Human Resource Management practices and organizational support, equal employment opportunities, information sharing, working conditions, rewards, and benefits are significantly related to pre-attrition.

Only the Human Resource Management practice of information sharing is directly related to organizational commitment, psychological contract and organizational support. The results suggest that if management supports human resources in asking for employee suggestions (information sharing) along with the provision of other HRM practices, employees will tend to perceive this as support from the organization. This also constitutes a contract fulfillment that in turn fosters commitment among the employees. Thus, increasing information sharing will make employees more committed.

Furthermore, psychological contracts and organizational support were found to be significantly related to pre-attrition. Rewards are the single best predictor of pre-attrition, explaining 16.06% of the variance of pre-attrition.

Staffing became the second best predictor, explaining a 20.66% of the variance of pre-attrition. Training came out as the third predictor. When reward, staffing and training were combined, they predicted 23.01 % of the variance of pre-attrition. Performance appraisal emerged as the fourth predictor. When rewards, staffing, training, and performance appraisal were combined, they predicted 25.63% of the variance of pre-attrition. Performance management is the basis for merit and rewards. Without this basis, employees begin to feel that there is favoritism and politicking. Then, too across-the-board increases do not work because there is no basis for it. Employees want to be given individual recognition. Thus, rewards must have a basis.

The regression analysis also shows that organization support was a predictor of pre-attrition. When employees perceive that the organization supports its employees through efficient and effective human resource management practices, they tend to be more committed to the organization and do not leave. The finding of this study is consistent with the study of Meyer and Allen (1997) which suggested that the implementation of desirable Human Resource Management practices has a direct influence on the employees’ commitment level.

CONCLUSIONS The nine Human Resource Management practices, rewards, staffing, training, and performance appraisal are primary predictors of pre-attrition.

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When a company effectively implements these HR practices,a company creates an impression that it cares about them and is committed to them, negating pre-attrition intentions. When a company has high benefit and reward packages,and unbiased performance appraisal system in place, the employees reciprocate by being more committed to the organization. Of the three variables,organizational support is a predictor of pre-attrition.

Employees who perceive their organization to be caring and supportive manifest organizational supportive work attitudes (organizational commitment), reduced absenteeism, and increased performance and innovation. The higher the organizational support,the lesser the inclination to leave the organization. Interviews with respondents reveal a negligible problem of pre-attrition. This is so because of the strong employees who perceive the organization’s support through the provision of industry standard benefits, awards, and pay increases that contribute to the increase of employees’ commitment level to the organization.

The organizational variables of Human Resource Management practices and perceived organizational support are not the only elements that impact on attrition. Macro-economic considerations also influence organizations but more so the individual. Employees do not necessarily leave because the organization does not provide them with a benefit but more so because they desire to earn more to provide for their families. However, pre-attrition issues can be minimized by providing an environment conducive to the growth and welfare of the employee.

IMPLICATIONS Most organizations do not know the true cost of attrition, or its potential savings. It involves more than just direct money. It also includes the indirect effects of attrition such as disruption of work, question of quality, management distraction and poor customer service.

Everybody in the company is responsible for attrition: first, the company which includes the resourcing strategy and HR practices; second, the employees. Controlling attrition does not have a straight forward formulaic solution. It involves understanding what causes it. Rewards, staffing, training, performance appraisal, and work conditions are predictors of preattrition. Based on the findings of the study, pre-attrition reveals a failure in many different areas as well. Solving the problems of pre- attrition must 79

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involve understanding and analyzing the entire employment process, from beginning to end.

RECOMMENDATIONS From the conclusions, the following are the recommendations: 1. Policy-makers of the generation and distribution companies, HR practitioners, People Management Association of the Philippines, Academe, ought to review and consider the proposed HR practices and provide better logistical support for the same.

The study shows that HR practices have a huge impact on the psyche of the employees. Employees need to be rewarded for their skills and talents and for such rewards to be competitive, there is a need to establish and maintain a corporate culture where the employees are made to feel valued in the company to see their career progression steps clearly defined (staffing and training) and the path to reach the next step based on a fair and transparent process (performance management).

2. The need to train middle managers about people management skills and include this in the proposed program for HR enhancement.

An adage goes: “you don’t leave a company, you leave a manager”. The adage shows how important management style is for employees. Many managers and executives severely lack HR skills to manage other people, lacking the ability to engage people in the vision and strategy of their organization, and lacking the HR abilities in motivating, developing and sustaining the commitment of subordinates. There is therefore the need to train managers about HR and people management skills.

Good communication skills, leadership, a sense of vision, honesty, decisiveness, and the ability to motivate, share information and build good relationships with employees, to listen, to recognize, and to engage people in a dialogue at all levels of the organization form parts of a good manager’s repertoire of skills.

Companies have to provide managers and executives the necessary leadership and know how to manage employees encourage commitment to the organization.

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3. Future researches and studies on HR practices as it affects preattrition are suggested on a bigger population sample.

LITERATURE CITED Allen, N. J., &J. P. Meyer 1990. The measurement and antecedents of affective, continuance and normative commitment to the organization. Journal of Occupational Psychology.

Eisenberger, R.,R. Huntington, S. Hutchison, & D. Sowa 1986. Perceived Organizational Support. Journal of Applied Psychology, 71, 500-507.

Ipsos-Reid 2010. Media, Content and Technology. Retrieved from www.ipsos.com on August 26, 2010.

Lee, S. M. 1991. An empirical analysis of organizational identification. Academy of Management Journal.

Meyer, J. P., &N. J. Allen 1997. Commitment in the work place: Theory, research and application. thousand oaks, CA: Sage Publications.

Meyer, J. P., &N. J. Allen 1984. Testing the side-bet theory of organizational commitment: some methodological considerations. Journal of Applied Psychology.

Robinson, S. L., M. S. Kraatz, &D. M. Rousseau 1994. Changing the obligations and the psychological contract. Academy of Management Journal.

Rousseau, D. M., &M. M. Greller 1994. Human Resource Management.

Administrative contract makers.

Human

resource

practices:

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Vol. 1 No. 1 January 2011 ISSN: 2094-9251 pp. 82-93 International Reviewed Asian JournalPeer of Business andJournal Governance

Asian Journal of Business Governance Corporate Management Section

Implementation of Corporate Social Responsibility in Selected Manufacturing Companies ASTER AKUT-DAAN aster_daan@yahoo.com Liceo de Cagayan University

Date Submitted: June 15, 2010 Plagiarism Detection: Passed Final Revision Complied: Sept. 1, 2010 Flesch Reading Ease: 27.18

Gunning Fog Index: 15.20

Abstract - The study assessed the implementation of Corporate Social Responsibility in selected manufacturing companies in Cagayan de Oro City. The descriptive research design was employed involving managers and executives.

The statistical tools used were the weighted mean and Pearson. The study concludes that the most transparent system factors are corporate values and clear allocation/ earmarks given. This means that the manufacturing companies in the study have always been dedicated to making a positive contribution to society. They show this in the drive to introduce values. They are also aware of the important role they play in the lives of communities surrounding them. They likewise take seriously their corporate citizenship and commitment to maintain a high standard of business ethics. To respond to the complex social problems affecting business, manufacturing companies participate in a collaborative partnership with stakeholders.

Keywords - corporate social responsibility

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Implementation of Corporate Social Responsibility in Selected Manufacturing Companies

A. A. Daan

INTRODUCTION Social responsibility is doing business with a heart. It manifests the social conscience of a corporation. It is pursued with a business perspective, and anchored on mutual and beneficial partnership with key shareholders.

In the past decade, the pursuit of social responsibility became part of the business agenda. The word itself has found its way into corporate vocabulary as corporations are now voluntarily integrating it into every aspect of its operations and strategies.

The concept of social responsibility itself has been enriched further with increasing volumes of data. Indeed, social developmental projects are now more aggressively pursued in view of the challenging global economy.

This has been prompted by pressing social, economics and environmental issues relevant to business. The exercise of social responsibility encompasses business environmental preservation, community building, customer relations, stockholders and investor relations, corporate governance, and people-nurturing in the workplace. It builds on and respects the underlying values of business.

Moreover, social responsibility is factored into a corporation’ s decision making process, programs, policies and practices, and carves a pathway towards excellent corporate performance. (Philippine Business for the Environment).

The existence of business is not only justifiable but also essential to the whole human community on account of its delivery of basic goods and services. What is good for business is presumably good for everybody unless– — as unethical business— it is dishonest when making a lot of money.

According to Shane (1996), business is always prone to materialism because the primary interest of the economy is material. For this reason, it may happen that certain types of business can manifest an abusive tendency to reap profit regardless of the social costs. Managers and executives have the duty to protect their companies’ best interest which means, among others, preserving its profitability, good standing and reputation in the business community.

The Bachelor of Science Program in Business Administration of the Department of College of Business and Accountancy of Liceo de Cagayan University upgraded its curriculum to meet the challenges of the fast-changing needs of business and society. Teaching and advocating for corporate social responsibility is one of its goals.

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FRAMEWORK The study is anchored on the theory of Building Reputation Capital by Kevin Jackson (2000). Jackson’s theory emphasized the art of doing well by doing good. He says that the company needs to take into account the social problems in its new markets and that social responsibility will be its own reward because happier employees, lower legal costs improve productivity.

Corporations need to be socially responsible and build on their reputational capital which is similar to, but bigger than any brand they can market.

A company with a lot of reputational capital will be able to attract better employees, charge higher prices, negotiate better deals, attract more investors and get involved more with community affairs, customers relations, have better concern for employees’ welfare, environmental issues, government regulations, and foster better treatment of competitors.

Hoffman (2005) describes that in achieving its sense of broad community involvement and participation, business performs its social role in two ways: first, it faces certain social challenges much akin to the way that government and other institutions do. However, business finds its social justification from the use of technology that redounds to the public’ s benefit and interest.

Products and producers are closely linked more or less concretely to serve the public. Products allow hiring more people, promote the building of hospitals, help people populate cities, allow the running of transportation, and advance the healing of the sick. Second, business participates in welfare and cultural efforts extending beyond more profit consideration. These include various community services, charitable and welfare services. For example, some corporations are known to have contributed toward community improvement through street lighting, road maintenance, the establishment of schools, hospitals, maternity clinics needed by its workers and employees. Apart from these, corporations provide fire engines, and parks for recreation. They make the community a better place to live in.

In communities where there are manufacturing industries, business likewise extends aid to poor people in cash and in kind as circumstances require to maintain good neighborliness. Policy cooperates in various community ventures such as community activities. Doubtless, this involves an outlay of funds. In times of emergency like floods, fire and typhoons, many companies extend a helping hand to the victims. It is salutary to note that there is now greater participation on the part of business and industry 84

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in projects that ameliorate the plight of the people, especially those in the lower strata of society. Many of the larger companies are now taking a lead in building better communities by providing facilities that promote decent and wholesome living.

Moreover, Rlieman (2000) states that as a corporate citizen, business has a responsibility toward the communities where it operates. In addition to providing jobs and creating wealth, companies must contribute to the local community in many different ways. Socially-responsible businesses realize the duty to put back into the community some of what it has taken out in terms of profits.

Quality management is focused on continuous improvement and enhanced customer relations. There is need for companies to emphasize a quality mindset among employees and for them to be involved in ensuring high quality products and services that delight and secure the loyalty of customers. Advancements in information technology make it possible for business to establish more a personal communication link with its customers.

It can strengthen customer relations and in so doing widen market share.

The customers are the end users of products and services and are entitled to the best quality that business produces at reasonable prices, Green (1994).

It is emphasized that the relationship between the seller and the buyer is practically a contractual relationship, and out of this relationship certain moral rights and duties are created. The responsibilities of the manufacturer toward the customer is related to quality and safety. It touches on the fundamentals rights to life and health (customer bill of rights). Corporate social responsibility can increase sales and customer loyalty. Price, quality, appearance, taste availability, safety and convenience are still important, but purchasers are also considering social criteria.

According to Fisher (2003), one important public concern of business is that government operations is generally subjected to governmental regulations like zoning, payment of wages to workers not lower than the stipulated minimum wage and paying taxes. Taxes represent the lifeblood of the government. It uses taxes to carry out its activities and discharge its responsibilities for the people. In many instances, enterprises are caught in a dilemma as to whether or not to pay taxes to the government. It has been an observation that government is a lavish spender on the grounds that it spends the people’s money.

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OBJECTIVES OF THE STUDY The study aimed to determine the implementation of corporate social responsibility among selected manufacturing companies in Cagayan de Oro City.

Specifically, it pursued the following objectives: (1) to determine the level of manufacturing system factors; (2) to determine the extent to which the companies implement corporate social responsibility; (3) to determine the relationship between the company system factors and the implementation of corporate social responsibility.

MATERIALS AND METHODS The descriptive research design was employed in this study. Descriptive research is concerned with conditions or relations that exist, practices that prevail, beliefs that are held, processes that are going on, and the effects that are felt (Polit, et al 1995). I also use the quantitative approach. I use a survey questionnaire to get the desired information.

Population and Sample The managers and executives of the selected manufacturing companies in Cagayan de Oro City were the respondents of the study. Purposive sampling was employed in selecting the respondents.

Instrument The questionnaire consists of two parts. Part I elicits data about the manufacturing company’ s system factors. I designed the questionnaire items.

They ascertain the respondents’ allocation/earmarks and the corporate structure that takes care of projects, supervision of programs, corporate values and advocacy. Part 2 contains questions that measure the level of implementation of corporate social responsibility. This part ascertains customer relations, concern for employees’ welfare, concern for the environment, compliance with governmental regulations, treatment of competitors, concern for the welfare of beneficiaries and concern for the welfare of stockholders.

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Statistical Techniques The following statistical tools were used in the presentation, analysis and interpretation of data: (1) Weighted Mean was used to analyze and interpret the indicators of the independent and dependent variables; (2) Pearson Product Moment Correlation was used to test the relationship between the independent and dependent variables.

RESULTS AND DISCUSSION Table 1. Level of manufacturing industries system factors in terms of clear allocation/earmarks given Clear Allocation/Earmarks Given

Weighted Mean

Verbal Description

My company is an active member or contributor to environment, disaster response network and social progress.

My company contributes money, donates products or extends services and get involved in community activities.

3.13

Moderate

3.19

Moderate

3.06

Moderate

3.06

Moderate

2.90 3.07

Moderate Moderate

My company participates in the development of the local area.

My company participates in the environmental programs and activities of the community.

My company allocates annual budget for the purpose of maintaining a good relationship and goodwill with the community.

Overall

In terms of the level of the manufacturing company’ s allocation or earmarks given, the company contributes money, donates products or services and gets involved in community activities. The data reveal that business finds its social justification by offering products and service mixes that redounds to the public’ s benefit and interest.

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Table 2. Level of system factors of manufacturing companies in terms of corporate structure that will take care of projects Corporate Structure that will take care of projects My company provides continual wide visibility of socially-responsible activities.

My company integrates corporate social responsibility performance into the general performance management systems.

My company provides an office that will take care of community projects ad activities.

My company allocates financial resources for a continuous support of an office.

My company directly responds to the needs of the community where we belong and with its neighboring areas as well.

Overall

Weighted Mean

Verbal Description

3.03

Moderate

2.87

Moderate

2.48

Fair

2.45

Fair

2.87

Moderate

2.74

Moderate

In terms of a corporate structure that takes care of the projects, the company provides continual wide visibility of socially-responsible activities.

In addition to providing jobs and creating wealth, these companies contribute to the local community in many different ways. These socially-responsible businesses realize their duty to put back to the community some of what it had taken out as profits. These companies donate money, time and personnel to civic clubs and volunteer organizations.

The company ensures that the implementation of projects, programs and activities protects the safety of the public. These companies use a variety of approaches. They manage CSR. They plan, do problem identification and prepare precautionary measures for monitoring the implementation of corporate social responsibility.

These companies embed corporate social responsibility performance into the company culture for long term sustainability. These companies are able to recognize the link between the welfare of society and the welfare of the 88

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organization. They integrate CSR best practices into their business. These companies design, implement corporate social responsibility with a training program for all employees. The training program helps employees understand better the corporate values, as well as the policies, procedures, and legal requirements that affect their daily decisions, behavior, and activities.

These companies disseminate information about corporate social responsibility policies to all employees. It seems that today, a growing number of companies are designing value-based, globally-consistent programs that give employees a level of ethical understanding. This allows them to make appropriate decisions, even when faced with new challenges. At the same time, the scope of business ethics and advocacy has expanded to encompass any company’ s actions with regard to the way it treats its employees and obeys the law, the nature and quality of relationships it wishes to have with stakeholders including shareholders, customers, business partners, suppliers, the community, the environment, indigenous people, and even future generations.

These companies give importance to communities near the manufacturing or business sites. They extend donations to help the homeless, the unemployed, young people and minorities. These companies are committed to programs that minimize the impact of industry in the environment. Also, they work with other companies and organizations to share best practice throughout the industry.

Table 3. Level of manufacturing industries system factors in terms of supervision of the programs

Supervision of the Programs My company provides a system that will make an assessment of corporate social responsibility programs.

My company implements a system that monitors and evaluate the programs.

My company monitors the programs and activities to ensure that they conforms to legal and ethical standards.

Weighted Mean

Verbal Description

2.65

Moderate

2.55

Moderate

2.65

Moderate 89

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Continuation of Table 3

My company ensures that the implementation of projects, programs and activities are for the utmost protection and safety of the public.

My company identifies problems and institutes remedial measures.

Overall

3.03

Moderate

2.84

Moderate

2.74

Moderate

As for customer relations, the company believes in the saying that “ the customer is always right� , listens to buyers, and acts immediately on complaints. These companies are aware of the fundamental rights to fair play of customers in the market place. In personal interviews conducted by the researcher, manufacturing companies provide product warranty and discounts, produce quality products and maintain good relations with clients and customers. The companies emphasize the production and marketing of goods that are not hazardous to health or life.

The success of the organization depends on the commitment and competence of human resources. It depends on how the organization ensures that employees are trained to be competent and on whether they are given the opportunity to develop their full potential. These companies believe that training and development make workers better employees by bringing about permanent change in their knowledge base, attitudes and skills. The formal effort to help employees learn new skills, improve existing skills or otherwise improve their ability to perform in the organization. Training and development is needed in part because people, jobs, and organizations are always changing.

These companies also support environmental protection and waste prevention programs. They fight pollution, land contamination. They impose proper handling and disposal of chemicals and waste products. The data reveals that these manufacturing companies know the importance of and the practical ways of reducing the amount of disposable material used in the factory: e.g. the materials used in the copier room, reuse and recycling of other material. The best way to deal with the challenge of protecting the environment is to create a clean manufacturing system that focuses on avoiding waste and pollution.

