Values Orientation of Local Government Officials, Its Implication To Public Administration

VALUES ORIENTATION OF LOCAL GOVERNMENT OFFICIALS:
ITS IMPLICATION TO PUBLIC ADMINISTRATION
____________________
A Thesis
Presented to the Faculty of the Graduate School
Bataan Peninsula State University
City of Balanga, Bataan
____________________
In Partial Fulfillment of the Requirements for the
Degree of Master in Public Administration
____________________
RODELIO M. ALBA
March 2008
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APPROVAL SHEET
In partial fulfillment of the requirements for the degree of Master in Public
Administration, this thesis entitled “VALUES ORIENTATION OF LOCAL
GOVERNMENT OFFICIALS: ITS IMPLICATION TO PUBLIC
ADMINISTRATION” has been prepared and submitted by RODELIO M. ALBA who
is hereby recommended for oral examination.
ADELWINA M. PINEDA, Ph.D.

Adviser
Approved in partial fulfillment of the requirements for the degree of Master in
Public Administration by the Committee on Oral Examination.
DANILO C. GALICIA, Ph.D.

Chairman
ARIEL A. BONGCO Ed.D. ROGER L. NUQUI, Ph.D.

Critic/Member Member
Accepted in partial fulfillment of the requirements for the degree of Master in
Public Administration.
DANILO C. GALICIA, Ph.D.

Dean, Graduate Studies
March 2008 Bataan Peninsula State University
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ACKNOWLEDGMENT
The researcher wished to convey his burning elation for the successful completion
of this study to all persons who had contributed in some way from groundwork to
construction and up to its completion.
To his adviser, Dean Adelwina M. Pineda, Ph.D., for her sympathy and affection,
her commendable counsel and supervision, her valuable time and innumerable endeavor
and for her deep concern and permission to conduct this study. Likewise, to the late Dr.
Lucila Manlutac-Madreo, initial preparation of this study was attributed to her for
motivating the researcher to pursue and finished thesis writing;
To Dr. Danilo C. Galicia and Dr. Ariel A. Bongco, his panel of examiners for
their constructive analysis, suggestions and expertise they shared with the researcher;
To Dr. Roger L. Nuqui who serves as statistician of the researcher; to Ms.
Visitacion Velasco, St. Joseph College Instructor and to Ms. Karen Palmares, for their
technical assistance; to the Chief Librarian and school personnel of Advanced Studies of
Bataan Peninsula State University; likewise to the chief and personnel of the National
Library for their generosity in lending precious resource materials.
To Mayor Jeffrey Khonghun of Subic, Zambales, Ms. Melisa Amado – Secretary
to the Mayor, Mr. Ricardo F. Otero, Jr. – Executive Secretary to the Mayor, Dr. Genaro
G. Ramoso – Municipal Planning and Development Coordinator and Ms. Loretta A.
Egenias – MPDC Staff for their liberal mind in checking the questionnaire for relevancy.
To Mayor James L. Gordon of Olongapo City, Mr. Lino Maniago – Researcher of
City Planning Department for the permission to conduct the study; Mr. Ronaldo Manila -
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Personnel Department Staff, Honorable Rodel Cerezo – City Councilor and Mr. Robert
Conrad Picache – Barangay Kagawad for their personal assistance.
To the respondents, a large extent is owed to them who all cooperated in sharing
their time in answering the questionnaires.
To his extended family, the St. Joseph Parish Catechists, namely Sr. Mary
Raphael Montevirgen, OSB, Cecile Advincula, Jasmin Cuajunco, Fatima Dalit, Lorie
Leguidleguid, Melanie Dubria, Racquel Oliva, Vangie Tinga, Irish Chicano, May
Corazon Morcilla and Ronald Trance; as well as to Msgr. Crisostomo Cacho and Rev. Fr.
Virgilio Monje – past director and current director respectively of the researcher for their
moral support and unsolicited advice.
To his loving wife Cathy for her support and to their little angel, Kairos Luis for
the giggles that gives inspiration amidst the hardships in life.
Above all, the Almighty God who provided the knowledge, perseverance,
strength and everything that is being filled; to our Lord Jesus Christ, who acted as friend
and companion in all undertakings of the researcher.
-Rodel-
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DEDICATION
For My Ever Supportive Wife – Cathy

