SBPA Journal

SBPA JOURNAL The Official Research Journal of the School of Business and Public Administration

SCHOOL OF BUSINESS AND PUBLIC ADMINISTRATION - HISTORY

Bachelor of Science in Commerce was one of the initial programs offered by the school upon its founding in 1963. During the tenure of Rev. Fr. Aniceto M. Franco as President in 1966, he appointed a separate dean for the College of Commerce. Through the years, the College has undergone changes, additions and deletions among its courses in response to the demands of the times.

Since then, the different deans who assumed the position introduced programs of studies and curricula befitting the conditions during their terms of office

In 2004, the College of Commerce was renamed College of Business Administration. In 2007, it became Department of Business Administration under the School of Business with three major fields of concentration, namely: Business Management, Marketing Management, and Financial and Management Accounting.

Today, it is known as the School of Business and Public Administration (SBPA) and is being considered as one of the biggest departments in the University. SBPA offers two majors in the BSBA program: Operations Management and Marketing Management. In addition, the Master in Business Administration and the Master in Public Administration programs are under its wing starting Academic Year 2018-2019 for the continuing pursuit of quality and excellence.

SBPA VISION STATEMENT

UA School of Business and Public Administration envisions itself as the University’s flagship program in developing leaders in the field of Business and Public Administration who are holistically equipped, socially responsive, and advocates of lifelong learning in creating a more humane, and service-and-quality-oriented professionals.

SBPA MISSION STATEMENT

UA-SBPA commits itself in nurturing and educating the person in the learners in all aspects of growth to prepare them to be business and public administration professionals and leaders who are socially responsive and service-and-quality oriented in both the local and the global market.

SBPA GOALS

Provide its clientele strong educational foundation with a rich, value-laden, holistic and relevant curriculum for both business and public administration, that caters courses on general education, basic, core and professional business that culminates in the students’ taking on a practicum or a firsthand experience of an intensive integration of work and learning;

Bring out in the clientele competencies and skills such as communication both in oral and written English, critical thinking and decision making, research capabilities and being adept in the use of information technology; which are needed as managers, employers and leaders in manufacturing, service-oriented business and government agencies;

Produce business and public administration professionals that become contributors to the nation in achieving the development goals which are socioeconomic, ecological, technological, and global in nature; and,

Cultivate a culture of lifelong learning, mentoring, professionalism, social responsibility, integrity and respect for human dignity that radiates in the entire University and which the business and public administration students and graduates would carry along even long after their education in the University is over.

CONTENTS Cross Functional Professional Collaboration in Food Industry in the Province of Pampanga . . . . . . . . . . . . . . . . 1 Geo-hazard Mapping of the Province of Pampanga: A Reference for Disaster Preparedness Panorama . . . . . . . . . . . . . 19 Analyzing Demographics, Employees’ Performance and Productivity in a Public-Private Partnership Water Utility Industry: a Multi-Method Approach . . . . . . . . . . . . . 39 “I did it my way” A Closer Look Into the Innovative Rebranding Strategy of Doing Business Through the Hands of a Billionaire’s Daughter . . . . . . . . . . . . . . . . . . . . . . 56

Editor’s Note

Welcome to the maiden issue of the School of Business and Public Administration (SBPA) Research Journal. The SBPA Journal is actually a dream come true (and, at the same time, a work-in-progress) for the department. It took us awhile before we are able to realize such a dream due to the many challenges that we have met along the way.

One thing is for sure, this will be the beginning of a worthwhile journey towards the path of providing an opportunity and an avenue for both faculty and students (college and graduate studies) to share their research undertakings in their field of specialization – Business and Public Administration. This journal is also part and parcel of the quality endeavors being done by the SBPA. We are looking forward to making the SBPA Journal a truly relevant and an influential one in the years to come.

We would like to take this opportunity to express our gratitude and appreciation to the University of the Assumption’s Executive Committee (EXECOM), Research and Planning Office (RPO), and to the contributors of the research articles in this journal. Thank you so much, we will forever be indebted to you.

WINEFRIDA T. TORRES, MBA Dean, School of Business and Public Administration

SBPA Journal

CROSS FUNCTIONAL PROFESSIONAL COLLABORATION IN FOOD INDUSTRY IN THE PROVINCE OF PAMPANGA Abel C. Pineda, DBA ABSTRACT

The study aimed to assess the cross functional professional collaboration in food industry in the province of Pampanga. Specifically, the research attempted to answer the following questions: 1.) What is the profile of the respondents in terms of age, sex, civil status, highest educational attainment, years of work experience, department assigned, and number of trainings participated in? 2.) How do the respondents assess their level of cross functional professional collaboration in terms of individual, group, and organizational aspect? 3.) Is there a significant difference in the respondents’ assessment of their level of cross functional professional collaboration when they are grouped according to their profile? The study utilized the quantitative research design, specifically, a descriptive cross-sectional approach in order to provide a more detailed picture with regard to the said nature of observations. The instrument used was actually developed

by Odegard and Strype (2009), it is a self-report multi-dimensional type of questionnaire. The main idea of the said instrument was to elicit information regarding the phenomenon of inter professional collaboration found on individual, group, and organizational level. The respondents of the study were the rank and file employees who are known to be employed in food industry in the province of Pampanga, regardless of being contractual or regular, male or female, and the unit area or department where they are assigned. The results revealed that when the respondents are grouped according to their demographic profile in relation to individual, group, and organizational aspect of collaboration, a verbal interpretation of “agree” was obtained. Based on the results, no significant difference had been found among the demographic profiles when compared in terms of their cross functional collaboration. Such study is recommended to be carried out into a longitudinal research design so as to determine if time can influence the cross functional collaboration of the respondents.

Keywords: Cross functional, prodessional collaboration, food industry

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INTRODUCTION

The Philippine food industry was known to have undergone a number of changes in recent years. Large food industries were seen to continue to grow faster than small food retailers do. Hence, the share of the latter in terms of the output and employment has decreased abruptly over the past two decades while that of large food retailers grew substantially. However, both classifications of industries contribute to massive number of employees being hired and designated on different departments within an organization. Despite the importance of these issues, however, few studies have addressed them (Digal, 2011; Bernabe, Endozo, & Pacia, 2014).

Such situations can be seen as running a business where none of the staff communicates effectively with each other. Thus, the tendency is that departments might end up out of sync, where in no one in the organization would really be quite certain or sure what was/is going on. Within such a scenario, working together to achieve success efficiently on group projects would be impossible. In other words, a lack of communication and collaboration would really cause serious problems in terms of efficiency, which at the end of the day, is considered as money pouring out of the company’s pockets. So, taking time to keep everyone involved fixes all issues and problems regarding efficiency, and for said reason it is absolutely essential for every company to stress the importance of collaboration.

Problems regarding workplace collaboration and communication are not really unique to any business setting or industry sector; such issues can slow down productivity, projects, and can ultimately have an impact in terms of client retention, as well as employee retention.

To facilitate such bulk of knowledge to be exhibited and transferred to individuals who are involved in running businesses for the purpose of company improvement and better transformation, this research endeavored to determine the different inter-professional collaboration levels that is occurring in different business settings, which in turn can improve the internal constructs and behaviors on which poor communication skills were seen to have been built, as well as in order to form a rigorous foundation upon which the key business conversations, including team negotiations and meetings, can be built.

As for the current study, the main theory that holds the concept of cross-functional collaboration lies on the System and Subsystem Theory, which was originated by Ludwig von Bertalanffy in 1928, wherein the said theory focuses and deals with the concept of interactions.

Such interactions for the said theory emphasized relationships on elements, which are known to lead and sustain behavior of elements interacting with other elements. Included in the systems theory are the concepts of exchanges between the people, energy, matter, and information with the external environment (Mele, Pels, & Polese, 2010). System theory has three known subsystems that can be further understood in terms of approach, which are the following: Holistic approach which pertain to the examination of the system as a complete functioning unit; Functional approach which pertain to the evaluation of the role of the subsystem if it fulfills in the larger system; and Reductionist approach which pertain to the inverse of the functionalist approach, specifically, examining the subsystems within the system (Davie, 2010).

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By looking closely at the concept of cross-functional collaboration, the concept of System and Subsystem Theory is suited to the concept of the current study, for it can provide an abstract idea regarding interaction between elements and the behavior that entails with it.

Wherein, the current study dealt with employees in terms of matters regarding their interaction, specifically, in terms of collaboration, for the aspect of individual, group, and organizational.

Kanste, Halme and Perälä (2016) pointed out that the term collaboration refers to any situation in which people are working across organizational boundaries toward some positive end. In addition, inter-professional collaboration can be perceived as internal collaboration between professionals from the same organization and external collaboration as between professionals from different organizations or services.

The said insights by Kanste et al. (2016) is relatively similar with Hill (2016) that collaboration occur when two or more people work together through idea sharing and thinking to accomplish a common goal.

Willumsen (2008) said that inter-professional collaboration can be considered as taking place between professionals and service users on an interpersonal level, as well as between organizations or services on an inter-organizational level.

Inter-professional collaboration in a company occurs when two or more professions work together for a certain tasks to achieve common goals, which are often being used as a means for creating solution and solving a variety of problems and or other complex issues.

Collaboration may actually occur virtually on any level of an organizational structure. Individuals can collaborate within an organization, or between organizations, or between one another, it can also be between countries, and or between professions. It is more commonly known to as inter-organizational collaboration in the business and marketing domain, such principles are similar in the allied and healthcare professions, which is often referred to as Inter-Professional Collaboration (Green & Johnson, 2015).

The main definition of inter-organizational collaboration was be known to be as a process by which parties who perceives the different aspects of a problem can constructively explore their own differences and search for a solutions that is considered to go beyond each other’s own limited vision of what is possible in terms of the solution of a certain problem (Gray, 1989).

In one of the studies conducted by Honigman (2014), it was emphasized that collaboration is considered as the main fuel of any business, whether it is among employees, customers or partner. It is being considered as a driving force for the continued efficiency of everyday tasks and as a necessity for the improvement of the outcomes of many business activities. In relation to this value of collaboration, Martinussen, Adolfsen, Lauritzen, and Richardsen (2014) found out that the quality of service was mostly predicted by the concept of inter-professional collaboration, wherein such increase in collaboration seemed possible by introduction of practice-based changes in a certain company.

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Cross functional collaboration is a group of people with different functional expertise coming together to work toward a common goal. In many cases, the team is simply a group of people from the different departments across a business working on solving a specific problem.

A team of this composition has the potential to implement significant improvements throughout the organization, and thus is a powerful tool in a culture of continuous improvement (Kainexus, 2016).

Bush and Malone (2010) indicated the importance of relationship in cross functional collaboration. In their study, differing functional leaders, priorities and accountabilities can surely make cross-functional collaboration challenging and complex, not to mention the role that generational, personality and character differences can play. However, strong and trusting business relationships across functional areas can usually mitigate and overcome these complexities.

Conversely, the lack of strong and trusting cross-functional relationships generally amplifies friction and hinders effective collaboration. As a result, healthy cross-functional relationships are a critical ingredient to effective collaboration.

On the other hand, Bo-Yong (2008) found key factors to be considered in a cross functional collaboration. The study suggests the evident correlations and coefficients between the factors and performance. For improving time performance in cross-functional cooperation with design teams, the important factors are “interaction between partners” and “working rationally.” “Managerial support” is the most important factor in improving cost performance.

Finally, the results show that high-quality design performance comes from “building trust and cohesion” and “unified vision and goals” in cross-functional cooperation.

In one study conducted by Grimsley (2016), it was stated that, cross functional teams provide an organization with some significant advantages. It can greatly increase creativity and problem solving with the use of cross-functional teams because of their composition.

Furthermore, members of cross functional teams come with a diversity of experience, expertise, and knowledge. This diversity can help broaden perspectives and create synergy, where interaction of the members create a greater effect than the sum effects of each member acting alone, leading to a high level of creativity. In addition, cross-functional teams are not without disadvantages. The team can take significantly longer to develop cohesion because members come from different experiences and backgrounds. Likewise, a team leader must take care managing team relationships carefully because there may be a high level of conflict in these teams due to unit rivalry, egos, and possible conflict between the interests of the various parts of the organization represented by team members.

The study aimed to assess the cross functional professional collaboration in the food industry in the province of Pampanga. Specifically, it attempted to answer the following questions: 1. What is the profile of the respondents in terms of the following: age, sex, civil status, highest educational attainment, years of work experience department assigned, number of trainings participated in? 2. How do the respondents assess their level of cross functional professional collaboration in terms of the following aspects when grouped by profile: individual, group,

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organizational? 3. Is there a significant difference in the respondents’ assessment of their level of cross functional professional collaboration when they are grouped according to their profile?

METHOD

The researcher employed a quantitative research design, specifically a descriptive cross sectional approach in order to provide a more detailed picture with regard to the nature of observation for the specified main topic. Also, such research approach utilized and assessed data to draw inferences in reference to the numerical descriptions that the results of the survey will exhibit at a specific point in time.

The respondents of the study consisted of 1,050 employees in food industry in the province of Pampanga.The said respondents are currently assigned in the different departments such as finance, marketing, administration, and production.

In terms of the instrument that was utilized in the research, the researcher utilized Perception of Inter-professional Collaboration Model (PINCOM-Q).The PINCOM-Q was utilized to determine the respondents’ perception of inter-professional collaboration. The instrument was developed by Odegard and Strype (2009) which is a self-report multi-dimensional type of questionnaire.

The researcher conducted an extensive review of related literature as well as studies in reference to inter-professional collaboration. Prior to the distribution of questionnaires to the study respondents, informed consents were given to ensure voluntary participation of the said respondents, as soon as the respondents of the study agreed to participate voluntarily, the researcher distributed the said questionnaires.

The researcher strictly observe the necessary ethical considerations along the course of doing the whole research wherein permissions were requested by the researcher of the study on the prospected institution from which the respondent will be coming from by means of distribution of communication letters such as letters of permission to conduct such study.

In terms of data analysis, descriptive and inferential statistics were considered. Descriptive statistics utilized frequency, percentage, mean, and standard deviation. While in terms of determining statistical inferences such as significant differences, relationship, association of the considered variables, Anova and Chi-square were used.

RESULTS 1. Demographic Profiles

Results have revealed that most of the respondents fall in the age range from 26 to 29 years old, mostly female, who were known to be single, and had already acquired bachelor’s degree. In addition, most of the said respondents were known to have gained 1 to 5 years of

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works experience, wherein most of them assigned at the finance department. Also, majority of the said respondents were known to have participated in 1 to 3 trainings.

2. Descriptive Data for the Individual Aspect, When Grouped According to: Age - The respondents when grouped according to age in relation to individual aspect of collaboration, Among the 16 items under the individual aspect, the statement “I find working in inter-professional groups valuable” yielded the highest total weighted mean among the sixteen items under the individual aspect of collaboration. A general weighted mean of 6.24 with a verbal interpretation of agree was obtained.

Sex - As for the individual aspect of the said cross functional collaboration, it can be said that among the 16 item statements presented when grouped according to sex, the item statement “I find working in inter-professional groups valuable” garnered the highest weighted mean (WM = 6.23), in which the said rated weighted mean translated to having both sexes agree with the said item statement.

Civil Status- In terms of the civil status of the respondents in relation to inter professional collaboration under the individual aspect, it can be said that the item “I find working in interprofessional groups valuable” obtained the highest total weighted mean (6.24) among the 16 items reflected above.

Highest Educational Attainment - Results show that in terms of the individual aspect of collaboration when group according to educational attainment of the respondents, the item “I find working in inter-professional groups valuable” garnered the highest mean score (WM=6.24) with a verbal interpretation of agree.

Years of Work Experience - Results show the descriptive results of collaboration among the respondents when group according to years of experience. It can be seen that the item “I find working in inter-professional groups valuable” topped the items according to their weighted mean score (6.24) with a verbal interpretation of agree.

Department Assigned - When it comes to department assigned, in relation to individual aspect of collaboration, it is evident that the item “I find working in inter-professional groups valuable” obtained the highest mean score (WM=6.24).

Number of Trainings Participated In - Results have shown that the individual aspect of collaboration of the respondents when grouped according to their number of trainings attended.