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Table 4. Level of manufacturing industries system factors in terms of corporate values Weighted Mean

Verbal Description

My company embeds corporate social responsibility performance into the culture for long term sustainability.

3.26

High

My company provides programs that will instill a sense of pride in the people as part of the organization.

2.97

Moderate

My company promotes social and corporate values by supporting employees’ involvement in community activities.

3.03

Moderate

My company helps in the achievement of prosperity and security of the society.

3.16

Moderate

3.23

Moderate

3.13

Moderate

Corporate Values

My company implements programs that introduce the corporate values.

Overall

These companies comply with applicable laws and regulations including local government codes and guidelines. This is one of the best ways of maintaining a sound and lasting relationship with government authorities.

It is a fundamental principle of sound lending and investing to require companies to pay fairly-computed taxes and abide by mandatory regulations, obtain permits and other government licenses and approvals.

These companies maintain a high level of integrity and ethical advertising.

These manufacturing companies avoid expressions that are not based on facts. They avoid expressions that mislead or confuse customers with respect to the quality, performance or specifications of products or services that are publicized, advertised and promoted in sales– related activities. They conduct fair commercial transactions with business partners based on the principles of free competition. They comply with anti-trust laws, fair competition and fair trade laws.

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These companies employ local residents in response to the economic need of the community. Together they ensure that the local environment has been protected from hazardous chemicals and wastes. These manufacturing companies endeavor to protect and preserve the environment. The greatest environmental impact of business happens during manufacturing processes.

These companies make sure they adopt a responsible attitude toward the environment. They minimize the harm caused by manufacturing of products.

They have clear policies in place about the occupational standards of work, including the handling and disposal of dangerous material.

These companies provide updated financial statements for its stockholders.

These companies achieve the objective of maximizing the stockholders’ value. They make sure they adopt the highest possible standards of financial management by setting clear performance targets.

The findings reveal a relationship between the companies’ system factors and how they implement corporate social responsibility. Two indicators in the companies’ system factors show a high degree of relationship with the implementation level of corporate social responsibility: advocacy and the concern for stockholders’ welfare and corporate structures that takes care of social projects. A high relationship is also obtained between corporate values and community involvement. The positive relationship shows that more manufacturing company system factors are now initiating and maintaining social projects. The more the company performs well in the implementation of corporate social responsibility, the greater is the concern for the stockholders’ welfare, community involvement and concern for the welfare of beneficiaries.

CONCLUSIONS On the basis of the findings, the following conclusions are drawn.

The most transparent system factors are corporate values and clear allocation/earmarks given. This means that the manufacturing companies in the study have always been dedicated to making a positive contribution to society. They show this in the drive to introduce values. They are also aware of the important role they play in the lives of communities surrounding them.

They likewise take seriously their corporate citizenship and commitment to maintain a high standard of business ethics. To respond to the complex social problems affecting business, manufacturing companies participate in a collaborative partnership with stakeholders.

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When companies establish and maintain highly functional corporate structure for social projects, supported by strong corporate values, they are likely to sustain the implementation of corporate social responsibility.

Note: Pursuant to the international character of this publication, the journal is indexed by the following agencies: (1)Public Knowledge Project, a consortium of Simon Fraser University Library, the School of Education of Stanford University, and the British Columbia University, Canada:(2) E - International Scientific Research Journal Consortium; (3) Journal Seek - Genamics, Hamilton, New Zealand; (4) Google Scholar; (5) Philippine Electronic Journals (PEJ);and,(6) PhilJol by INASP.

LITERATURE CITED Fisher, C. and A. Louell.

2003. Business ethics. Pearson Education Limited Edinburgh Gate, Harlow.

Hoffman, J. 2005. Marketing principles and best practices. 3rd Edition.

Southeastern Thomson Corp.

Jackson, K. 2005. Building reputation capital. Oxford University Press Rleiman, L.S. 2000. Human resource Publishing.

management.

2nd

Edition.South

Western

Shane, C. 1996. Human resource management. Upper Saddle River, Prentice-Hall.

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Vol. 1 No. 1 January 2011 ISSN: 2094-9251 pp. 94-108 International Reviewed Asian JournalPeer of Business andJournal Governance

Asian Journal of Business and Governance Corporate Management Section

Sustainability of a Community Service Project of a Catholic University MARIA VICTORIA U. SY marivic125@hotmail.com University of San Jose-Recoletos Date Submitted: July 23, 2010 Plagiarism Detection: Passed Final Revision Accepted: Sept. 2, 2010 Flesch Reading Ease: 40.56

Gunning Fog Index: 13.08

Abstract – This study sought to determine the extent of provisions for program relevance and sustainability of the institutional community project called “Project Pakigdait sa Sitio Kasagingan, Mananga” of the University of San JoseRecoletos as assessed by its department anchors, students and program beneficiaries. The respondents were the various stakeholders of the university who were involved in the implementation and supervision of the various programs coming from the different colleges and departments and some selected beneficiaries of the community extension program. The provisions of the program relevance for promoting community development among the community dwellers, promoting people empowerment among adopted community dwellers, and for the conduct of skills training among qualified community members were made to a very great extent. Likewise, the provisions for program sustainability of the project through capacity building were made to a very great extent; however, fund sourcing were made to a great extent.

Keywords – Program relevance, sustainability, people empowerment 94

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INTRODUCTION

Significant social transformation in terms of community building is a challenge for the different academic components of the University of San Jose-Recoletos. With a history of academic success to its credit, the institution focuses its efforts in achieving relevance in the community it serves by aiming for a sustainable outreach program. One of the activities initiated by the school to concretize this goal is the “Project Pakigdait sa Sitio Kasagingan, Mananga”. This is spearheaded by the university’s Institute of Non-Formal Education and Community Outreach Program (INFECOP). Such scheme was designed to promote community oriented actions to alleviate the current economic and social conditions of the residents while at the same time seeking a relevant and sustainable cooperative life that serves the interests of people in Sitio Kasagingan, Mananga.

All throughout the years that the project was in effect, various developmental activities were undertaken by the different components of the university to harness the full potentials of a holistic economic growth for inclusive rural development in Sitio Kasagingan, Mananga. The original timetable for this program was five years commencing in 2001 and was expected to end in 2005.

However, everytime the Infecop coordinator made overtures of finalizing the transition phase of the project by endorsing the program to the local leaders, this was always met with subtle resistance, the latter opined the need to extend the project as they feel that the community was not yet prepared to stand on their own. Many residents commented that they still needed the presence of the school and that there will still a lot of activities to be done to meet the community’s quest for growth and progress. Specifically, physical infrastructure deficiencies were major concerns that the people wanted the community to help them solve.

These issues range from poor market integration of the residents’ produce to the mainstream, insufficient access to basic social services such as primary healthcare development, sanitation, lack of fund sourcing, safe and potable drinking water, just to name a few. There was also a clamor for more developmental schemes to be given to the residents, to empower them to manage their lives well.

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With these issues at hand, the university administrators wanted to know if the activities done and integrated in the project really met the needs of the people and how useful were these to them. Since no evaluation has been conducted concerning this project from the time of its inception, the proponent was encouraged to make a study on the extent of provisions for program relevance and sustainability on this undertaking. Hence, this research was conducted.

OBJECTIVES OF THE STUDY The objectives of the study were as follows: (1) to determine the extent of the provisions for program relevance in the aspect of enhancing the qualities among the beneficiaries as community development, people empowerment and skills training; (2) to ascertain the extent of the provisions for program sustainability based on the following indicators: capacity building; and fund sources.

MATERIALS AND METHODS

This study utilized the descriptive survey method of research. Researchermade questionnaire was used as the main instrument of data collection.

Unstructured interviews were also conducted to clarify the answers given by some of the respondents. Researcher- made questionnaires were used in this study as the main instruments of data collection. Two sets of surveys were accomplished by the department anchors, student leaders and program beneficiaries. The features of each questionnaire are described hereunder: Provision for Program Relevance Survey. This researcher made instrument sought to determine the extent of provision for program relevance of the projects implemented in the aspects of promoting people involvement and empowerment, skills training and community development. It was accomplished by the identified respondents of the study. Each question is followed by a number of possible responses.

The Provision for Program Sustainability Evaluation Instrument. This questionnaire is designed to determine the extent to which provisions for program sustainability are met for the community extension services rendered

by USJ-R. This is characterized by continued feasibility after the school has 96

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disengaged from the adopted community. Each query in the instrument is followed by a number of responses.

Permission to conduct the study was secured from the administration in coordination with the Research Office. Once approval to conduct the study was granted, the proponent secured the assistance of the INFECOP coordinator in distributing the instruments to the identified respondents including those of the adopted community.

RESULTS AND DISCUSSIONS Provisions for community development were made to a great extent in this institutional community project of the university.

Specifically, provisions were made to a very great extent to encourage the various sectors of Sitio Kasagingan, Mananga to function as a whole through meetings, discussions and others. From this finding, it could be inferred that in majority of cases, the community dwellers were encouraged to use dialogues and assemblies to enhance participation among them which is a necessary ingredient of development. To ensure that this goal was met, the school through its Masscom/Political Science students held trainings for those identified potential community leaders on how to conduct public discussions/ assemblies with their constituents to promote harmony and understanding in the community. Exercises like “pulong-pulong sa barangay�, public speaking and others were conducted for a certain period of time.

Provisions were adopted to help the young members of the area to plan community related development programs. It can be discerned from this information that the project provided the vehicle to involve the youth in community planning and participating in the various activities for community development so that they would achieve self-sufficiency and efficacy. Whenever possible, the youth were encouraged to participate in the programs administered designed not only to hone their leadership skills but most importantly to teach them how to live productive lives. Catechism sessions focused on prayer, love of God and the basics of Christian faith were likewise conducted. `In the area of establishing cooperatives among the community members, provisions to achieve this goal were deemed to be done to a very great extent. This means that the program was able to imbue among the residents 97

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the importance of setting up cooperatives to create a community of mutual benefits. The cooperative concept is widely recognized as an important vehicle to improve the income earning capacity and quality of life of the residents by providing credit resources with affordable interest rates for the people to embark on small scale entrepreneurial activities (Churchill 2007).

Provisions were made to a great extent in terms of facilitating activities to meet the basic needs of the community such as housing, community center, health clinic and others. It can be construed from this finding that the project encouraged and supported capable community dwellers to initiate projects focusing on the essential needs of the place in terms of shelter, health, social and other primary indigence. The project being participated in by various colleges and units of the university indicated that the residents have better access to basic social services through the intervention of the different internal stakeholders of the USJ-R who had contacts with several government agencies, civic and charitable institutions.

In terms of encouraging the community members to make decisions concerning linkages for community development, provisions for the realization of this goal were observed to a very great extent. This means that the project supported the community residents to forge tie-ups with other communities through linkages and share their resources for their mutual benefits. The project facilitates the establishment of mutual cooperation and support whatever the community and the other external organizations, both public and private. This partnership scheme in community development entails more effective approaches and wider scope of beneficiaries since the pooled resources and manpower can systematize more community endeavors (Corpuz 2002).

One of the project’s goals was to create a pool of community trainers who will take over the training and development activities once the school will detach itself from the program. To concretize such goals, several training activities intended to identify, encourage and train local leaders to be future trainers are made through leadership development, planning, problem solving, decision making and management of human relations (Fernando 2007).

Lastly, provisions were also conceived to a very great extent to turn over the community extension program to competent community members.

This indicated that the project created conditions to enable and prepare the community dwellers to be competent and take control of their lives once the program ended. Since the primordial goal of community development is to 98

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develop peoples’ competencies in dealing with various problems and needs, the residents are enjoined to participate in diverse developmental sessions to help them improve, and strengthen their coping capacities for participation, self direction and cooperation.

From the findings, it can be construed that in majority of the areas, efforts were exerted to promote among the residents of the adopted community to develop their capacity to manage community life and realize their expressed needs and aspirations. In short, the various activities undertaken in the project were geared toward community development and directed to the fulfillment of the people’s broad needs, bringing about a conscious process of social interaction and transformation by maintaining a balance between needs and resources of the community (de Leon 2008).

Provisions were made to a very great extent for improving the conditions of the beneficiaries that would free them from the clutches of poverty. This finding indicated that the extension program promoted activities to help generate income among the dwellers for their daily subsistence. Among those activities geared toward improving the economic well-being of the residents are the provisions of livelihood skills training such as soap making, candle making, cosmetology, fancy jewelry making, food preparation and processing.

Provision was made to a very great extent for helping community members to feel capable and in control in improving the quality of their lives. It can be deduced from this finding that the program initiated efforts to help the residents of the adopted community to become independent and self-reliant.

These were manifested in terms of the different developmental programs conducted by the various departments and colleges of the university to equip the community residents with the necessary skills which the latter can use to support themselves and their families and improve their quality of life.

Provision was made to a very great extent in enabling the community dwellers to accept responsibility to improve their standard of living. The project carried with it several activities to assist the residents to have better lives and become positive contributors to society. It can be inferred from the findings that the project involved activities which were targeted in reinforcing the community residents’ capabilities to rely on their own strength and resources by establishing synergistic relationships with different sectors of the community. These potential partners were regarded as possible sources of support and resources for the committees’ programs (Gallagher and Bagin 2002).

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Provisions were made to assist the community dwellers to identify the blocks that hinder their growth and development. This information reinforced the notion that the project provided strategies to help the community residents overcome the problems which may have hindered their growth and development. Sufficient assistance was given to them so that they can transform their community life positively.

The program provided to a very great extent some actions designed to initiate problem solving and decision making. This was not new as the project included an activity designed to help the residents solve problems amicably and effectively as well as making decisions which could lead to a better living environment among themselves.

Provision was also made to a very great extent in helping the program beneficiaries to become self motivated. It can be inferred from this finding that the program included several activities intended to broaden their horizons, and their way of doing things for the better. The project in essence was not only structured to enhance the economic independence of the community residents, it was also intended to develop their abilities to act and modify behavioral patterns for productive pursuits and leading meaningful lives.

Lastly, the program to a very great extent designed various sessions to encourage the community dwellers to initiate projects for the good of their place. The finding denoted that the project paved the way to help residents undertake economic and social movement in the community leading towards self sufficiency and independence.

In the various intervention sessions integrated in the project, the community residents were given opportunities to acquire and enhance their potentials as active and positive contributing members of society. In essence, project Pakigdait’s provisions for program relevance in the area of people empowerment were centered in providing the necessary knowledge and capabilities to live among the community residents.

Provisions for conducting skills training among the community members were made to a very great extent. Provision for technical training was made to a very great extent. These trainings were specifically addressed to the female community members, which included cooking, baking, dressmaking, manicure and a lot more. The sessions catered to the needs among the members in the community who wanted to pursue productive activities to help support the family by augmenting the income provided by their husbands. This was

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also considered a positive step in helping the women to utilize their free time positively.

In terms of providing health, sanitation and nutrition trainings, provisions were manifested to a very great extent. Various sessions focused on the physical and health needs of the residents were conducted like lectures on ascaris and dengue prevention, tooth care, cleanliness drive, proper food preparation to name a few were sponsored by various colleges of the university.

The respondents also indicated that provisions were made to a very great extent to train capable community dwellers to manage conflicts and disagreements effectively. This way, petty misunderstandings can be resolved quickly without going into messy arguments. Aside from the lecture on maintaining the physical wellness of the residents, trainings on problem solving, conflict management, interpersonal relations and teamwork were likewise done to promote harmony and cooperation among the residents in the community.

Providing short term trainings were made to a very great extent to capable male dwellers like carpentry, plumbing, hair cutting and welding.

These skills based training were implemented to make them more productive and generate more income for their families.

Provisions were made to a very great extent in training capable community members on basic financial activities such as record keeping, bookkeeping, cash management, and others. This was done to ensure that the members would learn to maintain sound financial records and decisions for their household and business operations. Although the topics sounded complicated, the sessions integrated in the program were made very simple by the resource speakers to give a better perspective among the participants the importance of managing their resources particularly financial in an effective manner and the basic do’s and don’ts.

Lastly, provisions were made to a very great extent in providing services on how to form a cooperative among interested community members.

This was done to instill among the minds of the community dwellers the importance of having a cooperative way of doing things. The cooperative movement is deemed as one of the best ways to promote an equitable and broad based development in the countryside. This movement calls for pooling of the resources of the members of the community which can be availed of by its members in the furtherance of their economic pursuit (Miclat 2004).

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Table 1. Summary of the extent of provisions for program relevance Department Anchors Dimensions

1. Community Development 2. People Empowerment 3. Skills Training General Average

µ

Students

Beneficiaries I

Item Average

I

µ

I

µ

µ

I

3.20 3.26 3.32

GE VGE VGE

3.15 3.21 3.34

GE GE VGE

3.72 3.75 3.80

VGE VGE VGE

3.36 3.41 3.49

VGE VGE VGE

3.26

VGE

3.23

GE

3.76

VGE

3.42

VGE

This program attribute is deemed an integral component underpinned in this study so as to ensure that the various activities undertaken by the various members of the school were beneficial and functional to the needs of the community residents.

As shown by the general average of 3.42, provisions were made to a very great extent to ensure program relevance of USJ-R’s institutional community outreach program in Sitio Kasagingan, Mananga. The group average of 3.26 from the department anchors and 3.76 from the beneficiaries indicated their concurrence that such provisions were manifested to a very great extent. On the other hand, the group general average of 3.23 from the students belied that from their end, it was observed to be done to a great extent.

Provisions for community development among the beneficiaries were made to a very great extent. This means that the project was able to stir the community dwellers to initiate projects and mobilize their members to introduce self-help activities in the community to ensure its steady growth and development.

Provisions for people empowerment among the beneficiaries were made to a very great extent. Specifically, activities were undertaken to assist community dwellers to organize themselves and work as a team to solve problems in their community. The feeling of confidence is nurtured among the members to enable them to manage their own projects through participatory and consensual decisions and sharing of resources (Linao 2004).

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Provisions were made in the project to a very great extent in conducting skills training among the beneficiaries. The project aimed to provide various skills building activities among the dwellers to enable them to perform significant economic and social activities to improve the quality of their lives.

It can be inferred from the findings that the residents of Sitio Kasagingan who are the intended beneficiaries of the project found the program in general to be significant and useful to their needs. They averred that with the initiation of the outreach movement, it contributed a lot to progress and development of the community specifically in honing the people’s potentials to seek for better ways to improve their lives.