and our Beloved Son – Kairos Luis,
For St. Joseph Parish Catechetical Apostolate

of Olongapo City,
For All Public Officials,
and
For My late Mother - Conchita
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ABSTRACT
This descriptive research is connected with the determination of the respondent’s
profile and the family related factors such as family ties, family status, family
responsibility and parental authority; also the management related factors such as policy
formulation, policy implementation, decision making and leadership style in relation to
the values orientation on politics, economic and social.
A total of 83 respondents were involved. The study assumed that the respondent’s
profile, family related factors and management related factors have no significant effect
on the values orientation on politics, economic and social.
To acquire the required information, an intentional written questionnaire was used
and dispensed to 11 local government officials, 48 administrative staff and 24 sectoral
groups.
The statistical tool used to test the hypothesis were the frequency, percentage,
mean and Pearson product-moment correlation in order to determine the correlation of
the independent variable to the dependent variables.
The study discovered that the respondents profile such as educational attainment,
working experience have significant correlation with social values orientation, and the
salary have significant correlation with economic values orientation; the age, civil status,
gender and religion has no significant correlation to any values orientation. Further, the
study revealed that the respondent’s family related factors on family ties have significant
correlation with political values orientation, and the family status have significant
correlation with social values orientation; the family responsibility and parental authority
has no significant correlation to any values orientation. Likewise on the respondent’s
management related factors on leadership style have significant correlation to political
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values orientation; while the policy formulation, policy implementation and decision
making has no significant correlation to any values orientation.
On the similar conduct, the null hypothesis between the personal, family related,
management related and values orientation of Local Government Officials is rejected.
As a whole, there is a partially upheld significant relationship between person,
family related, management related and values orientation of local government officials.
Based on the abovementioned conclusion, the subsequent approaches are
recommended. Family values must be strengthened as part of the training ground for
leadership and management in the field of public service. Policies and decision making
processes must be reflective of the people’s needs and aspiration to efficiently and
productively contribute to community and nation-building. Leadership concepts must be
taught to city leaders and all other staff through government-related activities and
programs and further education may be advised. Values Orientation Workshops (VOW)
and development activities must be offered to the leaders, staff and sectoral groups so
that they will learn in strengthening the set of values needed. Also, other researchers may
replicate this study using other variables to refute or confirm results and findings therein.
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TABLE OF CONTENTS
Title Page
TITLE PAGE ……………………………………………………………… i
APPROVAL SHEET ……………………………………………………… ii
ACKNOWLEDGMENT ………………………………………………….. iii
DEDICATION …………………………………………………………….. v
ABSTRACT ……………………………………………………………….. vi
TABLE OF CONTENTS …………………………………………………. viii
LIST OF FIGURE AND TABLES ……………………………………….. x
LIST OF APPENDICES …………………………………………………... xii
CHAPTER
I. THE PROBLEM AND ITS BACKGROUND
Introduction ………………………………………………….. 1
Statement of the Problem ……………………………………. 3
Significance of the Study ……………………………………. 4
Scope and Delimitation of the Study ………………………… 6
Notes in Chapter I ……………………………………………. 8
II. THEORETICAL FRAMEWORK
Relevant Theories …………………………………………….. 9
Related Literature …………………………………………….. 11
Related Studies ……………………………………………….. 45
Conceptual Framework ………………………………………. 54
Hypothesis of the Study ……………………………………… 56
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Definition of Terms …………………………………………… 56
Notes in Chapter II ……………………………………………. 62
III. METHODS OF RESEARCH
Methods and Techniques of the Study ………………………... 66
Population and Sample of the Study ………………………….. 68
Research Instruments ………………………………………….. 68
Data Gathering and Statistical Treatment ……………………… 69
Notes in Chapter III ……………………………………………. 72
IV. PRESENTATION, ANALYSIS AND INTERPRETATION OF DATA
On LGU Personal Profile ………………………………………. 73
On Family Related Factors …………………………………….. 77
On Management Related Factors ………………………………. 84
On Values Orientation …………………………………………. 91
V. SUMMARY, CONCLUSIONS AND RECOMMENDATIONS
Summary ………………………………………………………. 100
Findings ……………………………………………………….. 101
Conclusions ……………………………………………………. 106
Recommendations …………………………………………….. 106
BIBLIOGRAPHY ……………………………………………………………. 108
APPENDICES ……………………………………………………………….. 112
CURRICULUM VITAE …………………………………………………….. 121
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LIST OF FIGURE AND TABLES
Figure Title Page
Fig. 1 Paradigm of the Study……………………………………………………… 55
Table
1 Distribution of Respondents of the Study ………………………………… 67
2 Frequency and Percentage Distribution of Respondent