Based from the findings, the item “I find working in inter-professional groups valuable” found to have the highest mean (WM=6.24) among the above mentioned items.

3. Descriptive Data for the Group Aspect, When Grouped According to:

Age - With regard to the group aspect of inter-professional collaboration, among the 16

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items indicated above, the item “It is important that the group leader arrange the work in ways that help the group reach their goals” obtained the highest weighted mean (6.23).

Sex - The item statement “It is important that the group leader arrange the work in ways that help the group reach their goals”, had the highest weighed mean (WM = 6.23) among the 16 items presented.

Civil Status - Results show the weighted mean distribution of the respondents in relation to inter-professional collaboration within a group aspect when group according to civil status. It is evident that among the items included, the item “It is important that the group leader arrange the work in ways that help the group reach their goals” was found to have the highest weighted mean (6.23) with a verbal interpretation of agree.

Highest educational Attainment - When it comes to group aspect of collaboration, the item “It is important that the group leader arrange the work in ways that help the group reach their goals” have the highest mean score (WM= 6.23) with a verbal interpretation of agree.

Years of Work Experience - With regard to group aspect of collaboration, among the items mentioned above, the item “It is important that the group leader arrange the work in ways that help the group reach their goals” garnered the highest mean score (WM=6.23) with a verbal interpretation of agree.

Department Assigned - In relation to group aspect of collaboration, the highest mean (WM=6.23) was obtained by the item “It is important that the group leader arrange the work in ways that help the group reach their goals”.

Number of Trainings Participated In - It can be seen on the results that the item “It is important that the group leader arrange the work in ways that help the group reach their goals” found to have the highest mean score (WM=6.23) with a verbal interpretation of agree.

4. Descriptive Data for the Organizational Aspect, When Grouped According to:

Age - As far as working with inter-professional collaboration within an organizational level is concern, the present study found that among the 16 items composing the organizational aspect of collaboration, the item “We (the employees) are encouraged to promote new ways of working in inter-professional groups” yielded the highest weighted mean (6.37) which is interpreted as agreed.

Sex - Regarding the organizational aspect of the cross functional inter-professional collaboration, of all the 16 item statements presented on the table, it can be seen that the item statement “We [the employees] are encouraged to promote new ways of working in interprofessional groups” is found to have the highest weighted mean (WM = 6.37), wherein females (WM = 6.36) were found to agree slightly less than the males (WM = 6.37) counterparts.

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Civil Status - In terms of the organizational aspect of inter-professional collaboration among the respondents, It can be seen on the table that the item “We (the employees) are encouraged to promote new ways of working in inter-professional groups” obtained the highest weighted mean (6.37) among the items reflected above.

Highest Educational Attainment - When it comes to organizational aspect of collaboration, the item “We (the employees) are encouraged to promote new ways of working in inter-professional groups” obtained the highest mean (WM=6.37) among the above mentioned items.

Years of Work Experience - Results stipulated that results of inter-professional collaboration in relation to organizational aspect. It is evident that the item “We (the employees) are encouraged to promote new ways of working in inter-professional groups” have the highest mean (WM=6.37) with a verbal interpretation of agree.

Department Assigned - Under the organizational aspect of collaboration in relation to department assigned, the item “We (the employees) are encouraged to promote new ways of working in inter-professional groups” topped the items stated above in relation to mean scores (WM=6.37).

Number of Trainings Participated In - It can be seen that based from the organizational aspect of collaboration, it is evident that among the items presented above, the item “We (the employees) are encouraged to promote new ways of working in inter-professional groups” has garnered the highest mean (WM = 6.37).

5. Inferential Data: Comparison in terms of Demographic Profile towards Collaboration

Differences among Age group in relation to Collaboration - It can be noted on the table that there is a significant difference that can be found among the age groups in terms of the individual aspect (F = 5.592; p =.001) of the cross functional collaboration. Similarly, it has been revealed that as for the group aspect (F = 7.261; p =.001) and organizational aspect (F = 5.562; p =.001), a significant difference was found among the said age groups presented.

Differences between male and female in relation to Collaboration - Results presented on the table that when male and female are compared in terms of the individual aspect (t = -2.074; p =.038) of the cross functional collaboration, a significant difference is found to exist.

On the contrary, no significant differences were found for the group aspect (t = -0.549; p =.583) and organizational aspect (t = -0.324; p =.746), when male and female are compared.

Differences between Bachelor’s and Master’s degree in relation to Collaboration Results revealed that respondents with bachelor’s degree as compared with those who have master’s degree, no significant difference was found in terms of the individual aspect (t = 0.036; p =.849) of collaboration. The same thing was found to be true for the group aspect (t = 0.833; p =.362) and organizational aspect (t = 0.192; p =.661) of the cross functional collaboration.

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Differences among civil status in relation to Collaboration - As for the civil status, a significant difference was found among the respondents in term of the individual aspect (F = 2.396; p =.049) of the cross functional collaboration. However, as for the group (F = 1.666; p =.156) and organizational (F = 1.624; p =.166) aspect of the cross functional collaboration, no significant difference was found among the respondents with respect to their civil status.

Differences among years of experience in relation to Collaboration - In reference to the table shown, when various range of years of experience compared in terms of the individual aspect (F = 1.066; p =.363) of the cross functional collaboration, no significant difference has been found. On a similar note, no significant differences has been found as for the group aspect (F = 0.484; p =.693) and organizational aspect (F = 0.404; p =.750) of the cross functional collaboration.

Differences among department assigned in relation to Collaboration - In accordance with the results presented on the table, there is a significant difference in terms of the group aspect (F = 1.842; p =.138) of the cross functional collaboration among the respondents assigned at different departments. On the contrary, there was no significant differences that exist as for the individual (F = 3.162; p =.024) and organizational (F = 0.771; p =.510) aspect of the cross functional collaboration among the respondents from different departments.

Differences among number of trainings attended in relation to Collaboration - Results reflected on the table clearly show that there was no significant difference that exist in reference to the number of trainings that the respondents have participated in, be it in the aspect of individual (F = 0.771; p =.510), group (F = 0.771; p =.510), or organizational (F = 0.771; p =.510).

DISCUSSION

According to Maggs, et al., (2012), labor markets are dominated by early adulthood since they are the ones who are available and easy to access and most of the fresh graduates belongs to that age range. However, in the study conducted by Ferrao (2010), women’s involvement in the labor force has continuously risen. In addition, most female workers in western countries were paid much higher as compared to male workers. In relation to the said results, Leonard (2010) found that most of the workers involved in any institution are single workers. Moreover, single workers are expected to perform better in the workplace since they are the ones who have less distraction because they don’t have their own family to take care of.

Supporting the results of the present study, Human Resources (2016) conducted a survey and found that most of the applicant or prospective in any labor relations are only college graduates. This can explain the findings of the study that most of the hired workers are college graduates since they are the ones who are aggressive in finding a job in their field of specialization. Penn (2008), studied about the importance of having at least 5 years of experience in the work place.The study found that, for an employee to become familiar to the company and gain more knowledge, they must incur at least 5 years of work related experience. In addition, learning the ins and outs of an organization and how it functions require a level of mastery and

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it can be sharpened when an employee stays in the company for about 5 years. Rothovius (2014), among the business related courses in demand in the world of work, office administration and finance related work are favored by the students when they reach their college years.

Having said this, it is not surprising that most of the employees especially in the corporate world choose to work in these offices. Mc Dade (2013) specified the importance of attending trainings and workshops that could help them gain more knowledge in their respective work.

Employers should recognize the importance of investing in the employees in relation to this matter. Having said this, the continued education and training of their employees through professional development programs display the company’s support of seeing the employees grow professionally and become even more valued member of their company.

Analyzing the said results, it can be said that respondents regardless of age find working in inter-professional groups valuable and important in their respective workplace. It can also be said that the respondents were vigilant in identifying their stance and they are aware of their responsibility when collaborating with other professionals. One study revealed that older individuals display and experience more positivity and less negativity than the middle-aged counterparts. Moreover, older individuals during collaboration displayed a unique mixture of warmth and control, suggesting a greater focus on social concerns (Smith et.al.).Also, it has been revealed that millennials are found to be more judgmental of the capabilities of their coemployees, as well as more opinionated regarding their own career opportunities than their older peers in the workplace setting (Evans, 2014).It is clear that each and every employee who participated in this study has a positive outlook and truly acknowledged the importance and role of a leader when working with teams or group in order to reach their common goal. It can be said that, regardless of age, respondents do recognize the role of other professionals when listening to their colleagues’ problems as well having the idea that respondents were highly appreciated during collaboration process with other professionals.

According to Chan, Lam and Yeung (2013), communication was considered by professionals as important for their collaboration. This is being used to clarify misunderstanding and to help correct their assumptions in practice so they could better collaborate. In addition, Deshkulkarni (2009) stated that, without communication, no collaboration occur and clarifying misunderstanding by the use of communication. Moreover, the findings can be attributed to the fact that there are a lot of factors that will greatly affect the collaboration process. According to Nixon (2014) setting goals and standards when working with team members can positively affect the collaboration process. Meanwhile, according to Yosie (2013), collaboration creates a value and accelerates change since other corporations and organizations increasingly conclude that they will be more successful in attending their individual objectives by collaborating with other professionals with similar and aligned interests. The study conducted by Bridges et al.

(2011) was related to the findings of the present study in relation to setting clear goals when working with other professionals. It was found that inter-professional collaboration allows sharing of expertise and perspective to form a common and clear goal. According to Canadian Inter-Professional Health Collaborative (2010), collaboration requires trust, mutual respect, availability, open communication and attentive listening skills in all characteristics of cooperative relationships. In addition, professionals must be able to share information needed to coordinate

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care with each other.A study conducted by Maccoby (2006) supports the findings of the present study in relation to the individual responsibility when collaboration is involved. It was found that each member of the team should have their respective roles and responsibility when it comes to collaboration.This is important because it can sprout different ideas coming from each member of the team which can be used to facilitate a productive and meaningful collaboration process.

The study of Fu, et al., (2013) is somehow related to the present study in relation to being appreciated by other professionals during a collaborative process. It was noted by the study that, it is very essential for the professionals to acknowledge the contribution of other members of the group since it can help them boost their confidence and be productive in their respective assigned tasks. It has been revealed that employees collaborate in such a manner that they put their trust on the leadership skills and capabilities of their colleagues towards carrying out their organizations goals (Savolainen, & Hakkinen, 2011). On a similar note, it has been mentioned in one study that by valuing collaboration on different offices or departments, the skills of the employees can be pooled turning the project to be more successful than it might otherwise be (Rauv, 2013).

One study have mentioned that organizations and companies encourage their employees to be more creative in terms of thinking ways on how to coordinate and collaborate with their colleagues towards problem solving (Brown, 2015). Employees believed that good leadership skills have great impact towards creating a collaborative working environment which in turn helps to reach a common goal of a company or an organization (Tsai, 2011).

CONCLUSIONS

In reference to the findings of the study, most of the respondents fall on the age range 26 to 29 years old, mostly female, whom are known to be single, and have already acquired bachelor’s degree. In addition, most of the said respondents were known to have gained 1 to 5 years of works experience, wherein most of them are assigned at the finance department. Also, majority of the said respondents were known to have participated on 1 to 3 trainings.

When data grouped according to demographic profile, the most prominent items for the individual, group, and organizational aspect of the cross functional collaboration, that is seen to lead among the said items when it comes to the value of the weighted mean are the following: for the Individual Aspect “I find working in inter-professional groups valuable”; for the Group Aspect “It is important that the group leader arrange the work in ways that help the group reach their goals”; and for the Organizational Aspect “We (the employees) are encouraged to promote new ways of working in inter-professional groups”. The said item statement garnered the highest value of weighted mean.

In terms of distribution towards age, when respondents are grouped according to the three aspects of the cross-functional collaboration, it can be concluded that the values for the grand mean of their individual (M = 5.6), group (M = 5.67), and organizational (M = 5.7) aspects can be seen to be very close in terms of numerical value, wherein all of which reflect favorable agreeableness regarding the concept of collaboration.

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In terms of distribution towards sex, when respondents are grouped according to the three aspects of the cross-functional collaboration, it can be concluded that the values for the grand mean of their individual (M = 5.6), group (M = 5.67), and organizational (M = 5.7) aspects can be seen to be very close in terms of numerical value, wherein all of which reflect favorable agreeableness regarding the concept of collaboration.

In terms of distribution towards civil status, when respondents are grouped according to the three aspects of the cross-functional collaboration, it can be concluded that the values for the grand mean of their individual (M = 5.6), group (M = 5.67), and organizational (M = 5.7) aspects can be seen to be very close in terms of numerical value, wherein all of which reflect favorable agreeableness regarding the concept of collaboration.

In terms of distribution towards educational attainment, when respondents are grouped according to the three aspects of the cross-functional collaboration, it can be concluded that the values for the grand mean of their individual (M = 5.6), group (M = 5.67), and organizational (M = 5.7) aspects can be seen to be very close in terms of numerical value, wherein all of which reflect favorable agreeableness regarding the concept of collaboration.

In terms of distribution towards years of experience, when respondents are grouped according to the three aspects of the cross-functional collaboration, it can be concluded that the values for the grand mean of their individual (M = 5.6), group (M = 5.67), and organizational (M = 5.7) aspects can be seen to be very close in terms of numerical value, wherein all of which reflect favorable agreeableness regarding the concept of collaboration.

In terms of distribution towards department assigned, when respondents are grouped according to the three aspects of the cross-functional collaboration, it can be concluded that the values for the grand mean of their individual (M = 5.6), group (M = 5.67), and organizational (M = 5.7) aspects can be seen to be very close in terms of numerical value, wherein all of which reflect favorable agreeableness regarding the concept of collaboration.

In terms of distribution towards trainings participated, when respondents are grouped according to the three aspects of the cross-functional collaboration, it can be concluded that the values for the grand mean of their individual (M = 5.6), group (M = 5.67), and organizational (M = 5.7) aspects can be seen to be very close in terms of numerical value, wherein all of which reflect favorable agreeableness regarding the concept of collaboration.

Mostly, no significant differences have been found among the demographic profiles when compared in terms of their cross functional collaboration, specifically, for the individual, group, and organizational aspect. However, significant findings were cited on the following: “Differences among age group in terms of collaboration”; “When male and female are compared in terms of the individual aspect (t = -2.074; p =.038)”; “As for the civil status, a difference was found among the respondents in term of the individual aspect (F = 2.396; p =.049)”.

Therefore, based on the said findings of the current study, most of the respondents were

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known to collaborate, be it on the aspect of individual, group, or organizational.

RECOMMENDATIONS The researcher of the current study would like to recommend the following: In reference to the actual results of the study:

It can be observed that there were still a handful of respondents who can be seen to have somewhat agreed on some item-statements presented in the questionnaire on matters pertaining to the individual, group, and organizational aspect of the cross-functional collaboration.

Hence, it is recommended that the findings for this current study be used as an eye-opener and a basis for interventions towards the betterment and improvement of employees’ crossfunctional collaboration in which the main purpose of the said intervention is to maintain, sustain, and even improve collaboration. It can be noted that although responses from the participants reflect favorable agreeableness towards their cross functional collaboration, specifically, on the aspects of individual, group, and organizational, still, the responses did not reflect to have achieved a perfect score. Hence, perfect cross functional collaboration was not seen. So, it is being recommended that business administrators, supervisors, and managers must devise certain intervention that would increase the cross functional collaboration of their workers.

For future directions of the study:

The researcher of the current study would like to recommend that the food industries situated within the vicinity of Pampanga should recognize the importance of cross-functional collaboration in their respective employees, since it is known that good collaboration in the workplace setting can help the company to be more efficient in delivering their respective services. It is recommended that the number of participants be increased, so as to generate a much more relatively generalizable results. Such feat can be achieved by having the research locale to be widen in terms of its geographical scope. Such study is recommended to be carried out into a longitudinal research design, so as to determine if time can influence the cross functional collaboration of the respondents. A mixed method type of research approach could also be done to see a much bigger picture of the said topic of concern. To students and future researchers, such results contained within this study can be used as reference for future researches of the same nature of topic as to this current study.