From the perspective of the different department members and students, getting involved with the project’s various activities was meaningful as it integrated with their educational experience an increasing awareness of the pressing needs of society. The level of involvement and the extent of performance of the students have relation to their field of specialization. Lastly, the project is a manifestation of the university’s vision-mission in sharing its resources and services to help alleviate the lives of people in marginalized communities.

Provisions for program sustainability toward capacity building were made to a very great extent. Provision for enabling community members to have their own goals was made to a very great extent. This finding signified the fact that the project was able to encourage the community members to set their direction through the formulation of meaningful goals which t hey could perform by themselves (Sadler 2002).

Actualizing the transfer of knowledge to as many members of the community as possible was also provided by the project to a very great extent.

This information indicated that the developmental activities initiated by the project were not only enjoyed by a selected few community members, but rather, a lot of them were benefited by it leading to the attainment of their own self sufficiency. Various training and developmental sessions were initiated and made available by the university to the community residents to enable them to acquire relevant knowledge and skills for them to improve their living standards.

Provisions were made to a very great extent by the project to assist the community members in choosing partners or linkages for community outreach activities. It can be construed from this finding that the project helped developed the community members to make prudent decisions in selecting 103

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various agencies or organizations with whom linkages can be formed in its quest for community development.

Provision was also made to a very great extent in encouraging the community members to formulate clear cut objectives, vision and mission for their people’s organizations or cooperative. The finding signified that the residents were provided with adequate exposure in vision-mission statement formulation as well as goal setting practices as an essential part of the community organizing scheme espoused by the project.

Provision was made to a very great extent for enhancing the community members’ capabilities to choose their own leaders. It can be inferred from the data that the project provided sufficient exposure among the residents in terms of scope and experience in choosing their own local leaders.

This component of the project intended to assist the residents in coming up with a scheme where potential leaders deemed to carry out their tasks and responsibilities will be identified. Once it is done, the leaders will be organized into a core group that could be entrusted to plan for the development of the community.

With regard to developing the community members’ capabilities for interactive mechanism to strengthen their local organization, provision was made to a very great extent. This is one area where the project needs to reinforce this skill among the dwellers so that they will have the confidence to establish strategic alliances with other organizations for their mutual benefit.

The project to a very great extent was able to develop the capacity of the local leaders to manage community life and be self-reliant. This information denotes the fact that the project made provisions to enhance the ability of the local community leaders to be capable in managing his/her constituents and improve their way of life (Tapales 2003).

To realize such goal, the local leaders were given trainings and made to attend seminars for free on leadership, decision making, problem solving, public relations, and others. Their topics were designed to ensure that the participants will become responsible, competent and confident leaders.

Provisions to sustain the program through fund sourcing were made to a great extent. Facilitating the formation of micro enterprises or entrepreneurial activities among qualified community members was provided to a very great extent. The finding unveils the fact that the project was able to generate useful information and practical guidelines to qualified members on the availability of micro and other entrepreneurial opportunities which can help improve their 104

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standard of living. This was done through the different livelihood trainings conducted by the school to the various sectors of the community like candle, soap, jewelry making, food processing and others to name a few.

Provision for building connection or encouraging linkages with private or public agencies for possible funding sources was made to a great extent. This means that one of the notable goals of the project was to give opportunities to the people to improve their quality of life by forging effective linkages with the various organizations and agencies to fund their projects. The school through its different departments or units arranged and facilitated meetings between the local community leaders and official representatives of various public, civic and private institutions on the possibilities of establishing micro industries to nurture the growth of self sustaining activities (Leonard 2008).

Providing micro financing training among qualified community members was also done to a great extent. It can be construed from this information that the project included certain activities designed to enhance the skills of the dwellers to manage funds effectively and get themselves involved with micro or entrepreneurial endeavors.

Providing access to markets for goods produced from the livelihood programs of the community members were made to a very great extent. The project was able to broaden the market base of the products of the community by creating mechanisms for direct selling, thereby mitigating the interference of the middlemen.

Provision was made to a very great extent in facilitating the holding of bingos, raffles, benefit dances and others as alternative sources of funds.

The project was able to assist the community members in tapping external resources to finance the community’s projects without involving financial public and private agencies.

Lastly, the project was able to provide the mechanism of creating agreements with financial institutions to provide special credit facilities to qualified community members. This means that the project aided those community members who were deemed competent to establish agreements with financial organizations in securing credit privileges to finance their economic activities.

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Table 2. Summary of the provisions for project sustainability

Dimensions

1. Capacity Building 2. Fund Sourcing General Average

Department Anchors µ 3.05 2.93 2.99

I GE GE GE

Students

Beneficiaries

µ

I

µ

3.25 3.23

GE GE

3.70 3.50

3.24

GE

3.60

I

Item Average µ

I

VGE VGE

3.33 3.22

VGE GE

VGE

3.28

VGE

This component of the project is made with the end view of ensuring that the residents of Sitio Kasagingan can continue and sustain their activities even after the school has detached itself from the adopted community. Efforts have been made by the various stakeholders of the project to build the capacities of the residents and to utilize fully their potentials in ensuring continued growth and development in the area.

Provisions were made to a very great extent for the sustainability of the project initiated by the university in its adopted community in Mananga.

Provisions for program sustainability through capacity building among community members were made to a very great extent. In this factor, activities were provided in the various phases of the project to develop the dwellers’ capacity to set their goals, make plans for community development, and establish linkages with other public and private organizations to improve their way of life.

Provisions were made to a great extent for program sustainability in terms of fund sourcing. The gathered data revealed that the project was able to assist the community members in identifying possible sources of funds both internal and external which were needed to undertake as well as finance community related programs. Forging linkages with external sources of funds were also provided to ensure the availability of resources when projects were initiated.

In a nutshell, the residents have expressed their satisfaction in the numerous activities conducted by the university aimed at building capacity in the community to hasten development which is tailored fit to their needs.

However, an area that the residents wanted to be improved is accessibility to credit and other fund sources. Their micro enterprise cannot sustain operations without additional capital but they have difficulty in looking for financial institutions which are willing to assist them. From the students’ and 106

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department anchors’ viewpoint, the project has been an eye opener for them on the need intensify their efforts in building the confidence of the peoples that they can sustain what has been started. They are now cognizant of the fact on the importance of ensuring the sustainability of community oriented projects. Lastly, for the university in general, it is an opportunity to manifest the immersion of the Josenian community in solidarity with the marginalized sectors of society and leaving an indelible imprint of its legacy to the residents in terms of ensuring the sustainability of the projects it has created from the adopted community.

CONCLUSIONS In the context of the findings of the study, the researcher concludes that generally, the provisions for program relevance and sustainability have been attained by the “Project Pakigdait sa Sitio Kasagingan, Mananga.” The various activities integrated in the project to ensure program relevance specifically in terms of community development, people empowerment and skills training were concretized. Such undertakings were implemented to meet the needs of the community residents leading to the upliftment of their standard of living.

With regard to the provisions for program sustainability, the schemes designed to enhance capacity building were met and these have contributed to the achievement of equitable and sustainable development where people can realize their plans in life. However, in terms of fund sourcing, there is a need to improve this aspect of the project to help broad based rural development and reduce income irregularities within the community. These can be done through improved access to credit, deposit and insurance services.

In the light of the foregoing findings of the study, the researcher concludes that program relevance and sustainability have been attained by the “Project Pakigdait sa Sitio Kasagingan, Mananga”. However, there is a need to broaden the provisions for fund sourcing to ensure the sustainability of the community’s development programs.

LITERATURE CITED Churchill, C. 2007. Protecting the poor: A micro insurance compendium.

International Labour Organization.

Geneva:

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Corpuz, B.B. 2002. Manualon community immersion.

Publishing Co., Inc.

Corporate Management Section

Metro Manila:

Horimar

De Leon, A. Practicing community development principles in the barangays.

Quezon City.

Fernando, N.A. 2008. “Rural development outcomes and drives: An overview and some lessons”. Manila, ADB. Gallagher, D.R. and D.Bagin.

2002. The School and community relations. (8th Edition Boston: Ballyn and Bacon.

Leonard, A. 2008. “Integrating sustainability practices using the viable system model.”System Research and behavioral science. Chichester: Vol.25, …. 5; p. 643.

Linao, R.T. 2004. Community immersion. Quezon City: Great Risks Trading.

Miclat, A.N. 2004. The fundamentals of community organization and people empowerment. Sampaloc, Manila: Mary Jo Educational Supply.

Sadler, Philip.

2002. Building tomorrow’s company – a guide to sustainable business success. Milford,CT. Tapales, P.D. 2003. Local government in the Philippines: A book of findings. Manila, Philippines, Kadena Press, Inc.

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Vol. 1 No. 1 January 2011 ISSN: 2094-9251 pp. 109-119 International Peer Reviewed Journal

Asian Journal of Business and Governance Research Note

Mitigating Flood Losses: An Introduction to Implementing a Basin-wide Approach Using Remote Sensing and Geographic Information Systems (GIS) ALEJANDRO TONGCO al.tongco@okstate.edu Oklahoma State University Date Submitted: Sept. 1, 2010 Final Revision Complied: Oct. 6, 2010

Plagiarism Detection: Passed Flesch Reading Ease: 36.36 Gunning Fog Index: 13.60

Abtract - The paper is an introduction to implementing a basin-wide approach using remote sensing and geographic information systems with a purpose of mitigating flood losses in Cagayan de Oro City. The paper discusses remotely sensed imagery and explores the strategy in building the GIS database for the Cagayan de Oro flood loss reduction project.

Keywords - base wide approach, geographic information system

INTRODUCTION Losses due to flooding take many forms. These can include loss of life, property, jobs, productive time, and opportunities. Not only flood victims are the ones affected, but concerned relatives and friends as well. Quantifying the physical damage is difficult enough, but the emotional hardships are impossible to measure. The city government, government agencies, NGOs, and other charitable groups may need to spend substantial man-hours, 109

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millions of pesos in resources, and emotional support to mitigate the difficulties experienced by victims of flood disasters. Those in the lowerincome bracket who unfortunately are the most vulnerable may need even more help. Imagine if these charitable acts could be translated into monetary terms. It could be put to use in many other ways.

But losses and hardships can be mitigated, if thorough planning and preparation are done before flood events occur. Some sectors may already be involved in advocacy and awareness, project planning and implementation, as well as disaster response. Regardless, it is a must to study the flooding phenomenon on a holistic scope that is unique to Cagayan de Oro. Flooding mitigating efforts such as levee construction, drainage, and river dredging may help, but they do not address the root cause of the flooding problem.

If the causes of flooding are known, and if potential floods can be assessed before they occur, mitigating efforts can be intelligently designed. Knowing about the problem can guide planners to synthesize mitigating strategies to apply before, during, and after the flooding.

Nevertheless, one must address the challenges about flooding in CDO on a basin-wide scale. Topics such as general components of flooding, simulating flooding scenarios using new technologies and available satellite imagery, land-use planning and implementation, determining strategic points for early-warning systems, flood plains delineation, formulating guidelines for smooth coordination of various aid sectors during disasters, and assessing the socioeconomic implications of flooding, are just some of the areas that need to be studied in-depth.

The Basin-wide Approach The basin-wide approach of analyzing the flooding phenomenon entails examining all the factors that can potentially contribute to the rise of water beyond the normal level within a basin or watershed, and examining their effects on the basin’s population and sustainability. Thus, the whole flooding cycle needs to be comprehensively examined (Guidelines for Reducing Flood Losses 2006).

Since flooding in the low-lying areas of the city occurs during prolonged and heavy rains within the basin or watersheds, one needs to look at the flooding cycle on a basin-wide scale. A basin or watershed is a low-lying region or area where river and its tributaries drain into (Figure 1).

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Figure 1: A basin and its watersheds (also known as sub-basins) and stream network.

Source: http://en.wikipedia.org/wiki/File:Drainage_basin.gif To tackle the problem basin-wide, a delineation of the basin and its watersheds must first be established.

Remotely Sensed Imagery One way to determine the delineation of the basin and its watersheds is by the use of a satellite image called digital elevation model or DEM (Figure 2) and a capable GIS or image processing software. Every cell or pixel in a DEM contains an elevation value. The higher the resolution or the smaller the pixel size of the DEM, the greater is the accuracy of the measurements that can be derived. Besides delineating a basin, a DEM can be used to quantify low-lying areas, slopes, stream networks, and water volume flow (together with factors such as rainfall values and land cover) of a small or entire area.

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Figure 2. Digital elevation model (DEM) of the CDO basin area clipped from 30-m spatial resolution elevation mosaic of ASTER GDEM (Advanced Spaceborne Thermal Emission and Reflection Radiometer – Global Digital Elevation Model). Source: http://www.gdem.aster.ersdac.or.jp/; http://www. philgis.org.

DEMs (Figure 2) can be processed to produce an output as in Figure 3 using basin and watershed delineation procedures of BASINS (Better Assessment Science Integrating point & Non-point Sources) software program of the U.S. Environmental Protection Agency (USEPA) (http://water.epa.gov/scitech/ datait/models/basins/index.cfm) and ArcGIS 10. The boundary (yellow) of Cagayan de Oro City was copied from Global Administrative Areas (http:// www.gadm.org).

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Bohol Sea

Figure 3. The Cagayan de Oro Basin System and various basins that comprise it.

Figure 3 shows that several independent basins are contained in the Cagayan de Oro boundary area. The CDO river and its tributaries are in one distinct basin which is composed of several watersheds. The CDO river basin (dark red) is independent of the basins adjacent to it. The latter basins have their own stream network not connected with the CDO river basin network.

The purpose of including the adjacent basins in the CDO basin system as shown in the illustration is to show that all these individual basins can potentially contribute to the flooding of metropolitan CDO. The enormity of CDO river basin and its narrow elongated outlet suggest a high likelihood that flooding can happen downstream. The stream network gives a clue where to install early warning sensors. Higher-resolution DEMs and photography, however, are needed to determine the most ideal location after calculating the estimated amount of rainfall that may fall upstream of the sensor. On the other hand, the role of factories and agricultural and animal 113

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farms in various locations of the watersheds during heavy rainfall needs to be studied to devise efforts to mitigate poisoning the landscape and the population downstream especially during flood events.

The flooding magnitude in the basin can further be examined by factors such as land cover and utilization which influence flood volume flow. Land cover and utilization of the entire basin can be determined from multispectral imagery, as in Figure 4. Like DEMs, high-resolution imagery gives more accurate results. Recency of the imagery is likewise important.

Figure 4. A multispectral image of the CDO basin system. (Source: Landsat 7 ETM+Â [Enhanced Thematic Mapper Plus] 15-m spatial resolution panchromatic band, with 3 spectral bands, taken in 2000. https://zulu.ssc. nasa.gov/mrsid/mrsid.pl; http://www.philgis.org) In Figure 4, the urban areas and bare earth are shown in magenta. Areas in various shades of green are vegetative cover. Clouds are shown as cottonlike white areas. The blue area at the top of the image is Bohol Sea. The blue squiggly lines are streams and rivers.

Thus, to assess the possible extent of city flooding before it occurs, one needs to know some basic information such as: where the flood waters may come from within the basins; how much rain may fall at a span of time, what coverage, and where; how fast water rushes to the city at what volume; the size and slope of the watershed; the land cover and land utilization of a specific area of the basin; and flow measurements from gauging sensors at 114

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various converging points of the tributaries. Soil type also plays a part in the calculation of surface runoff and resulting flood flow.

All these require investments in hardware, software, data, and manpower and are necessary to ultimately lessen the devastating and expensive outcome of floods. This is where the application of a geographic information system (GIS) can play a highly significant role throughout the project cycle and beyond.

GIS A GIS is basically an information database consisting of geographically referenced data layers, wherein data in each layer is linked to a graphic (Figure 5). Because of its visual feature, GIS is effective in presenting information that is easy to understand by planners, designers, coordinators, managers, and other stakeholders in flood disaster mitigation projects. A basin-wide GIS can well illustrate the comprehensive nature of the flooding problem and is therefore a valuable tool in explaining pre-disaster scenarios. A GIS allows faster and easier exchange of data to all who may wish to do flood disaster projects.

Figure 5. Layers of data simulating a real world.

(Source: http://gis.com/content/why-use-gis) 115

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In a GIS, each dataset or layer is tied to a uniform geographic coordinate system. The idea is for all layers to stack on top of each other seamlessly. A combination of same-referenced layers of the basin may be used as desired. A popular example of a layer is a political boundary, such as national, regional, provincial, municipal, barangay, or purok, and densely populated areas.

These are called areas or polygons. Another example is river, stream, or roads. These are normally represented as lines at some elevation. A layer can also be a point. An example is the location of early-warning sensors or water depth gages. Raster images such as DEMs, Landsat satellite images, and aerial photos can also be used as layers. By overlaying several layers, one can simulate real-world situations. This is one major usefulness of GIS – to simulate and analyze events before they actually happen, avoiding investments which otherwise could be very costly.

Building the GIS Database for the CDO Flood Loss Reduction Project A basin-wide GIS database is necessary to support and supply the geospatial data needs of individual, comprehensive, or integrated projects that deal with flood loss mitigation in Cagayan de Oro City.

Planners and investigators of flood-related projects need geospatial data to design, implement, manage their projects, as well as to assess their projects’ performance. These data include the following: administrative boundaries, population density and distribution, basin and watershed delineation (as shown above) and characterization, river network, flood plain delineation, flood-control structures, desired locations of early-warning systems, location and time of rainfall forecasts, and city drainage system. Furthermore, data should include planned evacuation and temporary shelter areas, evacuation routes, capacity of transport vehicles, and locations of hospitals and clinics.

As in any information system, GIS requires data as input to produce information. GIS’ biggest challenge, therefore, is in database construction.

Data needs to be collected, verified, processed, standardized, and managed to conform to the needs of project investigators. For a basin-based project, characterizing the watershed or basin could be time-consuming. This entails delineating and assessing the watershed and its resources, including vegetative cover, extent of developed areas, soil type, slope, runoff, waterholding capacity, and geology of the area. Evaluating the basin’s land cover and land-use may have to be done regularly every year or two to reflect their timeliness and recalculate flood flow.

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Using remotely-sensed multi-spectral (multi-band) satellite image data and through image analysis and classification, the concentration, distribution, and types of vegetative cover can be assessed. For output that requires greater detail and recency, one needs to acquire higher-resolution commercially available imagery. Elevation points and contour lines can also be derived from DEMs. A new technology called LiDAR (Light Detection and Ranging) can handle both vegetation canopy classification and elevation variation measurements. Aerial photography is also valuable to assess a landscape.

It does not, however, show variation in elevation. But it is quite useful as backdrop for creating vector files and for verification and display. Aerial photographs of landscapes are also used for draping over DEMs to show a realistic 3-D view. Google Earth and ArcGIS Explorer, both free viewers, have produced detailed aerial photography of selected areas of the country, including parts of CDO (Figure 6) that are also viewable in 3-D.

Figure 6. A satellite photo of a portion of CDO taken in 2004.

(Source: Google Earth).

Processing these various imageries requires specialized GIS and/or image processing software and skilled manpower. Free software are available but offer limited capabilities. The commercial ones have extensive capabilities but normally at steep price.

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A GIS for the CDO basin system equipped with a comprehensive library of basin-wide geospatial data is definitely a worthwhile investment for CDO. GIS demands centralized data standardization and management.

It is a valuable component in any mitigation project or in almost any other basin-based project. Having a central GIS database, delivery of data is easier and faster, data revisions are less expensive, and data duplication efforts are avoided. All these advantages hasten intelligent centralized and uniform planning, implementation, and assessment of disaster mitigation projects that could potentially reduce loss of life and property and lessen the disruption of people’s lives.

Flooding is a natural occurrence; it will come again. It could come next year or the year after next or sooner. It is not a matter of ‘if’ but ‘when’ the next will occur.

Note: Pursuant to the international character of this publication, the journal is indexed by the following agencies: (1)Public Knowledge Project, a consortium of Simon Fraser University Library, the School of Education of Stanford University, and the British Columbia University, Canada:(2) E - International Scientific Research Journal Consortium; (3) Journal Seek - Genamics, Hamilton, New Zealand; (4) Google Scholar; (5) Philippine Electronic Journals (PEJ);and,(6) PhilJol by INASP. Acronyms ASTER GDEM Advanced Spaceborne Thermal Emission and Reflection Radiometer – Global Digital Elevation Model BASINS Better Assessment Science Integrating point and Non-point Sources DEM Digital Elevation Model CDO Cagayan de Oro ESRI Environmental Systems Research Institute GADM Global Administrative Areas GIS Geographic Information Systems Landsat 7 ETM+ Enhanced Thematic Mapper Plus LiDAR Light Detection and Ranging NGO Non-government Organization USEPA U.S. Environmental Protection Agency

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LITERATURE CITED Guidelines for Reducing Flood Losses. United Nations International Strategy for Disaster Reduction. 2006. http://www.unisdr.org/eng/library/ isdr-publication/flood-guidelines/isdr-publication-floods.htm.

About the author: Alejandro Tongco has more than six years of experience in GIS. He holds a doctoral degree in engineering and currently works as a research specialist focusing on GIS at Oklahoma State University, U.S.A. He is the founder and project director of the Philippine GIS Data Clearinghouse (http://www. philgis.org), a non-profit portal for free distribution and sharing of Philippine geospatial datasets. Dr Tongco is helping Liceo de Cagayan University build its GIS capability. He can be contacted at al.tongco@okstate.edu.

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Vol. 1 No. 1 January 2011 ISSN: 2094-9251 pp. 120-132 International Reviewed Asian JournalPeer of Business andJournal Governance

Asian Journal of Business and Governance Public Governance Section

Empowerment and Quality of Life of Local Migrant Workers in an Urban Community DONNA LOU E. NERI donnaevasco@yahoo.com GENARO V. JAPOS drgvjapos@yahoo.com Liceo de Cagayan University Date Submitted: July 26, 2010 Plagiarism Detection: Passed Final Revision Accepted: Sept. 30, 2010 Flesch Reading Ease: 54.61

Gunning Fog Index: 12.18

Abstract - This descriptive study explores the empowerment of local migrant workers in an urban community of Southern Philippines . The respondents are the 164 workers in five of the biggest retail stores in the city.

Modified questionnaires, supplemented with FGDs, were the main tool employed. Permission was requested from the DOLE and the store management, as well as written informed consent from the study participants. Data gathered were then processed using descriptive statistics. Results show that due to their resilience and tenacity of purpose, they have high empowerment level and are moderately satisfied of the quality of their life. The findings have various implications on program planning and policy making in related private and government agencies to promote the empowerment among local migrant workers.

Keywords - local migrant workers, empowerment, quality of life 120

Empowerment and Quality of Life of Local Migrant Workers in an Urban Community

D. L. E. Neri and G.V. Japos

INTRODUCTION An intrinsic component of development is migration, as it brings about many changes in both the economic and social fronts. Migration has the potential of enhancing people’s quality of life as it offers job opportunities.

More often than not, earning an income is seen as a positive factor for a person to be able to provide for its basic needs. This present plight among local migrant workers is compounded to certain extent due to the dearth of data on their level of empowerment. This preliminary study is, therefore, very important in bridging the knowledge gap on the migrant workers in Cagayan de Oro City.

With regard to empowerment, the Social Work Dictionary (as cited by Carcallas 1999) defines it as “the process of helping individuals, families, groups and communities increase personal, interpersonal, socioeconomic, and political strength and influence toward improving their circumstances”.

Empowerment is operationally-defined in this study as the migrant workers’ self-esteem, sense of personal fulfillment, work attitude, job satisfaction and quality of life. Exploring their level of empowerment can provide insights on the factors that increase their propensity for abuse, exploitation and lack of power.

Previous related studies revealed that empowerment is seen both as a means and an end in health promotion (Ackerson and Harrison, 2000; Laverack, 2004; Rissel 2004). Moreover, according to Lippin’s study (2003), empowerment-based training approaches appear to be effective in fostering worker’s ability to initiate change in the workplace. Thus, empowerment will be used as a tool in coming up with health promotional designs. In turn, health promotion and maintenance among migrant workers is hoped to increase work productivity, as well as the company’s production (Kar 2001; Nishikido 2007, Siebert, et al 2005).

It is envisioned that the outputs of this study will be used by the Department of Labor and Employment (DOLE 2007), Department of Health (DOH), City Health Office of Cagayan de Oro, related NGOs, and other private industries as basis in the formulation of health promotional- related policies and programs aimed at enhancing the health status and level of empowerment among local migrant workers in Cagayan de Oro City. Results will also be equally relevant even in the international sectors like the World Health Organization (WHO) and International Labor Organization (ILO).

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FRAMEWORK Migration trends show that there is a rural-urban flow of migrants in the Philippines (POPCOM 2007). Migration flow is generally linked with the level of urbanization that a city has already reached (Bilsborrow, 1993).

Thus, Cagayan de Oro City draws a huge number of migrants from both far and nearby rural areas. Previous studies in the Philippines attest that female migrants outnumber male migrant workers. In NCR, majority of the local migrants are young, single, female and between the ages of 15-34 (Carcallas, 1999, and Gultiano and Xenos 2005).

Tribble, et al (2008) contended that individual empowerment reinforces behaviors and encourages the person to take more control over events and important situations in his or her life. Individual empowerment further contributes to the development of problem-solving skills and increases selfesteem and self-efficacy. The study identified as well several indicators of individual empowerment. These are: 1) awareness of one’s life situation, own strengths and needs; 2) increase in self-esteem; 3) decrease in negative feelings; 4) well informed decision-making; 5) learning and developing skills; 6) taking action; 7) developing relationships with the social support environment and network; and 8) improvement in living conditions.

In addition, an action research conducted by Nishikido (2007) in Japan, revealed that the use of an empowerment model in health promotion was applicable and feasible in small and medium-sized enterprises. Empowermentbased health and safety training programs posit that training workers to take action on health and safety issues is a key to improving work environments.

This particular research assessed how two (2) union-led, empowerment-based hazardous materials training programs made an impact on the health and safety workplace conditions across four (4) industrial sectors. The participants reported increased attempts and successes in advocating for workplace health and safety changes, as well as individual changes in health awareness and work practices Lippin (2003). Empowerment is considered, therefore, as an important promoter of health.

Nonetheless, empowerment is a long-term process of change. It is a dynamic phenomenon comprising a number of steps or phases, but there is no consensus between authors concerning the whole process. Usually the process starts with an awareness phase and ends with an action phase, be it individual or collective in nature.

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Empowerment and Quality of Life of Local Migrant Workers in an Urban Community

D. L. E. Neri and G.V. Japos

OBJECTIVES OF THE STUDY In this study, the following objectives were pursued:(1) to establish the level of empowerment among local migrant workers; and (2) to determine the quality of their life.

RESEARCH METHODOLOGY This study is exploratory and descriptive in nature. Both qualitative and quantitative approaches were utilized. The researcher included the workers in the retail industry in Cagayan de Oro City as respondents. Five (5) of the biggest retail stores in the city were targeted as research settings. The original plan was to do random sampling among the local migrant workers in these 5 stores. However, only those who were chosen by the management or human resource officer and who were willing to participate and are available for interview were included in the study. It was also planned that 20 male and 20 female migrant workers in each store (total of 200 respondents) will be selected. Only 164 questionnaires were returned.

For the instrumentation, questionnaires for the background characteristics and the health profile were given to the study participants for them to answer.

This questionnaire was modified based on the study of Carcallas (1999), Total Health Assessment Questionnaire by Austin (2005), and Lippin (2003).

The questionnaire was also subjected to pilot testing prior to the conduct of the study which yielded a Cronbach alpha of 0.769. This indicated that the questionnaire is valid and reliable. This data collection method was supplemented with semi-structured interviews in the form of focus-group discussions (FGD) on the level of empowerment. There were a total of ten (10) FGDs conducted, two (2) FGDs from each store.

Prior to the fieldwork, a letter of permission to conduct the study signed by the researcher and the Research and Publication Director of Liceo de Cagayan University was given to DOLE Region X Director. After his approval and endorsement, another letter was given to the Human Resource Management Office of each retail/department store for permission. All stores approved the conduct of the study with the condition that the study will only focus on the employees and not the company, and that the answering of questionnaires and the schedules of interviews will be set outside their working time.

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In order to observe research ethics, written informed consent was solicited from the study participants and establishments where they are connected. Only those who have agreed freely to participate in the study were included as study participants. Privacy and confidentiality were likewise strictly employed in the data collection through the use of code numbers in identifying the establishments and study participants.

After data gathering, the information gathered were processed using descriptive statistics. In particular, data on empowerment and quality of life were analyzed using the weighted mean. Interview responses were also content analyzed, coded and tabulated according to common themes.

RESULTS AND DISCUSSION Table 1 presents the level of empowerment as perceived by the local migrant workers in CDOC. The table is arranged according to the three (3) indicators, with their respective overall means. Data show that the respondents have high level of empowerment in all 3 indicators, with the highest mean on self-esteem and sense of fulfillment and the lowest mean on job satisfaction.

On the whole, the highest items were the following statements: “I know my work-related responsibilities,” “Management is a good example to employees”, and “I take initiative at work”. On the contrary, the items with the lowest mean were the following: “I do not fear that I may loose my job,” “If I have a problem, I can speak directly to the management”, and “I do not get bored with my work.” These lowest items are the things that needed to be improved in order also to increase the level of empowerment among the migrant workers.

124

My work motivates me.

I feel enthusiastic about my work.

3.80

4.15

4.27

4.73

I know my work-related responsibilities.

MEAN

4.38

I know which work I could complete everyday.

WORK ATTITUDE

3.84

I do more than what is expected of me at work.

VH

4.53

H

H

VH

VH

VH

H

VH

VH

4.42

4.23

H

Level

3.80

WM

Males

I know exactly what I need to do in my work.

I know what my job requires of me.

I work well.

I am satisfied with the work that I do.

Self-Esteem and Sense of Fulfillment

3.88

3.92

4.13

4.76

4.20

3.76

3.92

4.32

4.20

3.80

WM

Females

H

H

H

VH

H

H

H

VH

H

H

Level

Table 1. Level of empowerment among local migrant workers in Cagayan de Oro City

3.84

4.03

4.20

4.74

4.29

3.80

4.07

4.42

4.31

3.80

Both Sexes Mean

High

High

High

Very High

Very High

High

High

Very High

Very High

High

Level

Empowerment and Quality of Life of Local Migrant Workers in an Urban Community D. L. E. Neri and G.V. Japos

125

126

4.11

My work is routine and not risky.

4.19 3.26 3.42 3.92

Management tries to solve my work related problems.

I am rewarded for work well done.

Management does not take advantage of me.

Management treats me in a just way.

3.51

4.57

Management is a good example to employees.

Mean

L

2.46

H

H

H

M

H

VH

M

2.80

H

H

L

L

VH

My opinion is asked before changes are made in the way I work.

If I have a problem, I can speak directly to the management.

JOB SATISFACTION

2.26

I do not fear that I may lose my job.

3.57

2.50

I do not get bored with my work.

MEAN

4.65

I take initiative at work.

Continuation of Table 1

3.47

4.16

3.04

3.00

3.64

4.52

2.64

3.32

3.59

4.08

2.36

3.04

4.28

H

H

M

M

H

VH

M

M

H

H

L

M

VH

3.49

4.04

3.23

3.13

3.91

4.54

2.55

3.06

3.58

4.09

2.31

2.77

4.46

High

High

Moderate

Moderate

High

Very High

LOW

Moderate

High

High

LOW

Moderate

Very High

Asian Journal of Business and Governance Public Governance Section

Empowerment and Quality of Life of Local Migrant Workers in an Urban Community

LEGEND: 4.21 – 5.00

3.41 – 4.20 H 2.61 – 3.40 M

1.81 – 2.60 L 1.10 – 1.80 VL

D. L. E. Neri and G.V. Japos

VH (Very High Level of Empowerment) (High Level of Empowerment) (Moderate Level of Empowerment) (Low Level of Empowerment) (Very Low Level of Empowerment)

Table 2. Summary table of level of empowerment among local migrant workers

Self-esteem and sense of fulfillment

4.20

Verbal Description High

Work Attitude

3.58

High

Job Satisfaction

3.49

High

3.75

High

Indicators of Empowerment

Overall Mean

Weighted Mean

The level of empowerment of local migrant workers (Table 2) is generally high (3.75). They rated very high in their being able to work well, knowing the job requirements, completing daily tasks and responsibilities. These suggest that migrant workers saw themselves as efficient and good workers, which are attributes of successful rank and file employees. Managers and supervisors train their employees to do their job efficiently. However, there has been little evidence that the migrant workers have the ability to initiate change in the workplace, a phenomenon deemed crucial in the empowerment of employees (Lippin 2003). Their being casual, non-tenured rank and file status may have limited their motivation to initiate changes since they have little political power in the workplace.

Work attitude of the workers indicates their work enthusiasm, work motivation, and job security. They do not fear the loss of job because they are aware that their contracts are good for six months only due to their temporary status. They have to apply for work in another firm after expiration of contracts.

This transitory nature of employment has become part of their mindset and they have accepted this as part of struggles. Hence, empowerment could mean the freedom of choice for the next employer.

Job satisfaction has been rated high suggesting that their managers lead by example, openness of communication lines, and assistance in solving 127

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problems. Management appears to encourage employees to solve their own problems and exercise fairness and justice in treating employees.

The general satisfaction of quality of life is moderate (67%) with a higher percentage of females (75) indicating moderate satisfaction than males (60%).

More than half (53%) of the males categorically indicated they are not satisfied with their job while more females (52%) were satisfied. This suggests that the males do not think of their job as stable enough to support a family as a bread winner while the women could easily find secondary occupations as supplemental sources of income.

Table 3. Quality of life among local migrant workers

in Cagayan de Oro City

Quality of life indicators In general, how satisfied are you with your life? (include personal and professional aspects) • Very Satisfied • Moderately Satisfied • Not satisfied TOTAL Would you agree that you are satisfied with your job?

• Yes • No TOTAL In general, how strong are your social ties with your family and/ or friends?

• Very strong • Moderately strong • Not strong TOTAL Considering your age, how would you describe your overall physical health?

• Very good • Good • Poor TOTAL

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Both Sexes (n=164)

Males (n=88)

Females (n=76)

F

%

F

%

F

%

29 110 25 164

17.7 67.1 15.2 100

19 53 16 88

21.6 60.3 18.1 100

10 57 9 76

13.2 75.0 11.8 100

81 83 164

48.5 51.5 100

41 47 88

46.6 53.4 100

40 36 76

52.6 47.4 100

62 85 17 164

37.8 51.9 11.3 100

36 42 10 88

41.0 47.7 11.3 100

26 43 7 76

34.2 56.6 9.2 100

38 115 11 164

23.2 70.1 6.7 100

23 59 6 88

26.1 67.0 6.9 100

15 56 5 76

19.8 74.7 6.5 100

Empowerment and Quality of Life of Local Migrant Workers in an Urban Community

D. L. E. Neri and G.V. Japos

Continuation of Table 3

How many hours of sleep do you usually get at night?

• 4 – 6 hours • 7 – 9 hours TOTAL Have you suffered a personal loss or misfortune in the past year?

(Ex. A job loss, death of a love one, broken relationship) • Yes • No TOTAL How often are you depressed?

• Always • Sometimes • Never TOTAL In the past year, how many times and days of personal illness have you had that kept you from your normal activities?

• 1 – 7 days • 8 – 14 days

50 114 164

30.5 69.5 100

24 64 88

27.3 72.7 100

26 50 76

34.2 65.8 100

75 89 164

45.7 54.3 100

36 52 88

40.9 59.1 100

39 37 76

51.3 48.7 100

9 131 24 164

5.5 79.9 14.6 100

3 66 19 88

3.4 75.0 21.6 100

6 65 5 76

8.0 85.5 6.5 100

61 15

37.2 9.1

34 10

38.6 11.4

27 5

35.5 6.5

In terms of physical health, a higher percentage of females (74%) rated themselves good or healthy while 67 percent of the males said so. The manual and menial type of work is usually assigned to males who lack college education compared to the less strenuous work given to females.

A higher percentage (72%) of males sleep 7-9 hours while about 65 percent of females said so. Males usually watch the evening news and then retire since their labor-intensive work make them feel tired in the evening. Females have hygienic rituals, watch soap opera and engage in conversation, thus, sleeping a little later than the males.

Half (51%) of the females indicated loss or misfortune compared to about 40 percent of the males. It could be due to the emotional nature of women who give more value to sad events in their lives. They tend to be more expressive of their emotional state. A higher percentage of females (85%) experienced occasional depression than the males (75%). The males’ usually reserved and constrained emotional expression of negative experiences could explain their vulnerability to depression.

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More than one-thirds of the respondents were absent for a week in the past year due to personal illnesses. This reveals that physical illnesses caused disruption in their work leading to deduction of salary and expenses on medications.