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GEO-HAZARD MAPPING OF THE PROVINCE OF PAMPANGA: A REFERENCE FOR DISASTER PREPAREDNESS PANORAMA Irish Jaime, MPA, Jennifer Panhugban, MPA, Justin Bryan Tabora, MPA Abel C. Pineda, DBA ABSTRACT

In the aspect of disaster preparedness and awareness, knowledge of the geographical location of an area plays a gigantic role in the determination of its vulnerability and susceptibility to a particular natural disaster. Few local studies provide emphasis to such kind of factor. Thus, this paper aims to comprehend the geographical aspects of the Province of Pampanga and describes the disaster preparedness panorama of the province via examining situational reports and geographical maps which identify threats pose to the residents of Pampanga.

A retrospective descriptive geographic research design was used in this article where the data originated from the office of the Provincial Disaster Risk Reduction Management Office (PDRRMO) – Pampanga were carefully analysed with articulation with experts. It provided vital geographical information from the two (2) cities and nineteen (19) municipalities of the province.

It has been uncovered that out of the 2,340,355 Pampangueños as of 2010, 39% of them inhabited the areas that are extremely susceptible to flooding. Moreover, it was found out that the Municipality of Arayat is extremely vulnerable to landslide due to its close proximity to Mt. Arayat. Furthermore, the Municipalities of Floridablanca, Porac and Mabalacat registered low to very high susceptibility to landslide due to hilly and mountainous terrains. However, some barangays from the Municipalities of Masantol, Lubao, Sasmuan and Macabebe are categorized as coastal municipalities of the province which are vulnerable and prone to storm surges.

The paper recommends the intensive and massive information dissemination to each and every single Kapampangan regarding the geographic structure of these areas to ensure disaster preparedness and to diminish casualties from natural calamities which may strike in the future.

Keywords: Global warming, natural calamity, disater preparedness, geographical attributes

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INTRODUCTION

Earth, the third planet in the solar system which is full of unimaginable and bounty of creations that serves as a sanctuary for the millions and billions of humans. This planet that we all call home had suffered and witnessed all the vast changes that had gone for the past centuries, changes that brought an inconceivable impact to human lives as well.

According to Elahi(2015), scientists found out that the planet Earth’s temperature was increasingly high unlike before. Likewise, they even came up withthe prediction that the Earth’s temperature will escalate by two to six degrees Celsius in the end of the 21st century if inappropriate counter measures will not be taken into matter. One cannot deny the fact that this was triggered by deforestation, release of greenhouse gases, burning of fossil fuels, the industrial revolution(Elahi, 2015) and many more irresponsible human acts that paves the way to global warming.

Global warming is a phenomenon which involves the increase in temperature of the planet Earth’s climate system (Elahi, 2015) where the principal effects would be the melting of icebergs in Antarctica which roots upsurge in sea level and frequent typhoons and storms accompanied by flooding(Aizebeokhai, 2009; Elahi, 2015).

Countries around the globe are now withstanding the implications of global warming and like any of the other developing countries, the Philippines is among the nations susceptible to the impacts of such phenomenon due to its restricted resources(Jose & Cruz, 1999) most essentially its location.

The Philippines, a country known for its opulent culture and traditions brought about by its geographical diversity, consists of seven thousand six hundred forty one islands surrounded by various bodies of water as well as being situated in the Pacific Ring of Fire and typhoon belt in the Pacific Ocean. With this kind of location, the Philippines is one of the countries known to be affected by different natural calamities such as earthquakes, typhoons, volcanic eruptions, flooding and droughts(Bollettino,Alcayna, Enriquez, & Vinck, 2018).Among the mentioned natural disasters, typhoon is usually the kind of phenomenon that usually brings destruction to the lives and properties of Filipinos with an average of twenty typhoons per year visiting the country.

Countless regions and areas in the Philippines have been annihilated by this natural catastrophe. One of which is the Central Luzon, a region known as the rice granary (“Region 3 Central Luzon,” n.d.) capital of the Philippines for its rich farmlands.This land area is also known to have its active and extinct volcanoes as well as some of its provinces being situated in the Marikina Valley Fault also referred to as the Valley Fault System. . No one will ever forget the 1991 Mt. Pinatubo eruption which was considered as one of the largest volcanic eruption(Newhall, Hendley, & Stauffer, 1997)and had claimed thousands of lives not to mention the vast number of devastation to enormous assets. Likewise, numerous families have been affected by several typhoons like Ompong, Domeng, and Rosita which shattered the lives, assets, and livelihood of the people inhabiting these regions. Moreover, one of the provinces in this region which had

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been affected by mostly of these natural phenomena is the Province of Pampanga.

In the year 1571 when the Spaniards came for their purpose of colonization, the province’s name was coined from the native word “pampang” which is “riverbank” in English because of the inhabitants who lives near the small and diverse rivers that bounds the flat land masses of the province that leads to the prominent Pampanga River(“Enhanced Local Climate Change Action Plan for the Province of Pampanga CY 2018 - 2028, 2018). The province became well-known for its vital contribution to the Philippine history for it is one of the provinces found in the eight rays of the sun embellished in the Philippine flag signifying the valour and patriotism of the Pampangueños who stood and fought against its colonizers.

Needless to say, one cannot question the bravery, leadership and intellect of Pampangueuños because amidst all the historical trials they have been through, they were able to wrestled their way for independence and have their rightful spot in the history who until now are combating for their lives not because of conquerors but of the natural disasters experienced by the occupants.

The Province of Pampanga had suffered from the violent winds that wrecked countless homes and raging waters that drowned innocent lives. Hence, people kept on bouncing back to whatever tragedy that struck them. With every disaster comes the lesson to feasibly lessen the harm it may bring in the future. The province has been initiating preparedness following the four thematic areas namely; a) Disaster Prevention and Mitigation–“Avoid hazards and mitigate their potential impacts by reducing vulnerabilities and exposure and enhancing capacities of communities”(Office of Civil Defense, 2011, p. 2). b) Disaster Preparedness–“Establish and strengthen capacities of communities to anticipate, cope and recover from the negative impacts of emergency occurrences and disaster”(Office of Civil Defense, 2011, p. 2). c) Disaster Response– “Provide life preservation and meet the basic subsistence needs of affected population based on acceptable standards during or immediately after a disaster”(Office of Civil Defense, 2011, p.

2). d) Disaster Rehabilitation and Recovery–“Restore and improve facilities, livelihood and living conditions and organizational capacities of affected communities, and reduced disaster risks in accordance with the “building back better” principle”(Office of Civil Defense, 2011, p. 2).

Victoria (2000) asserted that regardless of the natural disaster’s characteristics, be it strong or weak, has an extensive or narrow coverage area, the residents of that zone will primarily suffer the implications of such phenomenon resulting for them to safeguard themselves and confront any troubles that they may encounter on their own until the assistance from the government reach their homes.

Meanwhile, in the research of Escuadra and Anaya(n.d.) for the incident when Typhoon Sendong ravaged Iligan communities wherein 17, 709 families were hit and had claimed 652 lives while 808 persons were nowhere to be found, an incident where enormous grumbles were raised for the incompetency of its local government unit (LGU) in confronting the effects of Typhoon Sendong. Both ideas represent only one aim, safety of the entire community thru the active and proficient involvement of both the people and government.

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According to Bollettino et al. (2018), almost 47 percent of Filipino respondents from the research they orchestrated did not do any form of natural disaster preparedness for the preceding five years and most of the Filipinos felt that they were indeed responsible for their own welfare in the presence of natural calamities.

Today, only few studies pay attention in scrutinizing the geographical aspects of a particular area and how does it influences its localities in the event of a natural calamity. Majority of studies dig deep via grasping the thoughts and responses of people together with its government through conducting diverse and random surveys. Thus, this article endeavours to use geographical maps and situational reports to determine the imminent impacts of natural disasters in the Province of Pampanga.

The purpose of this article is to ascertain how the geographical attributes of the province affect the residents of its cities and municipalities in the occurrence of natural calamities and its possible implications to the disaster preparedness and awareness of the people in the Province of Pampanga.

This article also aims to describe the disaster panorama of the Province of Pampanga based on situational reports and geographical maps by analysing the geographical location of the province and the threats it may pose to the residents. Specifically, it seeks to answer the following objectives: (1) to describe how the geographical location of Pampanga can cause hazard to the residents during disasters; (2) to identify the threats and impacts of geographical hazards affecting the locality; (3) to identify the number of affected indigent residents based on their geographical location.

The scope of the article is to discern the possible imminent impact of disaster in the Province of Pampanga and to describe the effects of its geographic structure to the Kapampangan populace inhabiting the province. Likewise, the research will give emphasis to the primary natural catastrophes that pose threats in the province which includes flooding, landslide, storm surge and earthquake. The data in this study were from the year two thousand eighteen (2018) thus, the article will be delimited to the information that was provided during the aforementioned year. However, some of the figures or data obtained were derived from the preceding years. Nonetheless, according to the designated geologist of the Provincial Disaster Risk Reduction Management Office (PDRRMO) – Pampanga as a province did not bump into any major catastrophe in the year two thousand seventeen (2017). Any change of information that may be incurred after 2018 is not part of the data in the study.

Results and findings from this research may be beneficial to the Pampangueños in order to broaden their geographic information about the area were they reside, so as to be able to make necessary precautions before the occurrence of any natural phenomena in their zone. Due to the variations in landforms, this article will, as well, be able to aid the Province of Pampanga to boost the capabilities of its people to combat and alleviate the anticipated effects of calamities might affect them. Similarly, the researchers whose professions are mostly public servants could as well become an instrument in propagating valuable information to Pampangueños .

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METHOD

A retrospective descriptive geographical research design was used in this article.Through the incident reports submitted by the City/Municipal Disaster Risk Reduction Management Office (C/MDRRMO) to its Provincial Disaster Risk Reduction Management Office (PDRRMO) – Pampanga, data were analysed according to experts’ opinion.

The data were gathered by the Provincial Disaster Risk Reduction Management Office (PDRRMO) – Pampanga in the two (2) cities and nineteen (19) municipalities of the province via incident reports that were timely reported by the Barangay Disaster Risk Reduction Management Office (BDRRMO) to their City/Municipal Disaster Risk Reduction Management Office (C/MDRRMO)immediately during and after the occurrence of the disaster in the area through their two-way ICOM radio that served as one of their reliable and effective means to communicate even in the absence of electricity, internet and phone signal.

Maps from various government agencies like the Mines and Geosciences Bureau (MGB), Department of Science and Technology (DOST) as well as the inputs from the Philippine Atmospheric, Geophysical and Astronomical Services Administration (PAGASA) and Provincial Planning and Development Office (PPDO) – Pampanga were utilized in analysing the geography of the Province of Pampanga as well as the basis for the PDRRMO’s planning and operations (“Gawad Kalasag 2018 Pampanga,” 2018). The data for these maps were gathered via fieldwork activities of the MGB, DOST and PAGASA that were further disseminated to the concerned areas for their perusaland as an ideal tool in their planning activities.

PDRRMO – Pampanga uses freeware software known as the Geographic Information System (GIS) a computer-based instrument(“What is Geographic Information Systems (GIS)?,” 2019)that is exploited to bring up-to-date, improved information. They also modify maps to produce pertinent information to identify the areas prone to typhoons, landslides, storm surge, and earthquakes in the province(“Gawad Kalasag 2018 Pampanga,” 2018). In addition, the data for this research were obtained by requesting permission from the governor of the province as well as from the PDRRMO – Pampanga to provide the researchers the data and information that will be vital in putting together this research.

With utmost gratitude to PDRRMO – Pampanga, the researchers were able to understand and analyse the maps furnished through personal interview and consultation meetings with geologists of the said office.

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FINDINGS Table 1: “Summary of high-risk barangays per LGU, vis-à-vis flooding, landslide and storm surge” (“Gawad Kalasag 2018 Pampanga,” 2018, p. 11).

Table 1 classifies the number of barangays affected by flooding, landslide and storm surge in various cities and municipalities in the Province of Pampanga. The statistics were gathered via various field validations and surveys with respect to the existing data from the National Statistics (“Gawad Kalasag 2018 Pampanga,” 2018, p. 11).

The aforementioned information enables the province to easily point out and determine the barangays affected by any natural phenomena that may warrant attention and preparedness in order to lessen the casualties that may be incurred. Moreover, several maps from the MGB, DOST and PAGASA were used to analyse the geographical features of the Province of Pampanga and was further enhanced and explained by the geologists from PDRRMO – Pampanga, utilizing the GIS software by identifying the areas in the Province of Pampanga that are susceptible to natural disasters.

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Figure 1: Flood Hazard Map

The areas in red represents the zones that are highly susceptible to flooding that may reach a height of one to two meters for more than 3 days; the orange areas denote the sectors in the province that are moderately vulnerable to flooding that may reach a height of 0.5-1 meter for one to three days while the yellow parts in the map symbolizes the areas with low flood susceptibility that might likely experience floods below 0.5 meters in height for less than one day (“Gawad Kalasag 2018 Pampanga,” 2018).

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Table 2: Summary of families per LGU affected by flooding (“Gawad Kalasag 2018 Pampanga,” 2018)

Table 2 represents the number of families affected by flooding where majority originated from LGUs which are either coastal or low-lying areas nearby river or tributaries.

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Figure 2: Landslide Risk Map

The landslide risk map depicts possible precipitous sloping topographies (“Gawad Kalasag 2018 Pampanga,” 2018) in the province of Pampanga. Residents who may experience landslides includes the zones being occupied by the residents in the Municipality of Arayat where the dormant Mount Arayat is situated. The Municipalities of Magalang, Mabalacat, Porac and Floridablanca where all of which possess one resemblance to each other, landmasses which are relatively elevated as compared to the remaining sections of the province.

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Figure 3: Storm Surge Risk Map

Aside from the flooding that may cause damage, another phenomenon known as storm surge may as well seed destruction to some parts of the province. As seen from the maps obtained from PDRRMO – Pampanga, following are the four municipalities located among the coastal areas namely; Lubao, Macabebe, Masantol and Sasmuan (“Enhanced Local Climate Change Action Plan for the Province of Pampanga CY 2018 - 2028,” 2018).

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Table 3: Breakdown of population affected by storm surge

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Table 3 describes the Kapampangan populace who are predominantly struck by storm surge in the province, from which all the identified coastal barangays of each LGUs are geographically situated along the coastline.

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Figure 4: Actiive Fault Lines near the Province of Pampanga

As perceived from the map, the Province of Pampanga does not have any active fault lines rather the provinces near its vicinity have the prominent earthquake fault lines such as the province of Zambales, Nueva Ecija, Bulacan and Metro Manila. According to the geologist of PDDRMO – Pampanga, even though Pampanga does not have any active fault lines, it may still experience impacts coming from its neighboring provinces because majority of its landforms are soft sediments.

Soft sediment, a geological term which refers to a land formation whose composition has high water content (Klein & Santamarina, 2005); thus, making an area having such characteristic to be easily affected of any earthquake’s impact.

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DISCUSSION

The flood hazard map represents the Province of Pampanga in terms of the level of susceptibility to flooding. Pampanga, being a low-lying province in topography, is relatively susceptible to flood due to its lower elevation. The map depicts that the Municipalities of Candaba, San Luis, San Simon and Apalit presupposes moderate to high level of susceptibility due to their location adjacent to the Pampanga River. Concomitantly, the Southern parts of the province- the Municipalities of Macabebe, Masantol, Minalin and Sasmuan(“Gawad Kalasag 2018 Pampanga,” 2018) also have moderate to high level of flood susceptibility due to their location near the pacific side of the province as identified and categorized ascoastal areas.While some parts of Floridablanca, Porac and Mabalacat have a mixture of low to moderate level of susceptibility due to their higher elevation in close proximity to mountain ranges. As divulged in the Enhanced Local Climate Change Action Plan for the Province of Pampanga CY 2018 – 2028 (2018), there is a correlation on the risk level and proximity of the area to the flooding tributaries and the areas where water accumulates during rainy season.