CONCLUSIONS In the light of the above findings, the following conclusion are advanced:

1. Resilience and tenacity of purpose kept the level of empowerment high despite the economic difficulties, physical and mental health problems of local migrant workers. They reported high levels of self-esteem and sense of fulfillment derived from accomplishing their job tasks and meeting expectations of their employers. They have a high level of work attitude manifested through self-driven passion towards work that keeps them motivated. They expressed a high level of job satisfaction from being given a chance to be heard by co-workers and supervisors and from the managers who treat them well and reward them for a job well done.

2. In general, the migrant workers are moderately satisfied of the quality of their life, revealing a dissatisfaction of the sustainability of their job with the awareness that they did not finish college education and therefore would make it difficult for them to attain regular job status. The distance and isolation from their families have weakened their family ties. Physical and mental strains exact a toll on their ability to manage stress as seen in their perception of their health as good and occasional bouts of depression and absences from work.

RECOMMENDATIONS Based on the implications cited above, the following are recommended: There must be policy changes in the Department of Labor and Employment (DOLE) and in the specific workplaces that would support the uplift of empowerment among rank and file local migrant employees. These policies may be in the form of institutionalizing health promotion and empowerment programs within the workplace with emphasis on the prevailing health history and current health concerns (including mental health) of these 130

Empowerment and Quality of Life of Local Migrant Workers in an Urban Community

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employees. These programs must be personalized and participative in terms of decision-making, meaning the program will take into account the specific health and empowerment problems and needs of the employees. In addition, these employees must also have a say or may decide on what programs or activities are best for them.

Note: Pursuant to the international character of this publication, the journal is indexed by the following agencies: (1)Public Knowledge Project, a consortium of Simon Fraser University Library, the School of Education of Stanford University, and the British Columbia University, Canada:(2) E - International Scientific Research Journal Consortium; (3) Journal Seek - Genamics, Hamilton, New Zealand; (4) Google Scholar; (5) Philippine Electronic Journals (PEJ);and,(6) PhilJol by INASP.

LITERATURE CITED

Ackerson, B. and D. Harrison 2000. Practitioners’ perception of empowerment. Families in Society Journal. Volume 81. Number 3 (May/June 2000). ISSN 1044-3894.

Bilsborrow, R. and United Nations Secretariat 1993. Internal female migration and development: an overwiew in internal migration of women in developing countries. New York: United Nations.

Carcallas, C. J. 1999. Perceptions of gender and empowerment among young migrant women: the case of domestic helpers in two rmi social centers. A Masteral Thesis. De La Salle University.

Department of Labor and Employment 2007. www.dole.ph.

Gultiano, Socorro 2005. Age-structure and urban migration of youth in the Philippines. http:// www.teenfad.ph/beintheknow_content.php?id=76.

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Laverack, G. 2004. health promotion practice: power and empowerment. Social Science & Medicine Journal. ISSN 0277-9536 Lippin, T. 2003. Empowerment-based health and safety training: evidence of workplace change from four industrial sectors. National Institute of Environmental Health Sciences. North Carolina: USA. Nishikido, N. 2007. Development and process evaluation of the participatory and actionoriented empowerment model facilitated by occupational health nurses for workplace health promotion in small and medium-sized Enterprises. Department of Community Health Nursing, School of Health Sciences, Tokai University: Japan.

POPCOM 2007. Database.

Rissel, C. 2004. Empowerment: the holy grail of health promotion? School of Public Health, Division of Epidemiology, University of Minnesota, Minneapolis: USA. Siebert, S., S. Kwok, L. Flores, and A. Buttenheim 2005. Bridging the occupational health gap: community empowerment and capacity building for los angeles garment workers. Department of Community Health Sciences, School of Public Health, University of California, Los Angeles: USA. Tribble, D., F. Gallagher, L. Bell, C. Caron, P. Godbout, J. Leblanc, P. Morin, M. Xhignesse, L. Voyer, and M. Couture.

2008. Empowerment interventions, knowledge translation and exchange: perspectives of home care professionals, clients and caregivers. BMC Health Services Research.http://www.biomedcentral.com/14726963/8/177.

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Vol. 1 No. 1 January 2011 ISSN: 2094-9251 pp. 133-150 International Peer Reviewed Journal

Asian Journal of Business Governance Business Education Section

Dominant Logic and Quantum Leadership: How both Relate to Entrepreneurial Aptitude among Business and Non-Business Students MICHELLE G. SIMBULAN mtzchi@yahoo.com Bukidnon State University and School of Graduate Studies, Liceo de Cagayan University Date Submitted: July 15, 2010 Plagiarism Detection: Passed Final Revision Complied: Oct. 1, 2010 Flesch Reading Ease: 39.27

Gunning Fog Index: 13.16

Abstract - The centerpiece of the study is the dominant logic, quantum leadership practices, and entrepreneurial aptitude perceived by business students and non-business students from public and private higher education institutions (HEIs) in Bukidnon. The study used the descriptive method. Questionnaires were distributed to and casual interviews were organized for randomly selected Business and Accountancy 4th year students in 2 public universities and 2 private higher education institutions.

There were 160 student respondents. The business and nonbusiness students agree about proactiveness, routines, and learning in the dominant logic set of practices and strongly agree about external orientations. Both groups also agree about autopoietic flow, and uncertainty and ambiguity in the quantum leadership set of practices. There was a significant difference in the perceptions of business and non-business students about dominant logic and quantum leadership practices. Dominant logic and quantum leadership have 133

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significant correlations with entrepreneurial aptitude.

Students from private and public educational institutions have significant differences in their perceptions about dominant logic and quantum leadership. I suggest a form of priority intervention: business students ought to be provided with on-the-job-training in business establishments so they acquire a good grasp on the what and the how of business.

Keywords - dominant logic, quantum leadership, entrepreneurial aptitude INTRODUCTION Institutions offering business courses have the responsibility of promoting the development of entrepreneurship among business students. To develop entrepreneurship, one needs to develop an entrepreneurial mind set. This mind set needs to be oriented toward and conditioned for global competition.

While the conventional practice of Filipino graduates is to look for a job after graduation, or to work for multinational companies and corporations, or to aspire for work abroad, global business competition drives one to become an entrepreneur and create jobs for others. Philippine business educational institutions ought to shift curricular emphasis away from employment toward entrepreneurship and introduce the concepts and practices of dominant logic and quantum leadership. Teaching these concepts will help spur the development of business in the countryside.

Dominant logic refers to the way leaders in firms conceptualize the business and make critical resource allocation decisions (Prahalad 2004). It is the manner by which firms develop mental maps, business models, and processes that become organizational recipes (Obloj, Obloj & Pratt 2010). It is considered the DNA of the organization, where the four elements of dominant logic, that is, (1) perception/sensemaking orientation or external orientation, (2) choices/actions or proactiveness, (3) learning, and (4) codification of learning/routines (Obloj and Pratt 2010) are considered in determining the performance of firms and their ability to achieve success (Obloj, Obloj & Pratt 2010).

Today, business in the Philippines is dominated by foreign multinationals.

The Chinese who claim to be Chinese-Filipinos or “ chinoys” own and manage the top 10 to 20 business establishments in the country. Non“ chinoys” , on 134

Dominant Logic and Quantum Leadership: How both Relate to Entrepreneurial Aptitude among Business and Non-Business Students

M.G. Simbulan

the other hand, operate medium, small and micro businesses. Retail “ sarisari” store owners abound everywhere. Their owners are content with “ just making a living.” In interviews conducted among business establishments in Malaybalay City, the mind set of business owners focuses on survival. There is some form of a valuing system for managing the business.

Dominant logic works as a “lens through which entrepreneurs see their environment” (Obloj et al. 2010). It helps them expand their worldview and see more opportunities (Prahalad 2004). Entrepreneurs have to become leaders of change in the business community.

Quantum leadership views all entities as perturbations in a “ ground” of energy that may be described as ‘ the Infinite that is the background for the whole’ (Fris and Lazaridou 2006). It has three main dimensions: (1) going with the autopoietic flow, thatis, the tendency to self-organize; (2) working with uncertainty and ambiguity; and (3) recognizing the fundamental imperative flow from the quantum vacuum, celebrating visions and values (Fairholm 2004). Quantum leadership is complex, diverse, uncertain, contextual and has multiple possibilities (Zohar 1997). It is based upon the achievement of a future-perfect organization, a prototype of high-performance organization in the 21st century.

Quantum leadership occurs by projecting one’ s mind set and behaviors into thefuture-perfect paradigm and literally “ pulling” the organization into that future state. A Future-Perfect Organization is defined as exceptional in terms of productivity, performance, and profitability, one to three years into the future (O’ Grady & Malloch 2003).

A quantum leader cultivates his/her own inner light and individual potential, and– at the same time– is always aware that truly creative leaders draw a great deal of insight and inspiration from the unexpressed qualities of the group they lead. They do not ignore values but “ draw their focus, their energy from a deeper pool of vision and more lasting values.” There exists a quantum vacuum: a vast pool of seething potentiality, an interwoven pattern of dynamic energies (Zohar 1997). Quantum leaders see every individual as a vital part of the whole organization. Every element of the organization has its purpose for existence. There is no such thing as “emptiness” or “uselessness”.

For this study, we used entrepreneurial attitude as an indicator. We thought that it would be interesting to get to know how little or how extensive business and non business students possessed dominant logic and quantum leadership. We wanted to see how strongly students possessed the desire to pursue, create and own a business and become bosses themselves.

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We– also– wanted to assess how business and non-business students perceive the idea of dominant logic and quantum leadership in business.

We felt that the study would be relevant for future entrepreneurs. It would help them revitalize their business. It would also facilitate the natural dissemination of these entrepreneurial values among the other small retail “ sari-sari” businessmen in the business community.

OBJECTIVES OF THE STUDY The study pursued the following objectives: (1) to describe the perceptions of business and non-business students about dominant logic and quantum leadership practices, (2) to compare the perceptions of students about dominant logic and quantum leadership practices, (3) to determine the entrepreneurial aptitude of students, (4) to find the relationship between the perceptions about dominant logic and entrepreneurial aptitude, (5) to find the relationship between the perception of quantum leadership and entrepreneurial aptitude, (6) to examine the difference in the perception of dominant logic and quantum leadership when categorized as to the type of educational institution the student respondents come from, (7) to investigate the relationship between the perception of dominant logic and quantum leadership when students are categorized as belonging to private and public educational institutions.

METHODOLOGY Using the descriptive method, we distributed questionnaires and hosted casual interviews for Business and Accountancy student respondents. They were randomly selected from 2 public universities and 2 private higher education institutions in Bukidnon. We sampled a total of 160 students. 40 students were chosen from Bukidnon State University in Malaybalay City.

Another 40 students were chosen from Central Mindanao University in Maramag– that is– a total of 80 students from public educational institutions.

50 students were chosen from San Isidro College in Malaybalay City and another 30 students were chosen from Mountain View College in Bagong Taas– that is–a total of 80 students from private educational institutions.

A researcher-made questionnaire was constructed for the study. It had five parts. Part 1 asked for the profile of the business students. Part 2 identified the dominant logic elements, namely: proactiveness, external 136

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M.G. Simbulan

orientation, routines, and learning. It consisted of 20 items patterned after the Obloj questionnaire. Part 3 traced the quantum leadership elements, namely: autopoietic flow (tendency to self-organize), uncertainty and ambiguity, and fundamental imperatives, celebrating vision and values. It consisted of 9 items based on the features of quantum leadership. Part 4 included entrepreneurial aptitude, namely self-evaluation, introspection and challenges. It consisted of 30 items. This added up to a total of 59 items. Part 5 contained a list of suggestions for possible interventions that student respondents had to rank.

The questionnaire was content-validated by three experts. The experts were faculty members of the accounting and business departments. They were given a checklist of the criteria for rating the questionnaire. The checklist was subdivided into the following categories: clarity, appropriateness and relevance. The average of the evaluation was used to validate the questionnaire. The questionnaire was considered valid if the average of the evaluation reached 60% and above. The resultant average forclarity was 83%, appropriateness was 91.67% and relevance was 77%. The questionnaire was also validated among 50 business students who were not respondents of the study. The results were subjected to a reliability test. The Cronbach-alpha reliability test showed a reliability score at 91% (0.91) for all the items about quantum leadership and entrepreneurial aptitude. The r-values showed that the items in the questionnaire are reliable. Based on the reliability tests, the questionnaire was refined before it was used with the student respondents.

RESULTS AND DISCUSSIONS 1. The Perceptions of Business and non-Business students about Dominant Logic and Quantum Leadership 1.1 Dominant Logic Table 1 presents the perceptions of business and non-business students about dominant logic. Both groups show similar results in proactiveness. Both groups strong lyagree that entrepreneurs should start new initiatives and strategic ventures. Non business students strongly agree that they be allowed to experiment with business ventures.

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Table 1. Summary table about the dominant logic of business students and non-business students Dominant Logic Indicators

Students with business background

Students without business background

Total

Mean

Sd

Mean

Sd

Mean

Sd

4.25

0.73

4.01

0.85

4.26

0.71

4.62

0.55

4.56

0.58

4.58

0.57

4.25

0.65

4.20

0.64

4.22

0.65

Learning

4.35

0.70

4.27

0.70

4.30

0.70

Overall

4.37

0.66

4.26

0.69

4.34

0.66

Proactiveness External Orientation Routines

QD

A SA A A A

QD

A SA A A A

QD

A SA A A A

Both groups agree that business entrepreneurs should be risk takers and that implementation of new products should be a business priority. Business students have higher mean ratings in these aspects indicating that they have more confidence in running a business because of their experience.

Both groups of business students strongly agree about external orientation inmost of the items except in being optimistic about the future.

Students believe that there should be a vision and mission in their business.

They also believe that the business environment is a source of opportunities and that it is important to provide are spectable challenge. The students also agree on the routine elements in dominant logic. However, business students strongly agree that they would like entrepreneurs to have clear and consistent allocation of responsibilities for workers.

Business students have a higher mean rating in the learning elements of dominant logic. They strongly agree in viewing failures as a source of improvement, in viewing successes as important sources of information; and, in continually improving and developing models for better outcomes. The non-business students, coincidentally also, agreed with them in the same set of items.

The summary result indicated that business students have higher mean ratings compared to that of non-business students. Students in junior and 138

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M.G. Simbulan

senior year are notcerta in whether they want to become future entrepreneurs.

Students evidently showed they realized the relevance of having a mindset when managing a business. They have expectations about what entrepreneurs need to do to become successful and about how entrepreneurs can survive the economic challenges of the times. The standard deviations of both groups indicated that the responses are not scattered. They responses are homogeneous.

The overall mean of business students was higher from those of nonbusiness students. This means that any previous business experience of students really influence their mind sets. From casual conversations with students, they also agree that parents do indeed help them pursue a business career. It is interesting to note that students with a Chinese lineage who are also engaged in small-scale business are more enthusiastic in becoming business entrepreneurs.

1.2 Quantum leadership Table 2. Summary table about the quantum leadership perceptions of students with a business and students without a business background Quantum Leadership Indicators

Students with business background Mean

Sd

Autopoietic flow

4.22

0.63

Uncertainty and ambiguity

3.95

0.86

Fundamental imperatives

4.53

0.62

Overall

4.23

0.70

QD A A SA A

Students without business background

Total

Mean

Sd

Mean

Sd

4.26

0.64

4.25

0.64

3.97

0.82

3.96

0.83

4.54

0.55

4.53

0.58

4.26

0.67

4.25

0.68

QD A A SA A

QD A A SA A

Both groups of students agree that entrepreneurs should facilitate the free flow of information and communication. This is autopoietic flow. They agree that they should focus on nourishing and sustaining relationships to encourage trust; and that they should inspire workers with a shared vision and values.

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Business and non-business students agree about the uncertainty, ambiguity and the fundamental imperatives components of quantum leadership. Both groups strongly agree in emphasizing and articulating a vision and mission. Non-business students have lower mean ratings than business students. The total mean for the different components showed that non-business students have a higher mean although both groups fall within the same range of agreement. Non-business students are more optimistic about quantum leadership as reflected in the higher mean scores. Those with a business background show a lesser mean. Having probably witnessed how their families managed their business, they weighed situations guardedly, while non-business students were optimistic.

Casual interviews with non-business students showed that they look forward to opening a business in the future. They seemed to be enthusiastic about managing one.

Business students wanted their family business to grow. Yet at the same time, they understood that their parents find it difficult to be convinced about growing the business when they currently face many business challenges.

2. A Comparison of the Perceptions of Business Students against the Perceptions of Non-Business Students about Dominant Logic and Quantum Leadership Table 3. ANOVA table about the perception of students with a business background and students without a business background about dominant logic and quantum leadership Indicators Dominant logic Quantum Leadership

F-Values

P-Values

Decision

14.67

0.00

Reject Null Hypothesis

8.66

0.00

Reject Null Hypothesis

The p-values show that the significance level is below 0.05 hence the null hypothesis is rejected. There is a significant difference between the perceptions of business and non-business students about dominant logic and quantum leadership. Business students are more inclined to practice dominant logic than non-business students do.

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One implication here is that college students with business experience stand a better chance at becoming successful in business. This conclusion though cannot be made for Filipino business students. The F values are not large enough to warrant that they go into actual business and practice dominant logic and quantum leadership, because other factors may influence success as an entrepreneur.

Prahalad (2009) state that entrepreneurs can conceptualize their business using mental maps from the same elements they use to evaluate the performance of firms and from their ability to achieve success (Obloj, Obloj & Pratt 2010). If students draw on their mind sets, then very likely they can become successful entrepreneurs. They still have to make and discover their strengths, weaknesses,opportunities and threats.

3. The Entrepreneurial Aptitude of Students with a Business Background and Students without a Business Background Table 4. Summary table about the entrepreneurial aptitude of students with a business background and students without a business background Entrepreneurial Aptitude Indicators

Students with business background x

Sd

Self-evaluation

4.07

0.71

Introspection

4.15

0.74

Challenges

4.15

0.75

Overall

4.12

0.73

QD A A A A

Students with no business background

Total

x

Sd

x

Sd

3.98

0.77

4.01

0.75

4.04

0.79

4.08

0.77

4.08

0.76

4.11

0.75

4.03

0.77

4.07

0.76

QD A A A A

QD A A A A

Business students agree in all the aspects that characterize a person that possesses entrepreneurial aptitude: self evaluation, introspection and challenges.

In the introspection aspect, they strongly agree in the following statements: “ I like to challenge myself,” and “ I believe that success is a matter of will power and self discipline. Whatever happens to me is the result of my actions, or inactions.”

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Students without a business background also agree with these statements.

They, however, do not strongly agree with them. Both groups have standard deviation scores that show homogeneity. Actually, the mean ratings given by both indicate that they all agree to the statements in the indicators, although the total responses of business students are higher than those of non-business students. There are items though where the mean ratings of business students are lower than the ratings of non-business students. The majority of the items reveal that business students have higher mean ratings than non-business students. This may mean that business students have a higher entrepreneurial aptitude.

We gathered from the casual home-type interviews with some students we found out that the business students had been engaged in small businesses.

Their parents never thought of formalizing a business culture. Their parents do not have formal business training. They just buy and sell. They make their money revolve without so much as a thought about growing the business.

Students, the families of whom are owners of home-type businesses, adopt a similar line of thinking. They open a small retail “ sari-sari” store because nobody in the area has opened one. Since they have neighbors who want to buy small items, and— among other things— to keep themselves busy, they open a store. Others narrate that they open a store because they see that a neighbor residing a block away has a small home-type store that works well. They want their store to work just as well as the neighbor’s. They do not do any feasibility study.

Students whose parents are farmers recount that the family business does well during harvest time, but does poorly at other times. They save money so they can engage in fast-crop raising and livestock raising. Unlike students whose families already have a business of a reasonable size, farmers need to do sideline businesses to earn income during the fallow periods.

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4. The Relationship between dominant logic and entrepreneurial aptitude Table 5. Pearson product table about the relationship between the non-business students’ perception about dominant logic and entrepreneurial aptitude Proactiveness

External Orientation

Routines

Learning

Self-evaluation

-0.144*

0.115*

0.139

0.210**

Introspection

0.008

0.108

0.034

0.274**

Challenges

0.040

0.216**

0.060

0.070

*Correlation is significant at 0.05 level (2-tailed) **Correlation is significant at 0.01 level (2-tailed) Self-evaluation has a positive significant relationship with the learning and external orientation elements of dominant logic for business students.

Introspection has a positive significant relationship with external orientation, routines and learning. Challenges have a significant relationship with external orientation, routines and learning.

The earlier hypothesis that states that “there is no significant relationship between the perceptions about dominant logic and the entrepreneurial aptitude of students” does not hold. The students’ entrepreneurial aptitude has a significant relationship with dominant logic particularly with the external orientation, learning and routines elements.

Table 6. Pearson product table about the relationship between the business students' perception about dominant logic and entrepreneurial aptitude Proactiveness

External Orientation

Routines

Learning

Self-evaluation

-0.017

0.153*

0.087

0.100*

Introspection

0.064

0.109*

0.128**

0.250**

Challenges

0.016

0.098**

0.157**

0.138**

*Correlation is significant at 0.05 level (2-tailed) **Correlation is significant at 0.01 level (2-tailed) 143

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5. The relationship between quantum leadership and entrepreneurial aptitude Table 7. Pearson product table about the relationship between the non-business students’ perception about quantum leadership and entrepreneurial aptitude Autopoietic flow

Uncertainty and ambiguity

Fundamental imperatives

Self-evaluation

-0.074

0.124

0.219*

Introspection

0.076

0.039

0.096

Challenges

-0.058

0.180*

0.005

*Correlation is significant at 0.05 level (2-tailed) **Correlation is significant at 0.01 level (2-tailed) Entrepreneurial aptitude has a significant relationship with the selfevaluation of non-business students. Entrepreneurial aptitude also has a significant relationship with challenges and uncertainty and ambiguity. Some elements of entrepreneurial aptitude influence quantum leadership practices.

Table 8. Pearson product table about the relationship between the business students’ perception about quantum leadership and entrepreneurial aptitude Autopoietic flow

Uncertainty and ambiguity

Fundamental imperatives

Self-evaluation

0.107

0.106

0.229**

Introspection

0.126*

0.096

0.248**

Challenges

0.089

0.219**

0.159**

*Correlation is significant at 0.05 level (2-tailed) **Correlation is significant at 0.01 level (2-tailed) The entrepreneurial aptitude of business students has a significant relationship with the fundamental imperatives, uncertainty and ambiguity elements. Likewise for them, entrepreneurial aptitude has a significant relationship with quantum leadership.

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6. The perceptions of business students about dominant logic when categorized as to the types of educational institutions where they study business Table 9. T-test results for the dominant logic perceptions of business students from private institutions and business students from public institutions Variables

T-value

Decision

Dominant Logic

-2.67

Reject Null H

Quantum Leadership

-1.92

Reject Null H

The comparative results reveal that business students from public institutions have a higher mean rating for the proactiveness element although both groups of business students agree with the statements. This holds true for the routine and learning elements where business students from public institutions have a total mean higher than business students from private institutions.

The comparative results about quantum leadership showed that the autopilots and fundamental imperative elements of business students from public institutions have higher mean ratings than business students from private institutions. However, in the uncertainty and ambiguity elements, business students from private institutions exhibited a higher mean rating than business students from public institutions. The overall mean rating shows that business students from public institutions have a higher mean rating than business students from private institutions, although the mean difference is not large. The qualitative descriptions for both groups of students are still similar. They agree with the statements in the different quantum leadership practices.

Table 9 gives the t-test result. The t-test value between the perceptions about dominant logic and about quantum leadership of business students from private institutions and business students from public institutions is greater than 1.96 at a 0.05 level of error and 2.576 at a 0.01 level of error. There is a significant difference between the perceptions of business students from private institutions and business students from public institutions. The null hypothesis is rejected.

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7. The relationship between the students’ perception about dominant logic and quantum leadership against entrepreneurial aptitude Table 10. Regression table about the relationship between the students’ perceptions about dominant logic and quantum leadership against entrepreneurial aptitude Variables

Model 1

Model 2

R

R square

Proactiveness

.169

.029

External Orientation

.381

Routines

.308

Learning

Model 3

R

R square

.145

.420

.176

.095

.353

.125

.367

.134

.423

.179

Dominant logic

.381

.145

.462

.213

Autopoietic flow

.316

.100

Uncertainty and ambiguity

.199

.040

Fundamental imperatives

.348

.121

Quantum leadership

.348

.121

.396

.157

R

R square

.493

.243

Of all the elements of dominant logic, external orientation and learning show higher relationships with entrepreneurial aptitude. Some 17.60% of external orientation and 17.90% of learning are explained by the results.

As a whole, dominant logic shows a significant relationship (49.30%) with entrepreneurial aptitude. Some 24.3% of the variables in dominant logic is explained by the pro activeness, external orientation, routines and learning elements. That is why it is considered a key factor in the success of new business ventures (Nadkarni & Narayanan 2007).

The interviews reveal that the students acknowledge the relevance of quantum leadership in strengthening entrepreneurial aptitude. If they are to become quantum entrepreneurs, they have to embrace the concept of quantum leadership. Today, in our age of rapid economic transformations, businessmen need to keep themselves abreast of recent trends and practices (Fris & Lazaridou 2006; Fairholm 2000).

Quantum leadership– also– shows a significant relationship with entrepreneurial aptitude.

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8. Interventions suggested by Business Students We listed a number of suggestions in the questionnaire. We listed them to enhance their dominant logic, quantum leadership, and entrepreneurial aptitude. These were ranked by priority. Space was provided for additional suggestions. Some students added comments: “ teachers should use examples about companies and industries in class lectures,” “ business students should use examples about companies and industries inc lass lectures,” “ business students should be actually trained rather than be made to memorize theories,” “ the government should provide a website about entrepreneurialactivities,” “ rearranging is very important in business” .

Business students ranked this suggestion as the first intervention: the provision for actual experience through OJT in business establishments so that they could have a good grasp on the “what” and “ how” of business . Students from both private and public institutions made this ranking. They really want to experience business in a hands-onway. They ranked this suggestion as the second intervention: business faculty should have continuing professional development activities about how to help students develop entrepreneurial aptitude.

The business students want their instructors updated themselves in their field. They believe that innovation and creativity (Alvarez & Barney, 2007) is essential to the teaching of business. Business teachers ought to attend professional training programs, seminars and workshops.

Table 7. Suggested interventions of business students as grouped according to students from private institutions and students from public institutions Suggested Intervention

Private Schools

Public Schools

Mean Rank

Mean Sd Rank

Business faculty should agree to include topics on “dominant logic”, “quantum leadership”, 2.80 entrepreneurial aptitude” in the business/ entrepreneurship syllabus

Sd

RANK

1.39 3

2.77

Total

Overall RANK Mean rank

1.41 4

2.78

Over all Rank

4

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Continuation of Table 7 Business faculty should have continuing professional development 2.50 about how to help students develop entrepreneurial aptitude Business students should be required actual experience through OJT in business 2.48 establishments so they have a good grasp of the “what” and “how” of business Business students be given seminars and for a about entrepreneurial activities 2.83 (where they could work individually or in groups Institutions need to have linkages with businesses and entrepreneurs who can be resource speakers and models for business students

2.85

1.25 2

2.66

1.38 3

2.58

2

1.57 1

2.11

1.44 1

2.29

1

1.48 4

2.41

1.37 2

2.62

3

1.49 5

2.98

1.64 5

2.91

5

Business students from both private and public institutions ranked this suggestion as having the least priority (ranked 5th): linkages with businesses and entrepreneurs who can be speakers and models. Business students from private institutions ranked this suggestion as having the second priority (ranked 2nd):instructors ought to have continuing professional development. Business students from public institutions preferred to rank this suggestion as having second priority (ranked 2nd): students be given seminars and workshops about entrepreneurial activities.

The overall result from the empirical data showed that students wanted actual hands-on experience through on-the-job trainings (OJT) in businesses and commercial establishments. This gives the students the opportunity and the possibility to be absorbed by the companies after graduation. Students, too, want business teachers to be abreast of the current trends and practices in business. Seminars and trainings for students could also enhance business aptitude.

Non-business students and business students ranked the same suggestion as the top priority: providing students with business OJTs. Non-business students– however–prefer to rank this suggestion second (ranked 2nd): teachers be given seminars and training about entrepreneurship.

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Both groups interestingly have similar rankings for the 1st, 4th and 5th suggestions. All the results are consistent for all groups of students: business students from private institutions, business students from public institutions, and between business and non-business students.

CONCLUSIONS Dominant logic is a crucial factor for the development of entrepreneurial aptitude among business students. While the findings indicate that the dominant logic practices perceived by the business students have similar qualitative descriptions, business students with a business background (as opposed to business students without a business background) have a better perspective on how business is managed. These perceptions are not the only determinants of business success. Other factors contribute to business success: attitude, external environmental forces, and luck.

Higher education institutions (HEIs) that offer courses in business, accountancy and entrepreneurship ought to consider seriously these conclusions. It is recommended that future researchers include other variables that can affect the dominant logic and quantum leadership of business students. This can enhance the understanding of how a successful businessman works. HEIs ought to develop quantum leaders by integrating the concepts of dominant logic, quantum leadership, and entrepreneurial aptitude into their vision, mission, and objective of higher education institutions and– above all– into their business curricula.

Our results validate the dominant logic idea of Prahalad and Bettis (1995) which were rigorously pursued by Oblo, and Pratt (2005). Our conclusions likewise support the assertions of Fris and Lazaridou (2006) about quantum leadership.

Note: Pursuant to the international character of this publication, the journal is indexed by the following agencies: (1)Public Knowledge Project, a consortium of Simon Fraser University Library, the School of Education of Stanford University, and the British Columbia University, Canada:(2) E - International Scientific Research Journal Consortium; (3) Journal Seek - Genamics, Hamilton, New Zealand; (4) Google Scholar; (5) Philippine Electronic Journals (PEJ);and,(6) PhilJol by INASP.

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LITERATURE CITED Alvarez, S.A. &J.B. Barney (2007). Discovery and creation: alternative theories of entrepreneurial action.

Strategies Entrepreneurship Journal I (1-2) 11-26.

Fairholm, M.R. 2000. Leadership principles and technologies: the philosophy of leadership informed by the science of complexity, chaos, and quantum physics.

Retrieved September 2004 from http://www.pat-net.org/pages Fairholm, M.R. 2004a. A new science outline for leadership development. The Leadership and Development Journal, 25(4), 369-383.

Fris, J. & A. Lazaridou 2006. An additional way of thinking about organizational life and leadership: The Quantum perspective. Canadian Journal of education, Administration & policy Issue #48 P.1-29, ISSN 1207-7798.

Prahalal 2004. Strategic entrepreneurship: Creating a new mindset: 129– 150.

Oxford: Blackwell Publishers.

Nadkarni, S. & Perez, P.D. 2007. Prior conditions and early international commitment: the mediating role of domestic mindset. Journal of International Business Studies, 38(1), 160– 176.

Obloj, T., K. Obloj, and M.G. Pratt 2010. Dominant logic and entrepreneurial firms performance in a transitory economy. Entrepreneurship Theory and Practice ISSN 1042-2587.

O’ Grady, T. & Malloch, K. 2003. Quantum leaders: a textbook of new leadership. USA Jones and Bartlett Publishers.

Zohar 1997. The self-organizing universe. Oxford, GB: Pergamon Press.

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Vol. 1 No. 1 January 2011 ISSN: 2094-9251 pp. 151-172 International Peer Reviewed Journal

Asian Journal of Business Governance Business Education Section

Practicum Performance in Singapore and the Philippines of Hospitality Students in a State University RUBIE ANDOY ARROYO raa_dm@yahoo.com Liceo De Cagayan University Date Submitted: October 21, 2010 Final Revision: November 3, 2010

Plagiarism Detection: Passed Flesch Reading Ease: 38.12 Gunning Fog Index: 13.50

Abstract - This study was conducted to assess the level of on- the- job training (OJT ) performance of the B.S Hotel and Restaurant Management and Food Business Management praticumers of Central Mindanao University (CMU) at Musuan, Bukidnon. The study had as its respondents the 16 on- campus and 26 off- campus practicumers and 10 OJT supervisors. The statistical tools used for the analysis and interpretation of the data were the weighted mean, Pearson Product Moment correlation coefficient, and t- test. The OJT programs have been implemented effectively, enabling the on- and off- campus practicumers to perform well in their jobs as evidenced by the high ratings they obtained in the job performance evaluation by OJT supervisors. The level of implementation of the OJT programs significantly influences the level of job performance of the practicumers. The higher the implementation of the OJT program is, the better the level of job performance of the practicumers is also. Being so, the school and its partner companies should further intensify the OJT programs in place to fully prepare the practicumers for their OJT and employment afterwards. To make the OJT 151

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program more effective, the school should appropriately address the identified concerns of the practicumers.

Keywords - On and Off campus practicum program for HRM and FBM INTRODUCTION The hospitality and tourism industry is the largest and fastest growing industry in the world. One of the most exciting aspects of the industry is that it is made up of so many different professionals (Walker 2006). The hotel and restaurant industries continue to undergo rapid growth as indicated by the number and diverse types of delivery systems that have mushroomed in the last decades. The viability of the industry lies in the ability to adopt to global changes in the economy and in the operating environment and technological advances. The greatest challenge facing the industry is the qualified manpower, with recent development making new and greater demands for hotel and restaurant workers.

A related issue of continuing concern is the kind of educational preparation related to industry work. An educational forum on current problems in the food service identifies its key role in bridging the gaps between manpower requirements and present acquired skills. The role of educational training programs is perceived as major factor in developing the competencies needed by the industry. It is imperative, therefore, that the goals of the industry and academe be integrated and unified.

The quality of education in higher education institutions in the country is one of the basic goals for national development. It is the basic foundation of an individual in facing a very competitive global labor market. As globalization unfolds, management inadequacies that have long been hidden are exposed.

Competitors from every part of the world now offer vast array of products and services giving individuals many available options to choose from among the products that are found in the global market. Realizing this fact, organizations have committed to satisfy customer requirements in order to gain wider market share.

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THEORETICAL AND CONCEPTUAL FRAMEWORK This study is anchored on psychological theories of work motivation by Lewins . These theories have been used to develop job analysis techniques to diagnose motivational dimensions of work. Based on these theories, interventional concepts to re-design jobs for the enhancement of work motivation have also been created and evaluated successfully. Also considered in this study for its framework is the thrust of the Commission on Higher Education ( CHED ) in providing graduates the opportunities to work abroad and the international standards for internship.

One important psychological theory where the concept of competence plays an important role is “action theory” (Thomas 1997). Action theory is a general theory of work behaviour that defines competence as the ability to act self-responsibly in complex situations of the job. To act competently, goal-oriented behavior has to be developed. This means that learners have to develop behavioral abilities that are regulated by action goals, well organized plans of actions, and feedback processes to monitor and control if goals have been reached. Action theory is mainly cognitively oriented. So, it focuses on the role of work tasks and their redefinition as goals, the hierarchical structure of action organization and its implications for action planning and levels of regulation (sensorimotor level, level of flexible action patterns, intellectual level), and its role concerning monitoring and feedback processes while executing actions. In supplemental approaches, also the motivational and social aspects of goal-oriented behavior have been theoretically modeled (Royse and Dhooper 2007). According to Spears (1995), internship or OJT is often described as a time when theory is applied to real-life setting; we believe that the relationship between theory and practice is more complex than that.

Thus, internship is a chance to develop the relationship between theory and practice for each should inform the other. Sullivan (2005) explained that theories are transformed through their application, and one will be actively involved in that process as an intern or trainee.

OBJECTIVES OF THE STUDY This study assessed the level of on- the- job training ­(OJT ) performance of the on- campus and off- campus practicumers of B.S Hotel and Restaurant Management and Food Business Management.

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Specifically, the study sought to accomplish the following objectives: (1) To describe the level of implementation of the OJT program along orientation and monitoring; (2) To determine the level of job performance of the onand the off- campus practicumers as rated by their OJT supervisors along knowledge, skills, and attitudes; (3) To determine any difference in the levels of job performance between Singapore and the Philippines practicumers in terms of knowledge, skills, and attitudes; and (4) To establish the relationship between the level of implementation of the OJT programs and the level of job performance of the practicumers.

SIGNIFICANCE OF THE STUDY The results of the study could reinforce the efforts of CHED and the university in providing education that effectively prepares the graduates for work in the hotel and restaurant industries abroad. The results of the study could be used as bases for curriculum planning. OJT feedback shall provide curriculum planners with information on the competencies of the trainees, hence helping the planners identify areas of training that need to be enhanced.

Furthermore, this study offers baseline information on the work standards set by hotel and restaurant industries abroad. Finally, the findings of this study could help the university identify the training needs of its practicumers in relation to the job competencies required of them by international hotel and restaurant industries. Such an effort would ensure the employability of the graduates abroad.

MATERIALS AND METHODS The study used the descriptive analytic design involving quantitative and qualitative techniques.

During the conduct of the study, not all of the off- campus practicumers were included. Some of the practicumers had just started their training, thus they were not in a position to answer the questionnaire and no evaluation could be given yet by the supervisor.