One of the prominent tributaries in the Province of Pampanga which is known to be the second prevalent river in Luzon that journeys across the Provinces of Bulacan, Nueva Ecija, Pampanga and Tarlac is the Pampanga River. It serves as the catch basin for the four specified provinces and extreme flooding of this waterway can raze and drown the entire Province of Pampanga as well as the areas nearby the province (Malaguit, Makahiya, & De Lara, 2017).

Furthermore, it has been uncovered that out of the 2,340,355 Pampangueños as of 2010, 39% of them inhabit the areas that are extremely susceptible to flooding (“Gawad Kalasag 2018 Pampanga,” 2018).

The Municipality of Sasmuan which has approximately 52,001 occupants and ranked as the 14th municipality in terms of its population size in the province has an entire population prone to flooding and storm surge most specifically the barangays of Sebitanan, Batang 1st, Batang 2nd, Malusac and Mabuanbuan (“Gawad Kalasag 2018 Pampanga,” 2018). The Municipalities of Lubao, Macabebe, Apalit and Candaba are among the areas in the province which are also highly disposed to flooding.

Meanwhile, two of its cities, City of San Fernando and Mabalacat City have a mixture of low to high flood susceptibility due to active creeks and their natural position adjacent to river channels. Also, between these two, the City of San Fernando known as the center of economic development in the province is at risk and known to be one of the cities extremely exposed to flooding (“Gawad Kalasag 2018 Pampanga,” 2018). It poses threats to the existing and incoming commercial investments of Pampanga. Thus, engineering interventions have been established to mitigate possible threats and actual damages of property during flooding.

The province’s progress is also at jeopardy because majority of its indispensable components which comprise its population, industrialized and agricultural regions are all primarily exposed to the aftermaths (“Gawad Kalasag 2018 Pampanga,” 2018)

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of any natural calamity that calamity that may come upon the Province of Pampanga.

Furthermore, the agricultural component of the province which is about 78,136.20 hectares, wherein half of this accounts to the areas that is as well classified as greatly proned to flooding (“Gawad Kalasag 2018 Pampanga,” 2018); thus, affecting the prime source of livelihood and income opportunities of the people in the Province of Pampanga.

The landslide risk map depicts the land area of Pampanga in terms of its vulnerability to landslides. Generally, landslides occur and affect areas on higher elevation (upland) and those areas that have a steep – slope terrain.

It shows that Pampanga has land areas and terrains that are classified as elevated with mild to steeply sloping. From the map’s representation, it shows that the Municipality of Arayat has low to high vulnerability to landslide depending on the area of elevation, steepness and proximity to Mt. Arayat, a mountain found in the province which possesses an altitude of 1,026 meters (Japan International Cooperation Agency; CTI Engineering International Co., Ltd.; Nippon Koei Co., 2011). Additionally, the types of soil particularly the sandy clay loam maybe one of the tributary reasons of its vulnerability to landslide. As asserted byKitutu, Muwanga, Poesen and Deckers(2009)in their study, landslide occurrences could be due to the type of soil and its characteristic particularly sandy clay loam type of soil has a lighter material and gives swift flow causing the collection of water thus creating hydrostatic pressure in the soil affecting its stability.

Likewise, there is noticeably increased in elevation in the Western parts of the province caused by adjacent mountain ranges of Zambales and Tarlac while the Municipalities of Floridablanca, Porac and Mabalacat have low to very high susceptibility to landslide due to hilly and mountainous terrains.It depicts that level of susceptibility has a direct relation on the type of area which depends on the degree of steepness and elevation of the locality.

According to Jayasinghe, Wijekoon and Gunatilake(2017)ascribed from DeGraff and Romesburg(1980); Marston, Miller and Devkota (1998), some of the vital and natural elements that cause landslides are the slope aspect, angle, and elevation of the location. In addition, as defined in their study: “slope aspect is the point of location which has the steepest downslope direction” (p. 27). Moreover, it has been unveiled that the elevation of a landmass contributes a significant factor in the occurrence of landslide in mountain or hilly sections of an area.

In relation to the study of Forbes and Broadhead(2013), deforestation and logging of trees in elevated areas most particularly of mountains which are often transformed to various roads and industrial constructions also escalate the risks of landslide because the features of trees most essentially its roots, hold and shrink the water content of soil. Trees found in any landform, be it elevated or not, serves as an aid as well as a key factor in the slope protection of a landmass; thus, restricting the probable event of landslide.

Aside from floodings and landslide, the Province of Pampanga is also susceptible to storm surges. As indicated in the storm surge risk map, the purple tag are the Municipalities of

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Masantol, Lubao, Sasmuan and Macabebe which are categorized as coastal municipalities of the province situated near the bay. Exposure from storm surges is brought by their location near the pacific area of the country and naturally, coastal municipalities will have the highest storm surge susceptibilities. In the study ofHerrero, Eco, Lagamay, Van Wyk De Vries(2015), Pampanga is included on the top 30 provinces and cities in the Philippines which is prone to storm surges.

Even though the Province of Pampanga neither have any nor directly lies in an active earthquake fault line, the aftereffects of the earthquake from its adjacent neighboring provinces may still cause damage to the areas in the province such as the Province of Zambales, Nueva Ecija, Bulacan and Metro Manila. Nonetheless, with the aim of saving lives, the PDRRMO – Pampanga has prepared an action plan in case such phenomena suddenly occurs. The triad in the maps represents the command post of the Province of Pampanga which is composed of the diverse local concerned government agencies to act and provide essential assistance to the residents of the province such as the Department of Interior and Local Government (DILG), Office of the Civil Defence (OCD), Department of Health (DOH), Provincial Social Welfare Development Office (PSWDO) – Pampanga and PDDRMO – Pampanga (Office of Civil Defense, 2011).

CONCLUSION

The Province of Pampanga is considered as the future gateway of Central Luzon for its immense contributions to its region. Even though the province possesses such stunning characteristics, it has flaws that threatens majority of its population due to its geographical attributes that whenever a natural calamity strikes the province may lead to unthinkable peril.

The findings in this study may not surprise many Kapampangans but the data provided herein could be, as well, a vital source to alleviate the possible complications arising from natural calamity whether it is an earthquake, typhoon, storm surge or any natural disaster.

It has been unveiled that the Province of Pampanga is really prone to natural calamities most specifically to flooding, storm surge, landslide and the after effects of earthquake that may transpire from the nearby provinces. The effects of such natural calamity are incalculable but this would surely ruin primarily the environment, industrialized and agricultural sectors of the Pampanga together with its inhabitants.

RECOMMENDATIONS

Natural calamities nowadays are inevitable phenomena that no one can evade but the people have the capacity to choose how they will react and response to the irrepressible after effects of these disasters given the right information and awareness.

The Province of Pampanga had devised enormous counter measures to help build the awareness of the Pampangueños in case disaster occurs and have established tactics to mitigate the impact. Hence, with these efforts, the article recommends the intensive and massive information dissemination to each and every single Kapampangan, if possible to conduct a house

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to house information campaign and employ the most powerful tool in today’s era which is the Internet- utilizing diverse social media platforms in order to nurture their knowledge and awareness about the geographic structure of the areas they inhabit and to likewise enlighten them of the projects, activities and programs they could avail in the aftermath of any calamity.

On the lighter side, it will be more beneficial if all people of Pampanga would be aware and be prepared for their own safety since the province cannot easily monitor every single person’s safety for any disaster striking in the Province of Pampanga.

Furthermore, the following measures are being proposed to mitigate the impact of natural disasters and aid the Kapampangan populace in the process. These are: the creation of a disaster hotline number that would become an active and responsive number to address all the pleas of Pampangueños before, during, and after a natural disaster; create a reforestation and planting of trees and mangroves project together with the Department of Environmental and Natural Resources (DENR) – Region III and other partner agencies that would vigorously promote the vital importance of trees and mangroves that will alleviate the impact of flooding, storm surge and most specifically, landslide; assure that the zones in the province which has drainage system are not jam-packed with garbage that hinders the course of water which might as well cause flooding and devised desiltation projects.

All of the aforementioned efforts and measures may not stop any natural disaster from happening but these might, at least, lessen the impact and help save lives in the process.

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REFERENCES Aizebeokhai, A. P. (2009). Global warming and climate change: Realities, uncertainties and measures.

Global Warming and Climate Change: Realities, Uncertainties and Measures, 4(13), 868–879.

Bollettino,V., Alcayna,T., Enriquez, K., & Vinck, P. (2018). Perceptions of Disaster Resilience and

Preparedness in the Philippines, (June).

Elahi, F. (2015). A Study on the Effects of Global Warming in Bangladesh. International Journal

of Environmental Monitoring and Analysis, 3(3), 118. https://doi.org/10.11648/j.

ijema.20150303.12Enhanced Local Climate Change Action Plan for the Province of Pampanga

CY 2018 - 2028. (2018). Pampanga: Provincial Disaster Risk Reduction and Management Council.

Escuadra, C. G., & Anaya, C. L. (n.d.). Department of Sociology – College of Arts and Social Sciences

MSU-IIT, Iligan City, (December 2012).

Forbes, K., & Broadhead, J. (2013). Forests and Landslides. Retrieved from http://www.fao.org/

docrep/016/ba0126e/ba0126e00.htm%5Cnhttp://www.fao.org/docrep/016/ba0126e/

ba0126e00.pdf Gawad Kalasag 2018 Pampanga. (2018). Pampanga: Provincial Disaster Risk Reduction and

Management Council.

Herrero,T. M., Eco, R., Lagamay, A. M.,Van Wyk De Vries, B., & Sulapas, J. J. (2015). INTEGRATED

ANALYSIS OF REMOTELY-SENSED IMAGERY IN DESCRIBING THE MORPHOLOGY OF

THE EDIFICE AND THE MASS WASTING EVENTS IN MOUNT INTEGRATED ANALYSIS

OF REMOTELY-SENSED IMAGERY IN DESCRIBING THE MORPHOLOGY OF THE

EDIFICE AND THE MASS WASTING EVENTS IN, (October), 0–8.

Japan International Cooperation Agency; CTI Engineering International Co., Ltd.; Nippon Koei Co., L.

(2011). the Study on Integrated Water Resources Management for Poverty

Alleviation and Economic Development in the Pampanga River Basin in the Republic of the

Philippines Volume Iv: Supporting Reports, I(January). Retrieved from http://open_jicareport.

jica.go.jp/617/617/617_118_255656.html Jayasinghe, G. J. M. S. R.,Wijekoon, P., & Gunatilake, J. (2017). Landslide susceptibility assessment using

statistical models :A case study in Landslide susceptibility assessment using statistical models :

A case study in Badulla district , Sri Lanka, (December). https://doi.org/10.4038/cjs.v46i4.7466 Jose, A. M., & Cruz, N. A. (1999). Climate change impacts and responses in the Philippines:Water

resources. Climate R

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Kitutu, M. G., Muwanga, A., Poesen, J., & Deckers, J. A. (2009). Influence of soil properties on landslide occurrences in Bududa district , Eastern Uganda, 4(July), 611–620.

Klein, K., & Santamarina, J. C. (2005). Soft Sediments: Wave-based Characterization. International Journal of Geomechanics, 5(2), 147–157. https://doi.org/10.1061/(asce)1532-3641(2005)5:2(147) Malaguit, J. C., Makahiya, M. F., & De Lara, M. L. D. (2017). Event-Based Rainfall-Runoff Forecasting in Pampanga River Basin, Philippines using Artificial Neural Networks (ANN). International Journal of Environmental and Rural Development, 8(1), 33–38.

Newhall, C., Hendley, J.W., & Stauffer, P. H. (1997).The cataclysmic 1991 eruption of Mount Pinatubo, Philippines. United States Geological Survey Fact Sheet, 2pp. https://doi.org/10.1055/s-2004-834653 Office of Civil Defense. (2011). National Disaster Risk Reduction and Management Plan ( NDRRMP ), 70. https://doi.org/https://reliefweb.int/sites/reliefweb.int/files/resources/Signed_NDRRMP.pdf Region 3 - Central Luzon. (n.d.). Retrieved March 4, 2019, from http://r3.denr.gov.ph/index.php/ about-us/regional-profile?fbclid=IwAR0fvTUuUEUxMMs-XolPsP5e99-2j8bWu7kZhoECN4_4SnUK ZexttsNAgUs Victoria, L. P. (2000). Community Based Disaster Management In The Philippines: Making A Difference In People’s Lives.Training, 0–8. https://doi.org/10.2307/44243073 What is Geographic Information Systems (GIS)? (2019). Retrieved March 4, 2019, from https:// gisgeography.com/what-gis-geographic-information-systems/

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ANALYZING DEMOGRAPHICS, EMPLOYEES’ PERFORMANCE AND PRODUCTIVITY IN A PUBLIC-PRIVATE PARTNERSHIP WATER UTILITY INDUSTRY: A MULTI-METHOD APPROACH Alyona Bondoc, MPA, Marique Garcia, Princess Zapanta, MPA Winefrida T. Torres, MBA ABSTRACT

The research utilized the quantitative approach in order to analyse the current conditions of the Public-Private Partnership (PPP) in a water utility industry Specifically the study looked into (1) the relationship between and among the demographic profiles of the employees, (2) the main conditions that influence the employees’ job performance and productivity, and (3) the difference between the job performances of employees and their level of productivity. The respondents in this study were purposively selected and composed of employees who were transferred from the government into a private entity. The instruments that were utilized were, adapted from several experts in their respective fields. The data were analysed using frequency distributions, measures of central tendency and paired sample t-test. Moreover Pearson’s r was used to determine the strength of linear dependence of the variables. Results displayed that most of the employees in the PPP company agreed that they were satisfied with their job and work experience. The interconnectedness of the factors to age were examined and it appeared that job satisfaction (p-value = .024), job performance (p-value = .027), and productivity (p-value = .033) are associated with age. Likewise, the correspondence of the data between the years in service of the employees was closely observed. It was found that job performance (p-value = .004) are related with the years in service spent in the company. Moreover, all of the examined factors, namely: job satisfaction (p-value = .000), salary (p-value = .001), and work experience (p-value = .000) are the factors which greatly impact the employees’ performance while job satisfaction (p-value = .000) and work experience (p-value = .000) are the main factors affecting productivity. Analysing the difference between employees value productivity and performance. (m = 4.05, SD = .613) it was conclusive that they view their productivity higher than their job performance (m = 3.82, SD = .557) which concludes that they value their output more than their performance. Having all the details and information gathered, it could be concluded that among the factors that were examined, job satisfaction and work experience appeared to be affecting employees’ performance and productivity in a PPP company. Implications and recommendations are further discussed.

Keywords: PPP, performance, productivity, job satisfaction, work experience

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INTRODUCTION

“To provide the best and quality service” has always been the end goal of any business entity, may it be private or public. Private companies undergo rational considerations in order to improve and deliver the best and quality services to their customers or clients even if it means substantial monetary spending. Meanwhile, public or government-owned businesses aim to deliver quality yet affordable products and services for the majority. But nowadays, a number of business models and designs have been emerging in order to continuously provide the best services to the people, and one of these is the Public-Private Partnership or more commonly known as PPP. One critical aspect of every institution is its workforce, different working environments and conditions may impact performance and productivity in myriad of ways. This inquiry delves into the work conditions, and performance metrics of employees in a public-private business partnership.

PPP has been defined in several ways. Auzzir & Haigh (2014) defined Public-Private Partnership as the engagement between the government and the private sector in order to cater the government’s services and infrastructures with the hope of ensuring a better quality of service and money. Moreover, it is known as cooperation between two parties (public and private sector) in providing services and products wherein costs, risks, and profits are being shared. This cooperation has been believed to generate greater and better results. PPP can also be defined as a contract signed by the government and a private firm where the risks are transported to the private firm while benefiting from the government’s budget at the same time. The Public-Private Partnership Center of the Philippines (n.d.) stated that Public- Private Partnership (PPP) is the existing agreement between the government and a private firm with the aim of providing services of which are usually being catered by the public sector. It specified that private firms engage on such partnerships to support the infrastructures but considering its reasonable return of investment. Meanwhile, some confused PPP with privatization. It should be made clear that PPP does not mean and is not privatization. Nevertheless, these two are distinct from each other. Privatization is the permanent transfer of a then publicly- owned asset to a private sector. On the other hand, PPP is the relationship existing between the public and private sector (AMPG International PPP Certification, n.d.). Projected results for PPP arrangements will be most likely achieved if both parties know and comprehend their roles on the partnership as indicated by Auzzir & Haigh (2014).