There were seven OJT Singaporean supervisors who evaluated the offcampus practicumers while three OJT supervisors evaluated the on- campus practicumers.

The practicumers for Singapore had met the following conditions: at least 4th year college level; met all academics requirements; passed the 154

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psychological exam and interviews by the dean, department chairman, Service On-line Philippine Agency, and company representative; attended orientation; passed the medical examination done by an accredited hospital in locality; and received departure advise.

The study used a researcher made instrument that passed the rigors of reliability and validity procedures.

RESULTS AND DISCUSSIONS Objective 1. Level of implementation of the OJT program Orientation The overall mean indicates that the OJT orientation program for both onand off- campus OJT was highly implemented.

Among the indicators of orientation program, with the highest mean were involvement of the practicumers in the orientation and the giving of orientation before the practicum. The findings suggest that the practicumers, on- campus and off- campus, are well oriented as to the OJT requirements to comply with, work practices to observe, and regulations to follow. Such inference is further supported by the indicator, which was perceived to be highly implemented as well, being given orientation about OJT program, requirements, and preparation needs.

Figure 1. Orientation of students regarding possible job assignments 155

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On the other hand, the indicator with the lowest mean (3.40- moderately implemented) was having the students’ concerns effectively responded to by the department. This finding suggests that the HRM department does recognize the practicumers’ needs relevant to the actual performance of the work. The practicumers’ needs are addressed by providing them with the necessary orientation, on-campus skill enhancement, and work assignment appropriate to their acquired skills.

During the interview, the practicumers suggested that their living allowance be given directly to them during the orientation and that the place to stay during the OJT be made known to them as well. As emphasized during the orientation, all trainees during the training are to strictly comply with the regulations imposed by the HRM department and the company in Singapore. During hotel attachment, trainees are to be present for duty daily except during off days or when on medical leave. They are not allowed to enter the hotel premises during off days, unless special permission is granted by the supervisor. They are not allowed to be late during duties unless with valid reasons. They are to report for duty at least 20 minutes before time.

Within the hotel premises, trainees are to conduct themselves properly.

If they smoke, they must smoke only at the designated smoking areas and during official break, before and after duty. They are not to socialize with hotel guest after duty. Violation of such policy means immediate termination of the OJT arrangement with the company. Trainees must take care of the uniform issued to them. The uniform must not be taken out of the hotel premises.

Trainees wearing civilian clothes are not allowed to stay within the hotel premises unless the reason for staying is official.

Moreover, the trainees are to diligently perform work assigned to them by the supervisor. No trainees are allowed to do any work in other department or function unless approved by the supervisor. All trainees must be aware of the company policies.

For the off- campus training, trainees must observe cleanliness and orderliness in the dormitory. Trainees are to make up their own beds every morning. Regardless of relationship, nobody is allowed to enter a bathroom of the opposite gender. All discussions are to be carried out in the common areas. Any trainee is held liable for any deliberate damage to the property or equipment. Also discussed in the orientation are the fines for violation of rules. Smoking in and male room has a fine of $50; female trainee caught in male room, $100; and male trainee caught in female room, $100. During the 156

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orientation, the trainees are made to agree to the policies of the Singaporean company.

Monitoring The overall weighted mean indicates moderate implementation of the monitoring program for on- and off- campus training.

The most salient indicator was the checking of attendance regularly, followed by regular overseeing of work performance. See figures 5 and 6. Bulosan (2009) pointed out that one of the problems encountered by the trainees is the scheduling of their duties since they are not used to report during evening. This situation calls for close monitoring of the OJT supervisor to see if the practicumers feel sleepy and tired especially if they are assigned in the housekeeping department where they always will look after the best comfort of the guests.

The hotel supervisor always starts the work by briefing the employees and trainees of the thing they need to do within the day (see figure 3,4). How they perform is monitored and reflected in the job performance evaluation report. For instance, a trainee in Marriott Hotel received a supervisor’s rating of 90.7 for performing his duties diligently, possessing relevant disposition, and observing company’s rules and regulation.

Also moderately implemented was the giving of feedback by the OJT assistant supervisor regarding OJT performance. For example, the OJT supervisor of Marriott Hotel assigned in the housekeeping department recommended that the students should take on hospitality industry management training to enhance knowledge in hospitality service.

The indicator with the lowest mean was the regular monitoring by the OJT adviser after the completion of the trainee’s assignments. This finding implies that the OJT adviser has confidence in the trainees, hence minimum supervision is provided. Mullins (1994) stated that the main goal of proper selection of employees is to acquire people who have the ability and competence to accomplish successfully their duties and responsibilities.

An individual with minimum supervision is most likely to have the potential to grow with the business involving hospitality services (Yasa 2001). Huse (1985) explained that development training in the form of skills development involves helping employees gain the knowledge needed for effective job performance.

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In an interview, the practicumers suggested that the OJT adviser should visit at least once in every six months and that the adviser should stay for two weeks to monitor their performance and to give them feedback whether their work performance is in accordance with the hotel standards.

Figure 2. Supervisors briefing the practicumers and employees.

Figure 3. A supervisor monitoring the work output of the practicumers.

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Objective 2. Level of job performance of the on- and off- campus practicumers as rated by their OJT supervisors Knowledge Overall, the practicumers obtained a rating of 3.82, which verbal description is competent.

Among the indicators, with the highest mean were knowing company policies and knowing proper hygiene and safety procedures. Soriano and Lee (1990) consider these indictors necessary for a company to move in the direction in which it is expected to move. Company policies must be clear and known be to all employees--- from the top management down to the rank and file.

The firm’s policy, which may be stated in terms of the products and/or services the company will produce and sell, is the company’s fundamental nature and its identity. Without the policies known, there can be no strategy that can be formulated to achieve the company.

As to sanitation, Perdigon (1999) as cited by Tuyogon (2010) noted that a component of the food service system that involves the treatment of the inputs to achieve its goals or desired output is sanitation, which is the set of sanitary procedures adopted in the food service system.

With the lowest mean ( 3.54 - competent ) was knowing how to maximize revenue and guest satisfaction by means of selling techniques. This result implies that the practicumers, though have ample knowledge, do not fully use selling technique to maximize revenue. The study of Tuyogon (2010) on the assessment of the top management practices of leading Fast food in Valencia City suggests that positive interpersonal relations is an effective marketing technique.

The students know how to consolidate report of linen inventory, damages and losses as reported by room and public area attendant (3.53 – competent ).

This implies that the practicumers competently prepare and submit reports, tasks that are routinely done by room attendants or room boys. The tasks are done at the end of their shift and before logging out. Through such report, the supervisor can monitor the practicumer’s and employees’ productivity and at the same time check rooms that have not been made up and determine deficiency in room amenities, laundry cost, and actual consumption as compared to budget. Through such report, proper action can be taken when necessary.

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In an interview, the OJT supervisors revealed that some practicumers adapted the latest trends of service and could easily understand instructions.

One supervisor also revealed that the holding of regular meeting and consultation helped the practicumers develop confidence at work better even without supervision.

The food service practicum is a supervised practical application of principles and theories in hotel and food service management; therefore, the students are expected to develop their competencies in future hotel and restaurants management and food service management. They should be familiar with dining room and kitchen layout, develop knowledge and skills in budgeting and preparing profit and loss statement, apply sanitation and safety procedure, practice proper waste management and resources conservation, and apply management skills in hospitality service.

Skills Overall, the practicumers got a rating of 3.94 (competent).

The highest mean was on filing and retrieving records properly. This result implies that the OJT supervisors found the practicumers competent in record keeping. According to Yasa (2001), an employee involved in hospitality service must be efficient on a number of skills (i.e.record filing and retrieving), abilities, and personal characteristics.

With the lowest mean (competent) was appropriately handling guest’s complaints and problems. The OJT supervisors found the practicumers also efficient in handling complaints and problems of guests. Rebelle (2010), in her study on resto-bars’ customer’ satisfaction, stated that customers are the blood line of business, therefore proper services are expected of the hotel employees and OJT to keep the clients.

Moreover, the practicumers were found to be competent in conducting inventory and promptly reporting damages and missing items. The practicumers do the report for damages and losses, which are billed to the guest’s account. The report should reach the front office desk clerk/ cashier upon check out of guest. No guest is allowed to go out of the hotel until he/she is cleared of possible losses or damages of items in the room.

They are competent doing the following tasks: opening the whole restaurant, setting up all tables, taking guest reservation through telephones and email, welcoming the guests and escorting them to their tables, and 160

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showing the menu to guests and taking orders. They are also competent in serving foods to guest and in explaining everything that is in the menu. Serving wine, tossing a bucket of salad in front of the guest, bussing out, placing of folding napkins, and arranging flower are among the skills the practicumers demonstrated competently.

The researcher was able to observe the Japanese way of serving guests.

The practicumers or employee approaches and warmly greets the guest by saying “Irrashaimase” (welcome). The practicumer/employees get the “oshibori” (perfumed hot steamed towel) and give it to the guest as a sign of Japanese hospitality. Then the practicumer/employee serves a drink and then the ordered food. According to the practicumers, they found it very hard to memorize and pronounce the items in the menu.

On the other hand, the duties and responsibilities of the on-campus practicumers are limited. The opening of restaurant is done by the supervisor or the manager, while the closing is the work of the janitor. Also, the practicumers manually process orders since the school lacks an electronic system that modern facilities have.

Figure 4. A practicumer carrying guests’ luggage

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Figure 5. Practicumers performing evening turn down night service

Figure 6. A practicumer cleaning the room During the visit to Singapore, the researcher took note of the briefing a supervisor gave to practicumers and the employees to further develop their self - confidence in dealing with guests especially the VIPs. As observed, the practicumers did the inventory of items in the housekeeping department since their supervisor allowed them to perform those tasks.

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Attitudes Overall, the practicumers had very good attitudes at work.

The indicators with the highest mean of were maintaining high morale at work, showing willingness to work with others, consulting supervisor before making major decisions, and displaying a friendly and professional manners in all dealings with guests, patrons and other employees.

Gallup (2010) stated that the morale of a company workforce is directly linked to profitability. Low morale means low profit while high morale means high profit. Workers who are happy in their job and with their employers perform better, resulting in higher and improved productivity and profitability.

To compete and excel at the international level, practicumers should undergo personality development training for them to get along easily with all kinds of guests.

Furthermore, Thomas (1997) stressed that in today’s job world, increased work input has been often correlated with teamwork or willingness to work with others and other related factors such as motivation and caring and wellmeaning supervisors or superiors.

Davib (2005) pointed out that empowering employees through consultative meeting with their supervisors is one of the effective management paradigms.

Consultative type of management - that is, a subordinate can confer with his boss, was found to be one of the top 10 management practices (Matuson, 2011).

Thomas (1997) disclosed that displaying a friendly and professional manner in all dealings with guests, patrons and other employees is also correlated with productivity.

The indicator with the lowest mean (4- competent) was reporting to work punctually. This finding suggests that the practicumers are sometimes late to work. The OJT supervisors commented that the practicumers from the Philippines are very hospitable and friendly. However, one of the supervisors cited punctuality a problem because they stay far from their assigned establishment.

Objective 3. Difference in the levels of job performance between the on- in Singapore and the Philippines practicumers in terms of knowledge, skills, and attitudes

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Knowledge

Table 1 shows the test of difference in the levels of job performance in terms of knowledge between the on- and off- campus practicumers. The tvalue of 2.46 with a probability value of 0.024 is higher than the critical value of 1.734; therefore, the null hypothesis of no significant difference is rejected.

There existed a significant difference in the levels of job performance in terms of knowledge between the on- and off- campus practicumers.

The finding implies that off- campus training is better than on-campus training when it comes to knowledge acquisition as evidenced by the higher mean rating for off- campus training. However, quantitatively both on- campus and off-campus practicumer demonstrated the same level of knowledge. The researcher also observed that the off- campus practicumers performed better than the on-campus practicumers. They could better deal with guests, more responsive in meeting the needs of the guest, knew better the room features, and coordinated more effectively with the other employees in the department.

On-the-job training program in tertiary level is aimed at providing tertiary Filipino students the opportunities to acquire not only practical skills and attitude but also knowledge. The off- campus training enhances the students’ Filipino work values, competencies, and work discipline as they relate themselves to others in a multicultural work environment.

Skills In terms of skills, the t value of -2.32 with probability value of 0.031 (p < 0.05) is higher than the critical value of 1.734; hence, the hypothesis of significant difference in the level of job performance is rejected. That is, the on-campus and off- campus practicumers differed significantly in their levels of skills.

Although both on-campus and off- campus practicumers were skillful (competent), the off- campus practicumers had better skills than the oncampus practicumers as evidenced by the off-campus practicumersâ&#x20AC;&#x2122; overall mean (4.16), which is higher than that of the on-campus practicumers.

As found out, the practicumers did well in the housekeeping department.

One of the housekeeping jobs they perform is cleaning the guest room, bathroom, hotel lobby and hallways, and public restrooms (see figures 22 and 23).

The OJT supervisors commented that the trainees could easily follow hotel instructions and operating procedures. However, they need further 164

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training on the use of state- of- the- art equipment and facilities.

Moreover, the OJT supervisors complemented the practicumers for their ability to easily understand the instructions. However, the trainees should do better in the application of proper sanitation and in food preparation particularly in garnishing, plating, cooking, and baking cakes and pastries.

On the other hand, the practicumers admitted that their OJT has further developed their already acquired skills.

Figure 7. A practicumer doing proper plating and garnishing of food orders

Figure 8. A practicumer preparing food orders 165

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.

Figure 9. Practicumer in table preparation demonstration.

Figure 10. practicumers cleaning a guest room toilet.

Attitudes As regards attitude, the t value of - 1.76 with a probability value of 0.096 is lower than the critical value of 1.734; therefore, the hypothesis of no significant difference in the levels of job performance in terms of attitude was not rejected. That is, the on-campus and off-campus practicumers did not differ significantly in their job performance when attitude was considered.

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In an interview with the OJT supervisors and based on the observation of the OJT adviser, both the on- campus and off- campus practicumers were found to have positive work attitude. They manifested healthy interpersonal relationships and willingness to learn assigned tasks. However, they were found to be shy and to lack self- confidence.

Attitude is key and must be designed into the training system. This ingredients is not easily blended into existing programs. There must be a conscious intent to include attitude in the training of OJT and employee.

Positive work attitude of OJT create positive actions towards establishment goals.

Table 1. Results of test of difference in the level of job performance along knowledge, skills, and attitudes in the Singapore and the Philippines practicumers

Knowledge

Skills

INDICATORS

MEAN

QUALITATIVE DESCRIPTION

On-campus Training

3.58

Competent

Off-campus Training

4.05

Competent

Overall

3.82

Competent

INDICATORS

MEAN

QUALITATIVE DESCRIPTION

On-campus Training

3.77

Competent

Off-campus Training

4.16

Competent

Overall

3.97

Competent

T-TEST RESULT T Calculated Value = -2.46 Degrees of freedom = 18 P-values = 0.024 Conclusion =T Calculated Value >T Critical Value = 1.734 Interpretation = Significant 5% level

T-TEST RESULT T Calculated Value = -2.32 Degrees of freedom = 21 P-values = 0.031 Conclusion =T Calculated Value >T Critical Value = 1.721 Interpretation = Significant

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Objective 4. Relationship between the level of implementation of the OJT programs and the practicumers’ level of job performance Table 2 presents the results of the test of relationship between the level of implementation of the OJT programs and the practicumers’ level of job performance along knowledge, skills and attitude.

With a correlation coefficient of 0.773, (knowledge), 0.845 (skills),and 0.867(attitudes) significant at 0.01, the study established a significant relationship between the extent of implementation of the OJT program and the practicumers’ level of job performance along its three components.

Among the three components of job performance, attitude (r = 0.867) had the highest correlation coefficient followed by skills ( 0.845). Knowledge ( r = 0.773) had the lowest correlation coefficient. The results imply that when the OJT programs are highly implemented, the practicumers become highly competent in their jobs as well, demonstrating a high level of knowledge, skills and attitude.

In an interview, the OJT supervisors revealed that the practicumers properly followed instructions and company policies. Also, they manifested positive work attitude such as friendliness, work commitment, and promptness.

Table 2. Results of the test of relationship between the level of implementation of ojt programs and practicumers’ level of job performance

VARIABLE

PEARSON CORRELATION COEFFICIENT

SIGNIFICANCE

Knowledge

0.773

0.000**

Skills

0.845

0.000**

Attitudes

0.867

0.000**

** Correlation is significant at the 0.01 level (2-tailed).

The supervisors further commented that the practicumers were skillful in setting up table, bussing out, clearing of tables and dining area, and rendering proper room service.

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The results further reveal that the on-campus training equips them with knowledge, skills and attitudes that they need to meet the international work standards. Such preparation is in line with the CHEDâ&#x20AC;&#x2122;s directions for OJT program geared towards the acquisition of practical knowledge and development of skills and desirable work attitudes.

Moreover, development of knowledge, skills, and attitudes is attained if the practicumers are monitored regularly through checking of attendance, checking of the work outputs, giving feedback.

Relevant to the findings is the â&#x20AC;&#x153;action theoryâ&#x20AC;? of Thomas (1997). The theory states that to act competently, goal-oriented behavior has to be developed. This means that learners have to develop behavioral abilities that are regulated by action goals, well organized plans of actions, and feedback processes to monitor if goals have been reached.

Action theory is mainly cognitively oriented. It focuses on the role of work tasks and their redefinition as goals, the hierarchical structure of action organization and its implications for action planning and levels of regulation (sensorimotor level, level of flexible action patterns, intellectual level), and its role concerning monitoring and feedback processes while executing actions.

Royse (2007) and Cremer (1998) pointed out that internship is a chance to take new step and to acquire more of the knowledge skills, attitudes, and values of a profession.

CONCLUSIONS Based on the findings of the study, the following conclusions are drawn: The OJT programs have been implemented effectively, enabling the practicumers sent to Singapore and there assigned in the Philippines to perform well in their jobs as evidenced by the high ratings they obtained in the job performance evaluation by OJT supervisors.

The level of implementation of the OJT programs significantly influences the level of job performance of the practicumers. The higher the implementation of the OJT program is, the better the level of job performance of the practicumers is also. Being so, the school and its partner companies should further intensify the OJT programs in place to fully prepare the practicumers for their OJT and employment afterwards.

To make the OJT program more effective, the school should appropriately address the identified concerns of the practicumers. The school should 169

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consider sending the practicum adviser to Singapore for a 2 â&#x20AC;&#x201C;week visit at least once in every six months to effectively monitor the practicumers.