PPP has gone a long way and people argue regarding its origin. Some people believed that it was in 1438, when a French nobleman, Luis de Bernamn, was awarded an enterprise for collecting tolls to the imports on the Rhine while others argued that it was during the event when a private business, East Indian Company, was allowed by the British crown to discover and exploit whatever it finds in the East in return of a share. But focusing on the transport sector involving PPPs, it was assumed that it evolved from the UK’s Public Finance Initiative in 1991. In the last 25 years, governments around the world have been noticeably looking towards the support of the private sector in order to bridge the gap on the infrastructure projects (Garg & Garg, 2017). In the United States, according to the National Academies Press (n.d.), the involvement of the private sector in road development dates back in the 1790s when the

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Philadelphia and Lancaster Turnpike in Pennsylvania was developed. However, the participation of the private sector in road development projects was lessened and after World War II, only public turnpike authorities developed the toll facilities in the north and east of the USA. Come the 1980s, the states began to seek for the comeback participation of the private sector in highway development. The Dules Greenway in Virginia was one of those developed under the first Public-Private Partnership in the United States in 1988. This project served as the predecessor of one of the pioneers in PPP legislation, the Virginia Public-Private Transportation Act of 1995 and was then followed by some of the early partnerships for toll roads development namely; Virginia’s Pocahontas Parkway and South Carolina’s Southern Connector in the 1990s. Though these were supported through non-profit, they recently had been transferred to the private sector because they failed to meet the traffic and revenue plans.

When it comes to the financing, provision, and development of public services and infrastructures, European countries have significantly switched to private sector support and involvement. The advocates claim that partnerships aid in better quality services and arrangements at optimum risk and cost allocation. Presently, in the UK, there are 600 PPPs in the form of Private Finance Initiatives (PFI) which roughly amounts to US $100 billion for roads and bridges, military equipment, schools, and hospitals.Today, in the other developed, developing, and emerging economies, the increasing popularities of PPP could be observed (Roehrich, Lewis, & George, 2014).Developing infrastructures require a qualified and quantified workforce with vast investments and innovation. On a database of the PublicWorks Financing, 1,121 PPP projects across the world between the years 1985 and 2004 were completed and funded and represent $450.9 billion worth of investment of which the majority were in Europe, Asia and specifically East Asia.

Telecommunications and transport made it bigger for South Asia. Latin America and East Asia’s investments boomed and stayed very well below the peak in the 1990s but as for Central Asia and Europe, investments, from their peak, fell by 30% in 2005 due to lack of projects involving those which closed in that same year of which were caused by the global crisis. In 2007, governments adjusted their PPP strategies and investments in developing countries (except Africa) rose and exceeded the 1997 peak level. In Central Asia and Europe, investments grew by 80%. Come 2009, developing nations have investments returning to them as the crisis eased (Sambrani, 2014). In 2010 alone, US $4 billion worth of PPP health contracts were signed around the world (Roehrich et al., 2014). Nowadays, governments obtain financing through PPPs and such organizations are the World Bank, the European Investment Bank, and the Organisation for Economic Cooperation and Development. A huge part of the invested funds goes to the telecommunication, water, and transport projects (Sambrani, 2014).

Former Philippine President Benigno S. Aquino III once stated that the private sector has a vital role in achieving the country’s national development objectives (inclusive growth and poverty reduction). He also mentioned that “the implementation of PublicPrivate Partnership (PPP) “as a cornerstone strategy of the national development plan to accelerate the infrastructure development of the country and sustain economic growth” [Executive Order (EO) No. 8, series of 2010]. R.A. 7160 or the Local Government Code of 1991 supervises the operation of PPP ventures at the local scene.

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There are organizations that execute, examine, and approve the projects under PPP in the Philippines such as the Investment Coordination Committee which recommends anticipated major projects’ approval to the President upon evaluation and considerations while the PPP Center of the Philippines facilitates and monitors PPP priority projects and programs’ implementation.

For the local government, there are also local offices and committees which overview proposed PPP projects and programs down to the issuance of resolutions and their approval.

The aforementioned offices and committees range from the Office of the Local Chief Executive (Governor or Mayor) down to the Provincial, City or Municipal Sanggunian (PPP Center, 2012).

In an organization, the employees serve as its main asset and proper management should be done for them. Main investments should be motivating and help increase the level of performance of the employees as what studies suggest that when they (employees) are able to develop and enhance their abilities and skills, they may work more positively (Güngör, 2011).

Employee performance is defined as anything that an employee performs or does not perform. This may include the quality and the quantity of work output and its timeliness, cooperativeness, and presence at work (Güngör, 2011). On the other hand, Haapakangas, Hallman, Mathiassen, & Jahncke (2018) described productivity as the ratio between labor or resources (input) and the actual favorable outcome (output). Like other things, these two could be influenced by several factors causing unfavorable results that may affect the employee and the organization as a whole.The literature on job performance and satisfaction have determined several predictor variables that can explain job performance and satisfaction, in the last decade, Preacher and Hayes, (2008) narrowed their focus on work socialization and job satisfaction, which they have determined to be significantly correlated, however they believe this relationship is perpetuated by mediator variables that have yet to be measured.This can mean that a multitude of factors can affect how an employee performs in a workplace, and how satisfied that person is in that environment, and that there are variables that can influence this satisfaction indirectly.

Yang (as cited in Güngör, 2011) stated that individual performance cannot be rated but organizations may use the rewards management system to motivate them based on the performance they have shown. On the other hand, Bishop (as cited in Güngör, 2011) stated that the rewards management system for employee performance leads to the differentiation of employee productivity. Rewards could be in forms of verbal praise, commendation, appreciation, bonus, travel incentives, recognition, and others for as long as it is meant to motivate the employees to perform and give their best even more. As per companies, performance plays a vital role in a company’s continuous growth and development (Vosloban, 2012). The major factors that affect employee productivity are job satisfaction and job stress (Hoboubi, Choobineh, Kamari Ghanavati, Keshavarzi, & Akbar Hosseini, 2017). It just simply denotes that when an employee is stressed, he has low job satisfaction and this results in unproductivity. Contrastingly, if an employee is satisfied with his job, he is expected to be productive and yield favourable outcomes. However satisfaction can be impacted in all sorts of ways.

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It’s been found that job satisfaction is linked to productivity; however job satisfaction itself can be impacted by a myriad of factors, rendering it to possess considerable variability as it applies to individuals with unique needs and equally diversified backgrounds, however attempting to support employees’ work-family balance seemed to have had significant positive effects on employee satisfaction (Choi, 2014). Detrimental factors to satisfaction have also been studied, which have proven to adversely affect productivity, one emerging narrative in satisfaction is that salary or compensation may not be as big of a major antecedent to satisfaction as previously known, Hoeve, Jansen and Roodbol, (2014) stated that professional identity and recognition establishes a firmer causal relationship with satisfaction. They have pointed out the importance of meaning ascribed to work, or the fulfilment of being part of a collective effort motivates individuals to appreciate their profession and become more satisfied, which has more weight than just having their basic needs satisfied. Other factors point to work conditions having a critical effect on satisfaction. The unchecked workload of today’s modern workers may be causing adverse effects on their psychological well-being. Shanafelt1,Hasan2, Dyrbye1, Sinsky2, and Satele, (2015) surveyed 35,092 physicians and general workers in the United States and have found that on the average the respondents exhibited at least one symptom of burnout, and that more than half of them have reported experiencing symptoms. The study has also pointed out that from the year 2011 to 2014 the burnout symptoms experienced by workers have worsened. Another inquiry of the same authors has also focused on the aspects of the job that increase the odds of developing burnout symptoms. Shanafelt, et.al, (2016) measured the association of electronically driven clerical tasks on the burnout symptoms of U.S. physicians.

The participants reported dissatisfaction over the clerical tasks they had to accomplish, even when it is accompanied by an electronic system and database that is supposed to make the task easier, however it seemed to have the opposite effect, participants, measured with higher use of these electronic systems is associated with higher levels of burnout. The structure of burnout has been studied to have two major factors mainly burnout and engagement, however Schaufeli, Salonova, Gonzalez and Bakker, (2002) conducted a confirmatory factor analysis that did not support the two-factor structure. In their analysis what received support is the twocomponent model of exhaustion and cynicism. These are aspects of burnout that pertains to the psychological effect of work conditions on employees. On the other hand, when these work conditions are designed for the employees, the organization can benefit in a number of ways.

Bakker and Demerouti, (2017) has postulated a model (Jobs-Demands theory), which illustrates how work conditions and tasks impact, how satisfied employees are in their work.

This model has been studied as a framework in one study, measuring how job crafting can affect well-being, engagement job satisfaction and social resources, their results revealed that employees who participated in the job crafting of their own resources significantly improved on all the areas mentioned, in the three month period when the study was conducted (Tims, Bakker & Derks, 2013) This model postulates an interaction between job demands and resources, whereby a balance must be maintained to decrease the likelihood of adverse work situations to arise resulting to burnout.

The study aims to describe the contributing factors that affect the employees’ job performance and productivity in a water utility industry which is currently under a Public-Private Partnership.

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Specifically, it intends to describe employees’ profile in terms of a) Job Satisfaction b) Salary c) Work Experience d) Job Performance and e) Employee Productivity.Also, it seeks to reveal if there is a relationship between and among the demographic profiles of employees. Moreover, one of its objectives is to disclose the main contributing factor that affects the employees’ job performance and the one which impacts productivity in a PPP company. In addition, it seeks to compare the difference between the job performances carried out by employees and their level of productivity.

Lastly, the study also aims to give way to the creation of a program or policy regarding PPP.

The study will be of great help to companies which are currently under PPP management, for they could have the opportunity to realize the demographic factors affecting their employees’ productivity and performance. Moreover, companies, public, private or those which eye shift to PPP management, will find this significant since they could have the chance to identify the demographic factors affecting employees’ performance and productivity.This will also be helpful to the employees because it could serve as a key for their growth and development whether affiliated with PPP companies or not. The researchers found the study valuable because it enabled them to have a background on the Public-Private Partnership and how different factors could affect the employees’ performance and productivity as they themselves are currently employees affiliated with different organizations including a PPP company and a local government unit. This study may also give way on the creation of a program or policy regarding PPP.

Due to the unique nature of the organizational structure the respondents currently work under, it is fitting to analyse the interaction between the said structure and the employee using a productivity framework (i.e. employee performance, efficiency,, turnover intention, satisfaction).

Not many researches have attempted to use this framework in this particular structure, there could be factors that impact productivity in employees, these could include leadership roles, balancing regulations and other policies that exist only in this type of organizational structure.

As mentioned, it is the objective of this study to measure possible differences in productivity and performance in employees, while taking into account their demographic data. Mainly this is done to fully analyse performance in the fullest spectrum of different data possible.

DEFINITION OF TERMS

Job Satisfaction -“A pleasurable or positive emotional state resulting from the appraisal of one’s job and job experiences” (Locke (as cited in Islami, Mulolli, & Mustafa, 2018). In this study, it is defined as the employees’ contentment on their working conditions and making the best use of their abilities.

Salary -“Monetary benefits for the contribution that he/she makes in the organization” (Dash, Bakshi,&Assistant,n.d.).In this research,salary is interpreted as not just the pay for the employees but the rewards for their efforts,benefits (e.g.,health packages),and the pay raise interval in the company.

Work Experience - “The length of experience in a given occupation” (McDaniel et al. (as cited in Hunter, 2017). In this study, it is described as the personal growth and accomplishment attained through the years of working in the company.

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METHOD Research Design

This study utilized a multi-method approach, which made use of multiple statistical analyses that determined the following: 1) describe the employees’ profile in terms of a) Job Satisfaction, b) Salary, c) Work Experience, d) Job Performance and e) Productivity; 2) determine if there is a relationship between the demographic profiles of employees; and 3) compare the difference between the job performances carried out by employees and their level of perceived productivity.

Respondents

The respondents of the study were purposively selected, which followed a carefully laden out set of criteria ascertained by the researchers for the purposes of the study. One hundred employees who are currently employed in a company run by a PPP type of management in the City of San Fernando, Pampanga. The specific criteria used for section are as follows: 1) should be an employee of a water utility industry in Pampanga specifically in a.) PrimeWater City of San Fernando; 2) employees who work from a government set up and have been absorbed to work under PPP. However, employees who were hired after the transition period were not included as respondents.

Measures

The instruments that were utilized were valid and reliable surveys/ Likert questionnaires that were adapted from experts (Hassan, 2015, Sarasvathy, 2013, Farrell, Souchon, & Durden, 2001, Harris, & Ogbonna, 2002, Mackenzie, Podsakoff & Fetter, 1993; Harris & Ogbonna, 2006, Wallace, Chernatony, 2009) which are all relevant to the topic being researched.

Data Gathering Procedure

Initially, a letter was sent to the branch manager of the company which is currently under PPP management to seek his / her approval to allow the researchers to have their employees as respondents for the study. Once approved, informed consent forms were individually distributed and explained to them. Then, the questionnaires were answered by the respondents and were gathered for the completion of the data collection process. Through the use of a computer program for statistical analyses, SPSS (Statistical Program for Social Sciences), the gathered quantitative data were analysed using the Pearson Product Moment Correlation Coefficient, to determine covariance between the demographic data and paired samples t-test to compare the possible difference between job performance and perceived productivity of the respondents.

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RESULTS Table 1: Employees’ Job Satisfaction

Table 1 demonstrates the agreement that employees are satisfied with their job under Public–Private Partnership.

Table 2: Employees’ Salary Satisfaction

In general, employees expressed a neutral response with regards to their salary and benefits under the PPP management as shown in Table 2.

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Table 2: Employees’ Work Experience

Table 3, shows there is an agreement among employees on their work experience which includes the reward-penalty system, the respect from their colleagues and the personal accomplishment and growth that they acquire through their work under PPP. Table 4: Employees’ Job Performance

Table 4 shows that employees agreed that their superiors encourage them to do well which let them feel encouraged personally through the positive feedback that they receive.

However, they expressed a neutral response regarding the tools and resources that they need to do their job.

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Table 5: Employees’ Productivity

Generally, under the PPP setup, employees expressed a strong agreement with regards to their productivity through being responsive to customers’ complaints, adapting to meet their needs, being able to solve problems quickly, and helping those around them as shown in Table 5.

Table 6: Relationship among the Factors

Table 6 shows the existing relationship among the factors. On the first note, job satisfaction has an association with work experience (r = 0.56, p-value = .000), job performance (r = 0.46, p-value = .000), and productivity (r = 0.98, p-value = .000). Work experience (r = 0.23, p-value = .022) and job performance (r = 0.33, p-value = .001) are the factors relatively associated with salary. Moreover, job satisfaction (r = 0.56, p-value = .000), salary (r = 0.230), job performance (r = 0.46, p-value = .000), and productivity (r = 0.59, p-value = .000) are the factors which have a significant correspondence with work experience. Job satisfaction (r = 0.46, p-value = .000), salary (r = 0.33, p-value = .001), work experience (r = 0.46, p-value = .000), and productivity (r = 0.43, p-value = .000), meanwhile, are found out to have a relation with job performance. Lastly, factors were examined to find out which are related to productivity and it appeared that these are job satisfaction (r = 0.98, p-value = .000), work experience (r = 0.59, p-value = .000), and job performance (r = 0.43, p –value = .000).

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Table 57: Relationship of the Factors to the Demographic Profiles of Employees

Factors were scrutinized to unveil which was relatively related to age. Results showed that job satisfaction (0.23, p-value = .024), job performance (r = 0.22, p-value = .027), and productivity (r = 0.21, p-value = .033) are the factors that are positively related to age while salary (r = -0.09, p-value = .340) and work experience (r = 0.11, p-value = .268) doesn’t have any relationship with age at all.

On the other hand, work experience (r = 0.20, p-value = .043) and job performance (r = 0.28, p-value = .004) were found out to have a connection with years in service while job satisfaction (r = 0.15, p-value = .147), salary (r = -0.40, p-value = .689), and productivity (r = 0.16, p-value = .124) showed no association with years in service.

Table 8: Factors Affecting Job Performance and Productivity

Overall, the factors that affect job performance are job satisfaction (r = 0.46, p-value = .000) or “a pleasurable or positive emotional state resulting from the appraisal of one’s job and job experiences” (Locke (as cited in Islami, Mulolli, & Mustafa, 2018), salary (r = 0.33, p-value = .001) or “monetary benefits for the contribution that he/she makes in the organization”

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(Dash, Bakshi, & Assistant, n.d.), and work experience (r = 0.46, p-value = .000) or “the length of experience in a given occupation” (McDaniel et al. (as cited in Hunter, 2017). This shows that all of the factors have an impact on the employees’ performance.

On the other hand, the main contributing factors that affect the employees’ productivity are job satisfaction (r = 0.98, p-value = .000) or “a pleasurable or positive emotional state resulting from the appraisal of one’s job and job experiences” (Locke (as cited in Islami, Mulolli, & Mustafa, 2018) and work experience (r = 0.59, p-value = .000) or “the length of experience in a given occupation” (McDaniel et al. (as cited in Hunter, 2017). Thus, salary (r = 0.15, p-value = .150) appeared to be less important.

Table 9: Difference Between Employees’ Performance and Productivity

Results denote that given the demographic factors, employees rated their productivity (m = 4.05, SD = .613) higher than their job performance (m = 3.82, SD = .557). This goes to show that employees value productivity more than performance.

DISCUSSION

As the data were gathered and analyzed, results displayed that most of the employees in the PPP Company agreed that they were satisfied with their job and work experience which impact their performance and productivity while they expressed a neutral agreement on salary satisfaction. This is consistent with most of the literature that supported evidence to the fact that satisfaction greatly influences workplace behavior. This is why a lot of research is currently being done to effectively design workplaces environments, all to promote job satisfaction. The interconnectedness among the factors that was examined and analysed shows the existing relationship among the factors. Job satisfaction showed a connection with work experience (r = 0.56, p-value = .000), job performance (r = 0.46, p-value = .000), and productivity (r = 0.98, p-value = .000). This confirms that promoting a work environment that benefits employees is associated with reduced turnover rates, and increased work productivity and efficiency, which is the main goal in any type of work setting. Moreover what is confirmed here is possibly the major role of satisfaction in the job that cultivates loyalty in one’s work setting, despite having a meagre salary compared with other jobs.

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Bakker and Demeroutti, (2017) postulated a job demands-resources framework wherein they stressed the importance of the balance between demand and resources, ensuring that an optimal level of productivity exists somewhere in between demand and resources. Ensuring the satisfaction of employees in their work is a crucial piece that maintains the relationship between demand and productivity.

Meanwhile, work experience (r = 0.23, p-value = .022) and job performance (r = 0.33, p-value = .001) are the factors relatively associated with salary. Moreover, job satisfaction (r = 0.56, p-value = .000), salary (r = 0.230), job performance (r = 0.46, p-value = .000), and productivity (r = 0.59, p-value = .000) are the factors which have a significant correspondence with work experience. Job satisfaction (r = 0.46, p-value = .000), salary (r = 0.33, p-value = .001), work experience (r = 0.46, p-value = .000), and productivity (r = 0.43, p-value = .000), meanwhile, are found out to have a relation with job performance. Lastly, factors were examined to find out which are related to productivity and it appeared that these are job satisfaction (r = 0.98, p-value = .000), work experience (r = 0.59, p-value = .000), and job performance (r = 0.43, p –value = .000). All critical measures of productivity, like job performance and or efficiency, all correlate with job satisfaction. This satisfaction can mean very different things to different people, even in gender and age- matched studies, satisfaction can be attributed to many things, consequently what can be done here is conduct an assessment of what needs should be prioritized depending on life circumstances each individual employee has.

One of the main objectives of the study is to determine the relationship between the factors and age. As the data were gathered, results in Table 7 show the contributing factors that were studied to get to know their relationship with age. It was revealed that there is an association between age and job satisfaction (p-value = .024). It goes to show that even at different age groups, employees in the PPP company expressed their satisfaction with their job.

Near, Rice, and Hunt (cited in Saner & Eyüpoğlu, 2012) examined different predictors that may be related to job satisfaction and their research showed that age is a significant factor related to job satisfaction. On the same note, Rhodes (cited in Saner & Eyüpoğlu, 2012) also agreed that job satisfaction and age have a relationship after examining different studies of the same concern.

Job performance and age also showed a positive connection with the p-value = .027. Saks and Waldman (cited in North & Fiske, 2013) stated that lower performance ratings were given to older employees compared to the younger ones. Lastly, productivity and age were proven to have a correlation, having the p-value = .033 and was supported by the research conducted by Shehada & Dawood (2017) among the 40 aged employees of a sales unit proving that age has a significant relationship with employees’ productivity.

Likewise, the correspondence of the factors between the years in service of the employees was closely observed. Also in Table 7, the contributing factors were examined to determine their association with years in service. Results showed that work experience (p-value = .043) is significantly related to years in service which suggests that as employees age and spend more years in service, their work skills and ability or experience increases according to Chung et al. (2015). Moreover, the years in service and job performance (p-value = .004) has an association with each other as sustained by a research by Hunter (2017) wherein the results

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showed that any type of experience and its length is related with how the employees will most likely perform a task.

To be able to determine the main contributing factor/s that affects the employees’ performance is one of the main objectives of this study. From the findings of the survey, Table 8 presents the main contributing factor/s that affect/s job performance and from the factors examined (job satisfaction, salary, and work experience) all were found out to be the factors affecting job performance. Job satisfaction (p-value = .000) has a relation with performance as supported by the research supervised by Ayodele & Olorunsola (2012) which revealed that an employee’s level of satisfaction impacts his work performance greatly. On the other hand, salary (p-value = .001) also impacts job performance as affirmed by the related study by Mihir, Suprabha, & Aarushi (2017) which strongly concluded that salary has a huge impact to the employees’ performance. Lastly, work experience (p-value = .000) affects job performance as per the research conducted by Quinones, Ford, & Teachout (2001) which showed that the strongest positive relationship occurred between job performance and work experience regardless of the experience measurement used.

Productivity is defined as the state of being able to produce more than what is expected.

Table 8 presented the data regarding the factors affecting productivity and with the p-value = .000, job satisfaction is one of the contributing factors affecting employee productivity. This is proved and in line by a research made by Shobe (2018). It was mentioned that job satisfaction heavily affects an employees’ level of productivity; that when an employee is satisfied with his job, he will most likely produce more outputs.Work experience (p-value = .000) was also found out to be a contributing factor on productivity considering the study conducted by Maranto & Rodgers (1984).

Another main objective of this study is to determine whether employees value productivity or performance. Table 9 presents the difference in the performance carried out by employees and their level of productivity. Based on the gathered data, employees rated their productivity (m = 4.05, SD = .613) higher than their job performance (m = 3.82, SD = .557).

Tank (2018) mentioned in his article a research piloted by the Bain & Company which concluded that the companies who encourage productivity over performance are the most successful organizations today. This is when one is able to produce more output with the same sources.

CONCLUSION

Having all the details and information gathered, it could be concluded that among the factors that were examined, job satisfaction and work experience appeared to be the main contributing factors affecting employees’ performance and productivity in a PPP company in the City of San Fernando, Pampanga. This means that the employees value the fulfilment that their job brings and the experience that they have gained through the years. Speaking of performance, all of the examined factors (job satisfaction, salary, and work experience) were elements affecting an employee’s performance which denotes that when he is satisfied, being paid fairly and enough, and has gain personal growth and accomplishment through his work, he will most likely

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perform better than the usual and what is expected of him. On the other hand, employees find job satisfaction and work experience as the main contributing factors affecting their productivity.

This indicates that their level of output depends on the satisfaction that they have for what they are doing and the experiences that they have gained through doing it. If they are already experienced with what they do, they may result in producing more of what is expected and the usual. Surprisingly, salary does not play a significant role on the employees’ productivity which denotes that it is not only monetary benefit that encourages an individual to be productive, rather the satisfaction and experience that he has gained from his work. Overall, employees rated productivity higher than performance which means that they value their output more than their performance. It goes to show that under a PPP setup, more should be accomplished since it is for the benefit of the public that they serve, as well as, for the private organization that supported them to make their projects possible.

RECOMMENDATION

The researchers recommend that the PPP company should value its employees’ satisfaction and work experiences as these are the main factors contributing to their productivity and performance which they could utilize to render their best for the public, the management, and for their self- growth and fulfilment.

It is suggested for the company to somehow study the health benefits that they provide for their employees as this appeared to be the least satisfying aspect for the employees. On the other hand, it is recommended for the employees to continuously serve the public with their best efforts. Ultimately, such will lead to fruitful outcomes both for the company and for the employees themselves.

It is further suggested that a future study regarding the past and the present satisfaction of employees which may impact their performance and productivity under PPP management should be thoroughly considered. It is also recommended that research should utilize a social identity framework when studying productivity to measure the critical social factors underlying job performance.

There could be adjustments in how employees are given control or credit for their work, it’s been proven that more productivity and satisfaction are obtained from giving employees more control and ownership over their work. It not only promotes more responsibility, but that sense of ownership means more is at stake for any given employee whether at the executive level or way under the organizational chart.There should be more divisions or teams and having the team be recognized instead of one person, so every achievement is an achievement of the collective and not of a few individuals. Further studying what work structure would be optimal is initially the best step towards this goal.

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313-316, https://www.tandfonline.com/doi/abs/10.1080/09718923.2012.11893008 Chung, J., Park, J., Cho, M., Park,Y., Kim, D.,Yang, D., & Yang,Y. (2015). A study on the relationships

between age, work experience, cognition, and work ability in older employees working in

heavy industry. Journal of physical therapy science, 27(1), 155-7. https://www.ncbi.nlm.nih.gov/

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AND EMPLOYEE COMPENSATION: A CASE STUDY OF THE INDIAN IT INDUSTRY.

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PPP MANUAL FOR LGUs |1. (n.d.). Retrieved from https://ppp.gov.ph/wp-content/

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Impact of Job Stress and Job Satisfaction onWorkforce Productivity in an Iranian Petrochemical

Industry. Safety and Health at Work, 8(1), 67–71. https://doi.org/10.1016/J.SHAW.2016.07.002 Hunter Jr San Francisco, D. L. (2017). USING WORK EXPERIENCE TO PREDICT JOB

PERFORMANCE: DO MORE YEARS MATTER? Retrieved from https://sfsu-dspace.calstate.

edu/bitstream/handle/10211.3/196316/AS362017PSYCHH86.pdf?sequence=1 Islami, X., Mulolli, E., & Mustafa, N. (2018). Using Management by Objectives as a performance appraisal

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The-Job Training Hypothesis.The Journal of Human Resources, 19(3), 341-357. https://www.

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Corporate Security, International Humanitarian University, vol. 6(1), p. 5-10. https://ideas.

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“I DID IT MY WAY” A CLOSER LOOK INTO THE INNOVATIVE REBRANDING STRATEGY OF DOING BUSINESS THROUGH THE HANDS OF A BILLIONARE’S DAUGHTER Paola Angelica Vianzon, MBA INTRODUCTION “Change is inevitable. Growth is optional.” - John C. Maxwell

Every business goes through a lifecycle. From the moment someone decides to set up a business, they are already in that lifecycle. One of the most crucial parts in setting up a business is the creation of a brand image or identity that would give customers the idea of what the brand is. The brand is as important as the product because it would be the flagship for which the company will be known for, like how a person would have its own identity upon birth. A company’s brand identity is composed of its key values, core concepts and vision for the brand (Kapferer, 2008). Brand identity provides benefits to companies. Without a brand identity, companies would struggle to differentiate themselves from their competitors in the marketplace (Keller 2008; Kotler 1991). Brand identity fuels recognition, amplifies differentiation and makes big ideas and meaningful accessible (Wheeler, 2018).

Due to the rapidly changing environment, companies are now facing greater competition in the market. Most companies fail because of their inability to sustain their brand image and identity. Companies are now looking for ways to emotionally connect to their customers in order to create lifelong relationships and become irreplaceable. Having a strong brand image will make a company stand out in a densely crowded marketplace. In order to maintain this competitive advantage and continuous growth, it is essential for a company to develop a successful branding strategy.

One of the branding strategies that companies usually opt to do is redefining and recreating their brand identity. Companies recreate their brand identity for different reasons.

Franklin (2015) enumerates some of these reasons. Firstly, change in leadership brings changes in the brand personality. Some brands are linked to a company’s leader, and changing that leader may result to a company’s new identity. Another reason is when a brand needs a makeover to stay contemporary and fresh. Furthermore, mergers and acquisitions bring changes in ownership structure leading to change in the legacy brand. An important reason why a company would also

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change its branding is because its customers also evolved. With so many choices and options for the customers, companies must stay relevant and noticed. Finally, as a company grows, its brand also changes and stands for something different than it did when it was established.

Thus, a repositioning of the brand is necessary. These forces influence companies to recreate themselves or their brand identities by undergoing a rebranding strategy (Muzellec, Doogan and Lambkin, 2003).

Despite the efforts and investments of companies to maintain a brand identity, businesses eventually need to undergo rebranding as a strategic way of preventing brand maturity and possible exit. Although rebranding might appear counterintuitive because it can be construed as decreasing the brand’s value associated with the original brand, the drivers discussed above necessitate rebranding not only in maintaining the current customer base, but also increasing the likelihood of attracting potential customers. Through rebranding, companies are able to review their offerings and propositions and critically assess their major strategic values vis-àvis their target markets or the particular segment of the market they have targeted to serve (Hankinson et al., 2007).

The concept of innovation is broad and complex that may allow many interpretations.

For Schumpeter (1979), innovation is the mechanism of introduction into the market of a new product, process or service. For Tidd et al (2001), innovation is a combination of one’s abilities, knowledge and experiences in order to create new products, process and services. For Motta (1989), it is the outcome of a creative process. Although innovation has different meanings and interpretations, it shares a common aspect, that is the capacity of a company to create and develop something new.

Innovation is used by many companies today in sustaining their futures in the 21st century.

A recent survey by Accenture found that 75% of the surveyed business owners recognized innovation as one of the most crucial factors required by a company to succeed and maintain a competitive advantage (Kambil, 2002).

A lot of studies discuss the importance of innovation. Biemans (1992),Trott (2002),Taplin and Schymyck (2005) stated that if a company wishes to survive, it must be innovative. Innovation gives a company a competitive advantage by enhancing high performance, retaining existing ones, reinforcing ties with the distribution network in order to attract new customers and create profits (Urabe, 1988; De Maio,Verganti and Corso, 1994; Gopalakrishnan and Damanpour, 1997; Chandra and Neelankavil, 2008).

According to Jones (2018), innovation is key to placing yourself ahead of the pack. This statement is best described by Apple. In mid 90’s, Microsoft was ruling the computer software industry and Apple was barely known in the market even after launching its products. It was not until 1998, when Steve Jobs decided to return to Apple, that the company rebranded its image.

With Steve Jobs leading the company, Apple redesigned its new look from a colorful symbol of an apple to a clean design and a simplified messaging. Over the years, Apple continued

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to create extremely innovative products, releasing the iPod, the iPhone, the iPad and the MacBook, creating a cult and scrambling their competitors to keep up. The rebranding made by Apple was not just simply a change in their look, but developing something new from an existing product that would create a need on the market. The innovations made on their products also created features that only Apple users are first to enjoy.A lot of these innovations allowed Apple users to interconnect all their gadgets into one seamless drive resulting to efficiency in work and simplicity of tasks. Today, Apple remains to be Forbes’ world’s number one most valuable brand with a brand value of $170 billion.

For many, innovation means being involved with new and complex technology, but more often than not, it is not. Innovation is about creating something with sustainable value, and sometimes a new way of using an existing technology creates more value than the invention of a new technology (Abbing, 2010). Although the result of an innovation can be a new product or a new technology, sometimes it can be a process – a new way of doing things, a service or a business model.