RECOMMENDATIONS Based on the findings and conclusions of the study, the following recommendations are advanced: 1. Provision of off- campus training for practicumers by schools offering courses in hotel and restaurant management and food business management 2. Inclusion of other nationâ&#x20AC;&#x2122;s socio- cultural background, particularly Singapore, in the orientation program to help the practicumers easily adopt to a new work environment 3. Inclusion of international cuisine particularly Singaporean cuisine in the curriculum to prepare the practicumers for training and possible employment abroad 4. Exposure of students to a 3- star hotel and restaurant in locality for one to three months before their practicum outside the country Note: Pursuant to the international character of this publication, the journal is indexed by the following agencies: (1)Public Knowledge Project, a consortium of Simon Fraser University Library, the School of Education of Stanford University, and the British Columbia University, Canada:(2) E - International Scientific Research Journal Consortium; (3) Journal Seek - Genamics, Hamilton, New Zealand; (4) Google Scholar; (5) Philippine Electronic Journals (PEJ);and,(6) PhilJol by INASP.

LITERATURE CITED Cremer, Marion I. 1998. Quality food in quantity: management and science Mc Cutchan Publishing Corp., Berkeley, CA. David, J. 2005. Hotel management. Anmol Publishing PVT.LTD first edition.

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Gallup, B. 2010. Boosting employee morale: management tips to motivate employees. How to do Things.com.

Huse, E. F. 1985. Organization development and changes. New York: St . Paul West Publishing Corporation.

Matuson R. C. 2011. Suddenly in charge: managing up, managing down. Succeeding all around.www.yourmgt.expert.com.

Mullins, L. J. 1994 . Hospitality industry. British Library Pitman Publishing 128 Long Acre London WC2E 9AN. Rebelle, Temple, L. 2010. Level of customersâ&#x20AC;&#x2122; satisfaction on selected resto-bars in Valencia City. Thesis. Don Carlos Polytechnic College, Don Carlos, Bukidnon.

Royse, D. and S. Dhooper 2007. Field instruction: A guide for social work students (5th ed). Boston: Allyn and Bacon.

Rutherford,D .E 1995. Hotel management operation 2nd edition. New York U.S.A: Van Nostrand Reinhold, Inc. Soriano, E. V. and N. C. Lee 1990. Business policy in an Asian context. Text and cases. 3rd Edition.

Sinagtala Publishing Inc. Greenhills, Manila, Phillippines Spears, M. C. 1995. Food service organizatio: A Managerial and Systems Approach, New Jersey: Prentice Hall

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Thomas, A. 1997. Teamwork: A history of psychology main currents in psychological through. New Jersey Printice Hall.

Tuyogon, J. M. 2010. Customerâ&#x20AC;&#x2122;s perception on the level of effectiveness of the services offered by selected fastfoods in Valencia City. Don Carlos Polytechnic College, Don Carlos, Bukidnon.

Walker, J. 2006. Introduction to Hospitality. Jurong, Singapore. Pearsen Education, inc. published 4th edition Yasa S. 2001. Getting started in the foodservice industry. Anvil Publishing, INC. New York City .

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Vol. 1 No. 1 January 2011 ISSN: 2094-9251 pp. 173-191 International Peer Reviewed Journal

Asian Journal of Business Governance Research Note

Interactive Courseware for Preschoolers ANDREW P. PONTE apponte@yahoo.com AURORA CINDY G. AGNO Cindy_lopez1409@yahoo.com Liceo de Cagayan University Date Submitted: July 21, 2010 Final Revision Accepted: April 6, 2010

Plagiarism Detection: Passed Flesch Reading Ease: 41.43 Gunning Fog Index: 12.00

Abstract - The creation of a computer-aided instruction for the Preschoolers of Liceo de Cagayan University specifically called Interactive Courseware for Preschoolers is the substance of this paper. It enhances the traditional way of teacherâ&#x20AC;&#x2122;s instructional strategies to encourage the pupilsâ&#x20AC;&#x2122; interests in learning with the computer environment that is creative enough to please them. This software serves as an alternative way in learning. The Interactive Courseware for Preschoolers is a type of computer-based instruction with its text and animations in a graphical form for the preschoolers to learn interactively with the lessons that are presented with facts and able to have a recap on what they have just learned by taking the interactive quizzes. This can provide the pupils with a more flexible, creative and entertaining environment for their learning experiences with the implementation of a Visual basic format and Macromedia Flash.

Keywords - computer-aided instruction, interactive courseware, preschoolers, visual basic format 173

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INTRODUCTION Despite the revolutionary advances in the field of computer-based education, technology remains simply a tool. Potentially powerful and stimulating, the computer is only an inert object that can never be a substitute for the personal touch of the classroom teacher (Marshall 1999). Without proper integration of computers into the curriculum, the benefits of technology to foster children’s learning cannot be fully achieved, regardless of the creative potential of any software used (de Vera Lim 2000). Responsibilities of the teacher in the computer-enriched classroom begin before the computer is introduced to the students (McPherson and Nunes 2004). In providing a rich, challenging, and appropriate learning environment, teachers must take an active role in selecting the software that will truly enhance children’s learning and development.

Research studies (Marshall 1989) indicate clearly that computer instruction is effective for a wide variety of reading skill and concept areas.

A fact that computers have won a permanent place in most classrooms, the most common concerns of educators now have to do with the effectiveness of computer-based education and with the appropriateness of the many possible roles computers can play various instructions (Muda 2006).

OBJECTIVES OF THE STUDY This study aimed at developing and implementing an interactive courseware for preschoolers. The courseware is designed to rate the pupils’ assessment based on what have been learned; provide the preschoolers with content and learning experiences structured around texts, graphics, and audio; and enhance the preschoolers’ knowledge through computer use with an allowable time to finish their activity.

SIGNIFICANCE OF THE STUDY The courseware will be beneficial to the following: The University. The courseware can be an aid to an overall learning strategy which is a conglomeration of other methods of instruction such as the lecture, tutorial sheets, and textbooks. It also helps in the record keeping and tracking of pupils’ files as regards to their activities on the interactive media.

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The Pupils. Through the interactive courseware, the pupils will be able to log in the system and learn the lessons interactively, making learning a fun.

The Teachers. The courseware will reduce the time in creating texts, graphics, and audio for their class activity.

Courseware Developers. The courseware will serve as a prototype subject to enhancement for a more effective system.

SCOPE OF THE STUDY This study sought to design an interactive courseware for preschooler.

The software design covered the functions for the pupils, administrator and teachers. For the pupil, a login system was designed to give the pupil access to the lessons provided by the system. The system provides for an intermediate quiz for the pupils to take. On the administrators side, the functions of the system was limited to addition,updating,deleting,searching and printing of teachers’ and pupils’ master file. The function for the teachers was focused on the addition, deletion, updating, searching for students, and printing of the pupils’ ratings and master file. The system also allows the teacher to update the quiz based on the lesson contained in the system.

Context Diagram

The figure below shows the context level data flow of the system.

Figure 1. Context Diagram of Interactive Courseware for Preschooler 175

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Research Note

The Administrator must input the personal information of the teachers so that an account will be created for the teachers for them to access the Teachers Page in which they will create an account for the pupils. The pupils can access the Pupils Page with the use of the account created by their teachers. The system is expected to give an output of the pupil’s progress for assessments.

Research Design

Figure 2. Software development life cycle model The researchers used the Software Development Life Cycle model, is to minimize the cost of the software over its lifespan. System features must be identified as early as possible in the life-cycle. The further into the life-cycle you go, before identifying a feature change, the more expensive that change is to make, both in terms of time and financial impact.

Research Setting / Locale This system proposal centered on the interactive courseware for preschoolers of Liceo de Cagayan University, RN Pelaez Boulevard,Carmen, Cagayan de Oro City.

Research Instruments The requirements of the proposed system were analysed using the Unified Modeling Language (UML). The model of the data and data relationships was 176

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presented using the Entity Relationship Diagram (ERD).

The system was developed in Microsoft Visual Basic 6.0 for the front-end ,Microsoft Access for the back-end, and Macromedia Flash MX for animation.

Data Gathering Procedure The researchers visited the Liceo de Cagayan University preschool department specifically the Kinder 1 pupils age 3-4 yrs old of and conducted an interview with the chair and adviser of two kindergarten sections. Review of related studies and literature published in the Internet was also done.

RESULTS AND DISCUSSION This chapter presents the system design modeled on Unified Modeling Language. The Use Case Description Tables depict the functions of each diagram.

Use Case Diagram. It describes the system from the userâ&#x20AC;&#x2122;s point of view.

It also describes the various functionalities expected from the system to be developed and how the user is going to interact with those features.

Figure 3. Use case diagram for admin 177

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Figure 4. Use case diagram for teachers

Figure 5. Use case diagram for pupils

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Figure 6. Entity relationship diagram

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Research Note

Figure 7. Form for splash

Figure 8. Form for menu

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Figure 9. Form for administratorâ&#x20AC;&#x2122;s login

Figure 10. Form for administratorâ&#x20AC;&#x2122;s master file 181

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Figure 11. Form for master file

Figure 12. Form for master list

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Figure 13. Form for teacherâ&#x20AC;&#x2122;s login

Figure 14. Form for teacherâ&#x20AC;&#x2122;s master file 183

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Figure 15. Form for teacher’s master file : INFORMATION

Figure 16. Form for teacher’s master file : PERFORMANCE

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Figure 17. Form for teacher’s master file : LESSON SELECTION

Figure 18. Form for teacher’s master file : ACTIVATE

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Figure 19. Form for student login

Figure 20. Form for studentsâ&#x20AC;&#x2122; choices

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Figure 21. Form for lessons and quiz

Figure 22. Form for ABC learning

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Figure 23. Form for animals

Figure 24. Form for rhymes

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Figure 25. Form for counting numbers

Figure 26. Form for quiz

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Figure 27. Form for Games CONCLUSIONS The interactive courseware has been tested successfully. As found, the system increases work productivity; that the teacher saves time and effort in evaluating pupils.

Also, it provides a great advantage for the application of the common tasks that a teacher performs inside the classroom, specifically in reinforcing the lessons through the software.

The interactive courseware helps the preschool department in learning effectively among the pupils. Using the courseware the pupils are kept abreast with the latest information technology. Hence, they cope with the advancement of learning in todayâ&#x20AC;&#x2122;s generation.

A. LITERATURE CITED de Vera Lim, M. 2000. Soaring 21st century mathematics. Quezon City : Phoenix Publishing House.

Marshall,D. 1999. Developing interactive courseware on the world wide web.

Innovations in education and training international,v36 n1 p34- 43 Feb 1999.

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McPherson, M. and M. Nunes 2004. The role of tutors as a integral part of online learning support, 3rd EDEN Research Conference, Oldenburg.

Muda, Z. 2006. Storytelling approach in multimedia courseware: An Introduction To Science For Preschool Education, Information and Communication Technologies, 2006 2nd Volume 2, pp.2991 - 2993.

B. REFERENCES FOR SOFTWARE DESIGN Children NOW. Available. Retrieved Decemeber 11, 2009, from http:// publications.childrennow.org/assets/pdf/cmp/prekinteractivemedia2007.pdf Cornell,G. 2008. Visual Basic 6 fom the Ground Up. California: Osborne Mcgraw Hill Deitel,P., & Dietel, H. 2008. Simply visual basic 2008. New Jersey: Prentice Hall.

Education resources information center. Retrieved December 14, 2009, from http://www.eric.ed.gov/ERICWebPortal/custom/portlets/record Details.

Guidelines for computer-assisted reading instruction. Retrieved Nov. 29, 2009,from http://www.kidsource.com/kidsource/content2/ Guidelines.computers.html.

Halvorson,M. 2008. Microsoft visual basic 2008 step by step. California : Microsoft Press.

Narciso, M. 2000. Quest. JOES Publishing House, Inc. Petroutsos,E. 2008. Mastering microsoft visual basic 2008. Indiana :Sybex

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Asian Journal of Business and Governance

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Literature Cited Every manuscript must include a “Literature Cited” section that contains only those works cited within the text. Each entry should contain all information necessary or unambiguous identification of the published work. Use the American Psychological Association Manual of Style.

Submission of Manuscripts Authors should note the following guidelines for submitting manuscripts: 1. Manuscripts currently under consideration by another journal or publisher should not be submitted. The author must state upon submission that the work has not been submitted or published elsewhere.

2. For manuscripts reporting on field surveys or experiments: If the additional documentation (e.g. questionnaire, case, interview schedule) is sent as a separate 194

file, then all information that might identify the authors(s) must be deleted from the instruments.

5. Manuscripts should be submitted via email as Microsoft Word or PDF file to the Editor at email address: asianbusjournal@yahoo.com.ph. Please submit separate files for (1) the manuscriptâ&#x20AC;&#x2122;s title page with identifying information (not forwarded to reviewers), (2) the manuscript with title page and all other identifying information removed, and (3) any necessary supplement files such as experimental instructions and/or response memoranda on invited revisions.

A copy of the research questionnaire or tools is encouraged for submission. The editors and the reviewers need to refer to these tools.

4. Revisions must be submitted within 2 months from the decision letter inviting a revision.

5. Vital information is available at this Website: www.ejournals.ph.

Comments The Asian Journal of Business and Governance welcomes submission of comments on previous articles. Comments on articles previously published in the Asian Journal of Business and Governance will generally be reviewed by two reviewers, usually an author of the original article (to assist the editor in evaluating whether the submitted comment represents the prior articleâ&#x20AC;&#x2122;s accuracy) and an independent reviewer. If a comment is accepted for publication, the original author will be invited to reply. All other editorial requirements, as enumerated above, apply to proposed comments.

Policy on Reproduction The objective of the Asian Journal of Business and Governance is to promote the wide dissemination of the results of systematic scholarly inquiries into the broad field of business and governance. Permission is hereby granted to reproduce any of the contents of the Asian Journal of Business and Governance for instructional use as long as the source and copyright are indicated in any such reproductions.

Written application must be made to the Asian Journal of Business and Governance, Liceo de Cagayan University, RN Pelaez Blvd., Kauswagan, Cagayan de Oro City, Philippines, for permission to reproduce any of the contents other than for instructional use â&#x20AC;&#x201C; e.g., inclusion in books of readings or in any other publications intended for general distribution. In consideration for the grant of permission, the applicant must notify the Managing Editor of the journal in writing of the intended use to be made for each reproduction. Normally, the Asian Journal of Business and Governance will not assess a charge for the waiver of copyright. Except where otherwise noted in articles, the copyright interest has been transferred to the Asian Journal of Business and Governance.

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Asian Journal of Business and Governance

LIST OF ADMINISTRATORS 2010-2011

TOP ADMINISTRATORS

Dr. Rafaelita P.Pelaez

Chairman of the Board of Directors

Dr. Mariano M. Lerin

President

Mr. Alain Marc P. Golez

Vice President for Administration

Dr. Teresita T. Tumapon

Vice President for Academic Affairs

Mr. Fruto M. Teodorico

Vice President for Finance

Mr. Rudolf Caesar P. Golez

Vice President for External, Cultural and Alumni Affairs

Dr. Jose Vicente N. Noble

Vice President for Student Personnel Services

Mr. Jose Ma. Z. Valdehuesa

Assistant Vice President for Finance

ACADEMIC DEANS / DIRECTORS AND PRINCIPALS Atty. Ponce Vic M. Ceballos

Dean, College of Law

Mrs. Ma. Chona V. Palomares

Dean, College of Nursing

Dr. Teresita T. Tumapon

Dean, Graduate Studies

Dr. Martina A. Brobo

Dean, College of Education

Dr. Fe. S. Tolibas

Dean, College of Arts and Sciences

Atty. Leo Paolo L. Perez

Dean, College of Business and Accountancy

Dr. Jose D. Clar

Dean, College of Engineering

Mr. Erwin B. Bucio

Dean, College of Criminology

Dr. Amelda C. Libres

Dean, College of Medical Laboratory Science

Dr. Nimfa R. Lago

Consultant, office of the Dean Dean, College of Pharmacy

Dr. Andrew P. Ponte

Dean, College of Information Technology

Dr. Estelita G. Dy

Dean, College of Radiological Technology

Mr. Denise O. Orong

Dean, College of Physical Therapy

Engr. Emilio F. Matheu, Jr.

Assistant Dean, Graduate Studies

Ms. Elvy Q. Malabo

OIC Principal, Grade School

Mrs. Joan B. Gallaron

Principal, High School

Dr. Ma. Fe D. Opina

Consultant, Grade School

Mrs. Fritzie C. Estoque

Director, Liceo Center for Community Development

Ms. Jen Boo

Director, Institute of Short Studies

196

ACADEMIC DEPARTMENT HEADS Mrs. Sherlita M. Barrun

University Registrar

Mrs. Evangeline N. Cabe

Director, Guidance and Placement Office

Dr. Genaro V. Japos

Director, Research and Publication Office

Dr. Lesley C. Lubos

Associate Director, Research and Publication Office

Dr. Linda L. Mondo単edo

Director of Libraries and IMC

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Asian Journal of Business and Governance

AUTHOR INDEX

A Agno, Aurora Cindy G. 173 Arroyo, Rubie Andoy 151

P Perez , Eutequio A., Jr. 41 Ponte, Andrew P. 173

B Balane, Joy Jakosalem 25

R Rodriguez , Tessie J. 65

C Casabal, Gloria T. 25

S Simbulan, Michelle G. 133 Sy, Maria Victoria U. 94

D Daan, Aster Akut 82 E Esperon, Dulce Corazon D. 70 J Japos, Genaro V. 1, 65, 120 N Neri, Donna Lou E. 120

198

T Temporada, Mario E. 41 Tirol, Jes B. 25 Tongco, Alejandro 1, 109

Asian Journal Business & Governance The Asian Journal of Business and Governance is published annually by the Liceo Press, Liceo de Cagayan University, Rodolfo N. Pelaez Boulevard, Kauswagan, Cagayan de Oro City, Philippines.

Send inquiries to:

Asian Journal of Business and Governance Liceo de Cagayan University RN Pelaez Blvd.

Kauswagan, Cagayan de Oro City Philippines 9000

Articles may be research manuscripts and notes on original and applied research, research reviews and notes on issues, problems and discoveries of interest to researchers and stakeholders in business and governance.

All papers undergo double-blind review. The Editorial Board makes the final decision on the acceptability of a manuscript after reviewing the compliance of the researcher to the instructions of the peer reviewers.

The editorial policy is published in this issue and can be accessed through the journal website http//www.ejournals.ph. Inquiries can be sent via email at asianbusjournal@yahoo.com.ph.

Online Selection: As from Vol. 1 No. 1, the Asian Journal of Business and Governance is also available online.

Š 2011