Innovation, though mostly advantageous, also presents a lot of challenges. Ehrlich (2007) said that innovation often requires overcoming a number of complicated barriers in the organization before one can reinvent strategies and processes and create new business models.

Innovations usually compel new integrative approaches and breakthrough solutions in order to increase the chances of successful implementation, which ultimately creates the brand value within an organization (Kao, 2007).

Both rebranding and innovation reflect the shifting paradigms in the field of branding, and integrating both concepts will not only allow companies to recreate their identities, but also help them keep up and cope with all the changes and demands required by the market.To simply put, brands need innovation to fulfill the promise they implicitly make to customers. Innovation needs branding to give guidance and meaning (Abbing, 2010).

Rebranding and innovation are two different topics that are taken separately in the existing literature. This study merges innovation and rebranding. This paper aims to build a theoretically and empirically grounded business processual framework based on the participant’s experiences in the banking industry that may contribute to better understanding of innovative rebranding in companies and that may add to the limited existing body of knowledge of the concept. Specifically, it aims to describe the motivation, ways and strategies for innovative rebranding from the perspective of the participant – a billionaire’s daughter.

Although this research is done in a bank setting, companies in different industries can also adopt it as a guide in assessing their brand strategies.

METHOD

Classified as a qualitative research, this research used the case study method as its overarching approach in dealing with the data taken from the lived experiences of the

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participant. Sturman (1997) describes case study as a general term for the exploration of an individual, group or phenomenon. The case study model provides an in-depth look at one test subject.The subject can be a person or family, business or organization, or town or city (Leonard, 2018). Outcomes from individual case studies are not statistically generalizable but analytically generalizable (Welsh and Lyons, 2001).

For this study, a face-to-face interview was held in a bank setting to gather pertinent data with a single participant – daughter of an owner of one of the Philippines’ leading universal banks serving retail, commercial and corporate clients. The participant headed the innovative rebranding project of the bank in 2013 which led the bank in bagging the awards for “Best Improved Bank” and “Bank of the Year” by distinguished and international organizations in the banking industry. Her actual experiences from the project were taken and explicated to develop a model of the innovative rebranding process.

Two data storing methods were used to gather data – audio recorder and field notes.

Field notes refer to notes used during the act of qualitative fieldwork to remember and record the behaviors, activities, events, and other features of an observation. Field notes are intended to be read as evidence to produce meaning and an understanding of the culture, social situation, or phenomenon being studied (Schwandt, 2015). There were two types of field notes made and used for this study: (1) Descriptive notes which include the detailed and accurate explanations of what the participant experienced. Quotations or personal statements based on the experience expressed by the participant are also included here. These notes attempt to document the factual data including the settings, actions and behaviors observed; (2) Reflective notes which mirror the personal account of what the researcher is learning based on the statements of the participants. These go beyond the descriptions expressed by the participant which include the researcher’s speculations, feelings, hunches and impressions about the conversation for future inquiry, clarification and analysis.

For the data gathering, a less structured and more open-ended interview questionnaire was developed to encourage the participant to share details regarding her experience on innovative rebranding. Phenomenological interviewing allows investigators, through open-ended interview questions, to obtain more in-depth data than traditional qualitative techniques (Hamilton, 1997).

Prior to data gathering, said interview questionnaire was enhanced and validated by some of the experts in research of the Graduate School.

During the interview, the data gathered was prevented from being impulsively categorized or pushed into the researcher’s bias analysis as much as possible.

For ethical considerations of this study, the names of the participant and the company were kept confidential. An informed consent was developed outlining the participation of the participant in the research, the purpose of the research study, the procedures in processing the data and the pseudo names used to keep the anonymity of the participant and the company.

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The term data analysis is also deliberately avoided in this study. According to Lester (1970) and Groenewald (2004), data explication seems to better explain phenomenological analysis. According to Hycner (1999), the term analysis usually means a breaking into parts and therefore often means a loss of the whole phenomenon. Whereas explication implies an investigation of the phenomenon while keeping the context of the whole.

Given this, the data explication process by Hycner (1999) was adopted in analyzing the data. First, the audio recording was transcribed by listening and writing down the literal statements of the participant and as much as possible noting significant non-verbal and paralinguistic communications. After transcribing the audio recording, the research data, including the transcript, the field notes and the recording itself, were reviewed and approached with an openness to all the meanings the participant is trying to elicit. The researcher’s personal views on innovation and rebranding were segregated from that of the participant to avoid preconceptions in the interpretation.This process also includes familiarization of words used by the participant by listening to the audio record several times and reading the field notes. Most attention was paid to the unique experiences of the participant on innovative rebranding.

The next step is delineating units of meaning.This is a critical phase of explicating the data, in that those statements that are seen to illuminate the researched phenomenon are extracted or isolated (Creswell, 1998; Holloway, 1997; Hycner, 1999). In order to avoid inappropriate subjective judgements on the concepts, a substantial amount of judgement calls was made while bracketing the preconceptions.The list of relevant meanings extracted from the interview were scrutinized and any redundant meanings were eliminated. In doing so, the literal context was considered and the frequency a meaning was mentioned by the participant and how it was stated.

After delineating units of meaning, the next step is to cluster them together.This process includes examining the list of non-redundant meanings. Here, units of meaning that go together to form a new concept are determined. In this case, the concept of innovative rebranding.

Clusters of themes are typically formed by grouping units of meaning together (Creswell, 1998; King, 1994; Moustakas, 1994) and the researcher identifies significant topics, also called units of significance (Sadala and Adorno, 2001).

The next stage is summarizing the interview, validating it, and where necessary, modifying it. All the concepts emerged from the data gathering were summarized in this stage, giving it a holistic context. The researcher’s aim here is to reconstruct the inner real-life experience of the participant. It is also during this process where a validity check was conducted by returning to the participant to confirm if the essence of the interview has been correctly captured. Any modification necessary was done here as a result of the validity check.

Finally, the explication was concluded by creating a composite summary reflecting the indepth experience of the participant to form a context from which the concept emerged. Coffey and Atkinson (1996) emphasized that good research is not generated by rigorous data alone but going beyond the data to develop ideas, thus the development of a processual framework.

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Initial theorizing, however small, is derived from the qualitative data (Coffey and Atkinson, 1996).

Figure 4 presents a schemantic summary of the data explication procedure

FINDINGS The birth anf growth of the businesss

According to the participant, the company was incorporated for more than 60 years now and the ownership has been changing over those years. Originally, the company was not a family business. It was publicly listed with board of directors. It was in 1989 that the family acquired the bank’s ownership. During that time, the main focus of all banks in the Philippines was treasury and corporate lending and the company was very traditional by having a strong position in the market on the treasury side and by having two or more key deals on the corporate side. The participant also said that it was at the end of the 80’s that the banks are making easy money because the interest rates were favorable. The favorable environment happened for a good twenty years for all banks in the Philippines.

The company was incorporated like more than 60 years ago. It actually went through many owners. Originally, it was not a family company. It was publicly listed, we have board of directors, but it was in our family side that we were the majority shareholders. We became the owners in 1989, basically the end of the 80’s. And then at that point in time the main focus of all banks in the Philippines was treasury

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and corporate lending. So when we looked at Bank X in that era, it was very traditional. It was just kind of like, you know, having very strong position in the market on the treasury side and also just you know just one or two key deals on the corporate side. And back then in banking, because of the way interest rates were set-up, from my understanding, it was basically really easy to make money. It was really hard for you to make a core decision because the interest rates were just a very favorable environment. And so that basically happened for a good twenty years for all the banks in the Philippines.

Maturity and Decline

Based on the interview, the interest environment in the Philippines became less favorable for banks in 2011 or 2012. The margins that they were making in lending to their corporate clients started to shrink because the interest rates that they were offering were lower. The amount of money that the treasury was making also started to go down because the bonds started to become less favorable too. In 2012, the company realized that they needed to move and focus to a new market, the retail, because their margins for both business lines, that is treasury and corporate lending, were continually decreasing.

… in 2011 or 2012, what happened was the interest environment in the Philippines started to be less favorable. So the margins when you are lending to corporations began to shrink. So assuming you were lending one billion in 2000 versus in 2010. In 2010, you were making less money on that loan because the interest rates that you were offering the companies were much lower. And then the bond environment started to become less favorable too. So if you looked at the amount of money that the treasury was making, it also began to go down. Because of that, in 2012, Bank X realized that they needed to move and focus on the retail market because the retail was basically the only viable option considering that the two other main business lines (lending and treasury) had margins that were continually decreasing. Because of that, we basically needed to open a new market. So imagine if you sell two product lines, say shoes and lipstick, and then there are so many other competitors in the market that the amount of money that you can make on lipstick and shoes is pretty much flat or maybe even decreasing, or maybe someone set up a product just like your lipstick but it is cheaper that is why you are forced to lower your price, but your production cost is still the same. It is like you have those two things that are already very mature. So if you need to continue to grow how do you do it? You need to kind of introduce a new product line, but in this case, instead of it being a new product line it is an entire business focus which is the retail.

The company started to open new branches and launch new products to address the market shift, but they realized that the skill sets required to successfully run a retail bank were very different from that of treasury and lending. In treasury and lending, they just needed to watch the market and make decisions for a corporation as a whole. Whereas in retail, they needed to understand and serve millions of people very consistently with speed and efficiency.

…so that is what happened in 2012. They started working on it like opening more branches, launching new products, but really quickly they realized that the skill sets required to successfully run a retail bank were very different from treasury and corporate lending. And why is that? In treasury, basically what you are doing is just watching the market – when to invest, when not to invest, what options are available, what are your positions and how much are you going to allocate. So if you think about treasury, in order to succeed there, you basically just need a room of twenty really smart people who can execute decisions really fast. And if you look at corporations in the Philippines, it is very much like long-term relationships. So what you are looking at there is a group of maybe fifty people of which ten or twenty of them have really strong relationships with key people in key businesses. That is kind of how you bring the business in and continue to grow that business. But on the retail side, what you need is you need to

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serve millions of people very consistently with speed and efficiency and also like understanding the needs of groups of people. So when the bank decided to go into retail, they very quickly realized that they are not used to having very efficient processes that are capable of dealing with large volumes of transaction work.They also were not used to understanding how to comfortably approach the market because with a corporation you are only making a single decision, like how much do I loan this guy and what can I afford to buy him, whereas if you do that to a million people it is much harder right? They have different needs and you need to be able to systematize that.

Rebranding Process

Based on the participant’s responses, four themes emerged that described the rebranding process: (1) reason for rebranding (2) critical initiatives and hindrances (3) internal alignment; (4) proposition or brand promise.

Reason for Rebranding

In 2013, the company decided to undergo rebranding to address the maturity and decline of the business and shift the entire business focus into retail. One of the key issues that they constantly had was that the marketing expertise in the Philippines was not the best, and since the participant had worked for a company in New York that was a brand consultancy, she joined the bank in 2013 to do the rebranding project.

I actually just joined the bank to do the rebranding. Because when I was working in New York, I worked for a company that was basically a brand consultancy. And then when I was talking to my brother and my dad, one of the issues they constantly had was that the expertise of Marketing in the Philippines was not the best. I actually moved back because I thought I was just going to complete the project and then move back to the States. I moved back in October 2013, we rebranded in February 2014.

Critical Initiatives and Hindrances

Prior to rebranding, the company hired a marketing consultant in 2012 to get things implemented. The consultant evaluated all aspects of the retail bank and how they were going to build that up. The company made a lot of improvements including redesigning the branches, improving their service and turnovers and the way sales target were viewed. But even though a lot of improvements were already implemented, people did not really realize that anything has really changed or it took longer for customers to see those changes. The company also realized that even if they already changed the branch side, internally, people did not think that there was anything different. They also needed internal people to understand that customers need to be treated differently. Taking all things into consideration, that defined what the rebranding was going to be in 2013.

In 2012, Bank X hired a marketing consultant to basically make sure that a lot of the things got implemented. And this is before I joined. The consultant evaluated all aspects of the retail bank and how we were going to build that up. Once the implementation started, the first thing they did was fix the branches. So they redesigned the branches, the processes, the turnovers, the way sales targets were viewed. There were a lot of improvements but one of the key issues was that even a certain aspect of the service improved, what we saw was people did not realize that anything has really changed even though getting to that one point was actually already very painful.

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The key process we changed was we made account opening completed in twenty minutes, without any forms and that your debit card will be issued on the spot. And we rolled that out to 250 branches. But in order to do that, we needed to actually rebuild the system and train all 250 branches in a space of 3 weeks. We had to shift the mindset of the managers that it is not just about your portfolio but your ability to train individual people and scale the way the sales work.

So imagine we are getting 100 account openings in a week, and in order for all these initiatives to make sense, the customers needed to at least double. But it takes so long for customers to recognize that your service is maybe different or you know your interface is different or the way you are doing things is different.

… and at that point, the trouble was even though we changed the branch side which was very painful; internally, people did not think that there was anything different. They felt like it was just changing some things in the branch and they did not realize fundamentally the retail banking needed to be completely different because our way of doing things was not suited for a retail bank. We had no scalable processes and we spent way too much time on really dumb decisions. Because we were thinking it is like a corporation where every decision matters but we only needed to make 10 decisions, whereas with the retail bank we needed to make literally millions of decisions. It only began to move to other products when we realized that we cannot get through the level of friction and resistance we went through with the branches because there are too many moving parts in retail. You need people to understand that customers need to be treated differently. So those were the things that defined what the rebranding was going to be.

Internal Alignment

During the rebranding, the company had people who were supportive and thought that it was the right thing to do and others who were conservative. Because of that, there were departments that got left behind or moved a little bit later. The company went through the discussion of understanding their key values and how they would translate it. They also had to make sure that the support was concrete and across the organization, because they realized that when you go through rebranding, it is not just the marketing aspect but how you actually operationalized it. The company also empowered their employees by allowing them to make decisions that are transparent and within a specific framework.

There were definitely people who were very supportive and thought that it was the right thing to do and others that were very conservative. It was really weird because you had people who acknowledged that we should rebrand but they want the logo to stay the same.

The main thing was there was big discussion on the management level where we kind of discussed all of the things we were and what we wanted to be and this is something that still happens now because we definitely did some parts well and some parts they either take longer to move because it is not just about what you say or the marketing aspect but it is also how you actually operationalized it. There were definitely departments that got left behind or moved a little bit later. So we went through the discussion of understanding what the key values were and how that would translate. Even this year we were refreshing certain aspects again and rolling out another set of communications and processes because we realized that there were certain things that were left behind when we originally rebranded four years ago.

…the challenge there was really making sure that support was concrete and across organization because as I was telling you, some units felt that they got left behind with all the changes that has been happening. But we are still addressing that until now. Also, we talked a lot about empowerment now. But back then you know one of the things would have been like, “What authority does an individual have and when are they empowered to make a decision and not?” And sometimes it was not really clear or it felt

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like even at a very senior level that that person’s authority was not very strong. So we had to provide more structures and more tools so that people’s decisions are more transparent and they were also allowed to make them as long as they make them within a specific framework.

Proposition or Brand Promise

One big part of the rebranding was what the company was going to say to its customers and whether or not they should really rebrand at that time. The company knew they needed to change, but at the same time internally, they knew that they were not what they wanted to be yet. Because of that, their core theme for the rebrand ended up becoming better. They wanted to communicate that they are changing and that the change is continual and that there is always something better.

Because we knew we needed to have a campaign launched at some point but the question is, what are we going to say? It was a combination of the fact that there were all these internal resistance because people did not really think there was distinctly different and we also need people to know that we have changed or we have made these changes. So when we talked about the rebranding, one big part of it was the “What?” Like what are we going to say when we were rebranding and those were driven by what we needed to do internally. And one of the questions that kept happening was, “Should we rebrand now?” Because obviously, we were not what we want to be yet and that was actually a very big discussion on the management level. But the conclusion that we came to was if you do not do this, people won’t think that there is a change. Because we want them to know that we really are very serious about changing that we also need to be very serious about showing it in like a very visual explaining.

…at that point in time we knew we needed to change but at the same time internally we knew we were not what we wanted to be yet. I think that is kind of why our theme ended up becoming better. Because what we were trying to communicate was, we were rebranding and we were not saying that we are there yet or we were the best, we were in this move where we need to continually progress and that the progression is never-ending. And I think that is kind of why the core theme became better because even at that point in time we were at a point when we were not the perfect bank yet. Are we ready to say that we were a great bank that a nation can really trust us and if we were going do that, how are we going to do it in a way that it is also honest? So that is the reason why we ended up looking at the word better, specifically because what it implies is that it is continual, that there can always be something better.

Rebranding Through Innovation

The company went through the rebranding to communicate a change and implemented those changes through innovation. According to the participant, innovation is not really about other people. For her, innovation is more about knowing what you have and then creating a process where you are able to try small things in a very low risk environment with very small resources and being able to see and understand what the impact of those change to people. It is not about creating something new and end up not using it, but having an environment where you are able to do a lot and a lot faster.

When innovating, it is important that the business knows exactly what it wants in order to create different scenarios where they are able to test it and document it. According to the participant, when a business knows exactly what it wants, it can create low-code, development software, platforms without any outside help. It is only when the business creates more complex

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things that it requires a developer.The key to bridging the gap between business and technology is not a technical thing but rather a communication thing.

I want to say we wanted to become innovative but then the rebranding was kind of what we needed to tell the organization what we needed to do. It is almost like rebranding gave the organization a goal and innovation was the key in doing so. For example, when we did the account opening with the debit card on the spot, no other banks in the Philippines actually have that. So we communicated the change through rebranding and at the same time implemented the change through innovation. And then in 2014, we started working on all of the products. We made everything paperless and transactions can all be done with just a click of a button. Like the online rewards redemption where you can redeem and exchange your rewards points on your credit card just by opening your laptop and going to our website.

It is like online shopping. You do not really have to go through the hassle of calling the customer service, wait for the queue and request them to convert your points.

In May 2014, we launched our first straight route cards process. Before, the systems were not connected and so the process jumped from different departments to different systems and there were a lot of accountabilities. So for example you have an online application, but instead of having to email anything in or having a physical interface between you sending the application and the application entering the processing system, ours just post directly. We were also the first one to do online balance transfers and installments. We were also the first in the market to do personalized rates using the online platform.

I do not think that innovation is really about other people. I think innovation is more about seeing what you have and then having a process where you are able to try things in a very low-risk environment with very small resources and then being able to try small things to understand what the impact of those things to people. Also, when you innovate, it is not just for the sake of creating something new and ending up not needing or using it. So for me when I think about innovation, it is not so much about having what other people do not have, but having an environment where you are able to do a lot and do a lot faster.

One of the decisions that I think we really made correctly was we chose two key platforms for the loans process and the online stuff. And both of those were like workload management systems. What that did was they are basically low code platforms that even if you are not a developer, you can kind of create a system because you just have to decide the logic and the way data uploads and the decisions that need to be made. And when you start to get more complex things, that is when you need some development but you can do 80% of it without a developer. Normally in a normal environment, when you have an idea, you have to write down all the specifications and you have to make sure you have all the scenarios covered and you have to give it to the developer and the developer will do it and test it. There will also be new things that you will keep on doing but the most important thing is you know exactly what you want and tell the developer exactly what you want. It is actually a communication thing and not a technical thing. And that is actually the kind of key gap between business and everything else.

So what happens with a platform that you do not have to code is that the business can actually make the platform or 80% of it without any outside help. And because the business knows what they want, they can also test it because they know exactly what they are looking for. Just that alone allowed us to do things in a much faster manner in a lower pressure manner and it also allowed us to test things a lot faster. What we did was we basically reduced the gap completely between key business and IT. And once we knew what we wanted, because we literally have built most of it, that is when we could also document it more clearly. Also when we began to bring in developers, the business already knew what they wanted because they already ran through many scenarios. So when we talk about innovation, what we did was we just basically made it very easy to do things.

Measurement of the Rebranding Success

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The rebranding was unquestionably a success on the customer side. Prior to the rebranding, the bank’s name would not even show up on the list of top ten banks in the Philippines when people are asked to name their preferred banks. Whereas after the rebranding, the bank’s name would always make it on the people’s list of leading banks.

In measuring the effectiveness of the rebranding, the company specifically looked at the Net Promoter Score (NPS) that measures the willingness of customers to recommend a company’s products or services to others and customer recall.Their level of awareness, website visit and email read receipt report increased by more than 100%.

I think generally it [rebranding] was a success. I think it was unquestionably a success on the customer side. It did change the way people viewed Bank X and it did spark interest. I definitely feel that we could have done better but at the same time you know, how many people go through a rebranding experience of that level that can really share their experience?

When we look at rebranding, there were really a lot of peripheral effects in the sense that once we did that rebranding, every ad campaign that we did next kind of built on that. And I do not think that our awareness levels or the passive customers that we get would be anywhere near as many without that rebranding.

For the rebranding specifically, what we looked at was the NPS or Net Promoter Score and customer recall. Because prior to rebranding, and our executives tell this story all the time, people really did not know who we were. So if you even ask like name the top ten banks, they would not even think of Bank X. After the rebranding, we will always show up among the top banks in the Philippines. And after the rebranding, our website visit and email read receipt report increased by more than 100%. So I think for us rebranding was like a minimum entry. It was the minimum requirement to enter the retail banking at that time because our customer recall was so low.

We looked at account openings before and after rebranding and there was definitely a large leap there. But if you look at it on like a peso to peso basis, I do not think that you can necessarily look at it that way for that time period because honestly, we do not make that much money in banking so if you look at just the increase in customers for even one year, it would not be enough to cover the cost of the rebranding. But in the future years, the assumption is that the initial rebranding will increase activity of future campaigns which I think is the fairest result to me.

Below are some data used in measuring the effectivity of the rebranding provided by the participant. Figure 5 shows that the average monthly turn-ins for new applications of the bank increased from 1,000 in 2013 to 4,600 in 2014, a 360% increase after the rebranding project.

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Figure 5: Average Monthly Turn-Ins 2013vs2014

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Figure 6 below shows that the bank’s website page views also significantly increased since the new website launch in 2014. Customers can almost do everything on their website including cards and loans application, account opening, rewards redemption, balance transfer and even request for checkbooks.

Figure 6: Website Page Views 140000 Pa rent Web 120000

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Given all the results from the project, when asked if the participant would change any aspect of the rebranding process, she said that she would have given more proof of change by giving people the explicit tools so they would feel more equipped, not just on the branch level but also in the head office and other support units.

I think what I would have done differently is I would have given more proof of change and I would have made it more specific. Like we talked a lot about how people should be very customer centric and we kind of gave examples of what that meant, but we did not necessarily give people the explicit tools to do that. So I think looking back now, I would have probably, around the same time as launching the rebranding, done more trainings just so that people felt more equipped, not just on the branch level but even in head office and the support units to be able to let us say like change things in their department versus just communication. For example in HR, I would have asked all of HR to go through process development training so they could also be better, and not just the branch employees who are you know the first touch of the customers.

DISCUSSION

The business lifecycle usually includes its birth or establishment, initial growth, expansion stage, maturity stage and eventual decline and possible exit. Understanding what stage a company is in will make a big difference in the strategic planning and operations of a business.

After its establishment 60 years ago, the bank was on its growth stage during the end of the 80s when the structure of interest rates was favorable to the environment.

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This statement is supported by Intal and Llanto (1998) saying that the Philippines experienced an economic roller coaster ride during the 1980s and the 1990s. After a strong growth in the 1970s, the Philippines slid into a debt and economic crisis in the early 1980s. The Philippine economy recovered during the 1986-90 period, with GNP growing at an average rate of 3.7 percent per annum. The economic recovery was aided by the improvement in the external terms of trade, the restructuring of foreign loans and increase in the level of foreign aid, the improvement in investor sentiment and rise in the investment rate.

In 2012, Bank X entered its maturity stage when the bank realized that their two main business lines, treasury and lending, were already very mature and that the margins they get from these business lines were continually decreasing. Given this scenario, the bank needed to shift its business focus on the retail market to avoid possible exit.

According to Petch (2016), during a company’s maturity stage, it is faced with two choices: push for further expansion or exit the business. In the case of Bank X, it opted to rebrand as a way to expand because it was the only viable option since the two main business lines already matured.

Rebranding

While branding is concerned with creating and establishing a brand identity of a company, rebranding is about recreating that identity. In current literature, it is commonly used to indicate that the brand is reborn (Stuart and Muzellec, 2004). Daly and Moloney (2004) view rebranding as a continuum, from revitalizing a current brand to a full name change that involves alterations in brand values and promises. Similarly, Muzellec and Lambkin (2005) define rebranding as the creation of a new name, term, symbol, design or a combination of them for an established brand with the intention of developing a differentiated (new) position in the mind of stakeholders and competitors.

In a nutshell, the phases of rebranding can be viewed below, as described by Powers (2016):

DEFINE Brand Analysis and Research

DEVELOP Brand positioning, Design Option, Tagline Development

DESIGN Finalizing brand elements

DELIVER Brand Standard Manuals

In the case of Bank X, rebranding gave their organization a goal, but how to translate that goal and communicate it to their customers became a challenge. After the company has defined its key values, developed a new market positioning and designed new processes, they realized they needed a platform that would implement and deliver the changes they made to reflect the rebranding to both organization and its customers. Thus, the incorporation of technology to innovate processes was adopted by the company.

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Innovation

For many of us, innovation simply means the development and introduction of new technology and inventions such as the internet, cellular phones, laptops, wireless gadgets and the like. But according to Morris (2013), while the purpose of innovation is simply to create business value, the value itself can take many different forms. The method of creating innovation is to discover, create, and develop ideas, to refine them into useful forms, and to use them to earn profits, increase efficiency, and/or reduce costs. Stanleigh, CEO of Business Improvement Architects, describes innovation as a collaborative process by which organizations abandon old paradigms and make significant advances.

For a better understanding of the innovation process, Neese (2017) described the five stages in which a company undergoes when innovating:

For Bank X, the idea of shifting their business focus from treasury and lending to retail marketing allowed them to create a new advocacy. In creating this advocacy, they had to pilot test and run all possible scenarios in order to create platforms that would systematize the needs of every customer with speed and efficiency at a lower cost.These platforms aim to create market value by focusing on its potential impact on customers. It is during the commercialization stage of the innovation process that the bank focused its shift from the development of the idea to persuading the customers that they have implemented changes.

Innovative Rebranding

While rebranding is about recreating a new identity and innovation is about creating a business value by discovering and developing new ideas, innovative rebranding is about knowing what a company has and what it wants and aligning it within and across the organization in order to create and develop a system that would connect the business to its market with a potential impact.

Based on the data gathered by the researcher, three relationships emerged when going through the innovative rebranding process: (1) between business and technology; (2) between business and the customer; (3) between the customer and technology.

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Between Business and Technology

The common complaints of business makers that cause friction between business and developers is that they feel frustrated when their needs are not fully supported. Lofstrom (2018), in his article entitled Bridging the Gap Between Business and IT, said that for IT, it can be difficult to understand the business’ requests, often due to requirements that are not clearly defined.

In order to reduce and bridge the key gap between business and technology, a business should be able to clearly define its key values and core concepts and align them internally in a way that people in the organization will fully understand their roles and responsibilities. It is only when the business knows itself that it can clearly and exactly communicate to IT what it wants.

This is where data management happens and data applications are built.

According to Briney (2015), data management is about taking care of data better so that you do not experience small frustrations when actively working with your data, like having trouble finding documentation for a particular dataset, or bigger problems after a project ends, like lost data. In order to do this, data applications are built. Data applications are how data science gets operationalized. They are how end-users, whether they are subject matter experts, business decision makers, or consumers, interact with data, big and small (Perez, 2017). Through data management and applications, data communication is built between business and IT.

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Between Business and Customer

Historically, the banking industry has faced major changes in how the traditional banking operations have been performed (Leifland, 2012). Before, the financial sector has had the tendency to have close relationships with its customers. This gave companies in the financial sector opportunities to know each and every customer allowing them to translate close relationships to personalized services. This enabled customer loyalty and a deepened insight of the customer’s business; however, this traditional approach is inefficient and costly (Peppard, 2000).

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By this time, business makers already get the idea of branding, which, essentially, is differentiating one’s business in the market. But to create a new brand promise or a proposition that stands for something that is different from when the business was established, a company needs to define a clear purpose of their existence to relate to its customers, without having to personalize everything. Not all businesses have a brand promise. Not only it is difficult to develop, but it is also hard to quantify and guarantee. For Bank X, the promise of better banking to its customers and potential customers defined them and it allowed their strategies to touch every aspect of their business.

Between Customer and Technology

After a business had already clearly defined its purpose, agreed on its key values and core concepts, communicated the data that it wants to manage to IT, and built data applications to operationalize them, the business will now need a platform that would translate these changes and deliver them to its customers. These platforms will basically connect the business to its customers. This is supported by Parker,Van Alystyne and Choudary (2016) who described platform as a new business model that uses technology to connect people, organizations and resources in an interactive ecosystem in which amazing amounts of value can be created and exchanged. And because people are now living in the digital age, businesses that do a better job of harnessing the power of the platform usually have the competitive advantage over businesses that are still very traditional.

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Airbnb, Uber, Youtube and Facebook are just four examples from a list of disruptive platforms. Each is unique and focused on a distinctive industry and market (Parker,Van Alystyne and Choudary, 2016). Because these platforms were designed to be interactive and easy to use, even the most technologically-incapable person will be able to understand how they work.

In the case of Bank X, it mainly used its existing technology, its website, to connect its business to its customers. The company made it so powerful that a customer can open an account online without having to go to a branch. They were also the first to create an online loan calculator that allowed their customers to personally assess themselves if they are qualified to avail of a loan program. In addition, customers can make a variety of request such as credit limit increase, balance transfer, card upgrade, rewards conversion and redemption and even checkbook reorder, just by going to their website. All of these are initiatives to fulfill their brand promise of better banking.

The bank’s efforts and initiatives finally paid off when the bank was awarded “Best Improved Bank” and “Bank of the Year” two years in a row by distinguished and international organizations in the banking industry, beating the biggest banks in the country for the first time.

Said awards echoed the effectiveness of the rebranding campaign by strengthening its retail banking, making it a strong pillar to its two other business lines – treasury and lending.

The bank’s innovative rebranding strategy has been receiving wide acclaim from both local and international award-giving bodies. The “Best Improved Bank” award, however, is most significant because it is the only bank to be distinguished with the regional award among over 250 banks from across a bigger global banking community (Sun Star Philippines, April 24, 2016).

EMERGING FRAMEWORK

In summary, the innovative rebranding process is an integration of recreating a company’s brand, position and value with the use of technology to innovate systems, create new ideas, enhance existing processes and develop new channels to connect the

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organization to its customers thereby providing continuous improvement.

As a whole, the innovative rebranding process can be viewed below, following the concepts of the rebranding and innovation, incorporating the important elements and relationships in every stage, and finally creating a bridge to connect all the elements:

Finally, this study concludes that developing a brand that would create a unique identity for a company entails big challenges. Rebranding can make a significant difference in the way a company operates its business by creating a new brand image for itself that would relate to its customers and reposition its place in the market.

Unfortunately, not all companies who go through rebranding have successful results.With this, it is recommended that a company fully assess its business to decide the best marketing strategy before going through the rigorous process of innovative rebranding. As the famous Robert Atkins would say, “Do not fix what is not broken.”

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SBPA JOURNAL The Official Research Journal of the School of Business and Public Administration University of the Assumption Editor-in-Chief WINEFRIDA T. TORRES, MBA Associate Editor MICHAELLA DELEON CASTILLO, DBA Faculty Researchers ABEL C. PINEDA, DBA FIDELLA R. BALAJADIA, MBA PINKY FELICIANO PANGAN, MBA Researchers IRISH JAIME, MPA JENNIFER PUNHAGBAN, MPA JUSTIN BRYAN TABORA, MPA ALYONA BONDOC, MPA MARIQUE GARCIA PRINCESS ZAPANTA, MPA PAOLA ANGELICA VIANZON, MBA Layout Artist CEDRIC JOSHUA JARCIA All rights reserve 2021.

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SBPA JOURNAL The Official Research Journal of the School of Business and Public Administration University of the Assumption