According to Educational Attainment ……………………………………. 73

According to Age …………………………………………………………. 74

According to Civil Status …………………………………………………. 74

According to Gender ………………………………………………………. 75

According to Working Experience ………………………………………… 76

According to Salary ……………………………………………………….. 76

According to Religion ……………………………………………………... 77
9 Mean Perceptions and Descriptive Rating on Respondents’

Family Related Factors in Terms of Family Ties………………………….. 78

Family Related Factors in Terms of Family Status ……………………….. 79

Family Related Factors in Terms of Family Responsibility ………………. 81

Family Related Factors in Terms of Parental Authority ………………….. 83
13 Mean Perception and Descriptive Rating on Respondents’

Management Related Factors in Terms of Policy Formulation …………… 85
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Management Related Factors in Terms of Policy Implementation ………... 87

Management Related Factors in Terms of Decision Making ……………… 89

Management Related Factors in Terms of Leadership Style ………………. 90

Values Orientation in Terms of Political ………….. ……………………… 92

Values Orientation in Terms of Economic .……….. ……………………… 94

Values Orientation in Terms of Social …………….. ……………………… 96
20 Correlation Matrix Between Person and Values Orientation of LGU …….. 97
21 Correlation Matrix Between Family Related Factors

and Values Orientation of LGU ……………………………………..……... 98
22 Correlation Matrix Between Management Related Factors

and Values Orientation of LGU ……………………………………..…….. 99
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APPENDICES
Appendix Page
A Letter to the Municipal Mayor of

Subic, Zambales ……………………………………. 113
B Letter of Verification from the Dean ………………. 114
C Letter to the City Mayor of

Olongapo City ………………………....................... 115
D Questionnaire for Research Study …………………. 116
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CHAPTER I
THE PROBLEM AND ITS BACKGROUND
Introduction
The national clamor now is pegged on moral revolution. The government is
seriously taking time to urge Filipinos to look into the morals, ethos and values that may
be embedded in this contemporary society. The advocacy is revitalized at a time when
corruption and terrorism surfaced as major issues in this seemingly permissive
community. People in all walks of life are summoned to partake in moral recovery
program that would hopefully put an end to moral degradation.
If ordinary people are expected to follow and observe morally upright actions and
activities, the more that it is a prerequisite for political leaders, national and local, to
exude moral, ethical and value-laden lifestyle, conviction and leadership.
Olongapo City, highly urbanized as it is, is governed by political local leaders
chosen by people through the election process. One of the criteria that is silently set
among the electorate is the integrity of the candidates. Meaning, a voter would have
predilection for a candidate who has unblemished image and has shown honesty,
dedication and responsibility in the field of governance or in his personal, familial life.
Indeed, a sense of morality and set of values have to be brought to fore to screen
would-be leaders of the community. This study delved on the values orientation of local
leaders specifically the eleven (11) city councilors whose roles and responsibilities need
stable foundation based on their set of values. These values are paramount and crucial in
the way they decide for the community. Their orientation and framework of reference
have influence on the way they look at things, weigh things and decide on things. These
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things could be matter of life and death of the constituents; it could make or unmake a
citizen; and, it could be about laws and policies that may adversely affect the lives and
way of life of the Olongapeños. In other words, it is possible that the way these leaders
treat problems and concerns, and make decisions for their own families would be the
same perspectives applied for the people they govern.
Looking at the values orientation of the leaders based on their own perceptions
and those who closely work with them and negotiate transactions with them, both
personal and business-wise would mean tangible information and data regarding the
principles, standards, morals, ethics and ideals of political leaders whose main role is to
direct the lives of their constituents in general.
This particular interest and focus emerged in the light of a national call for
national transformation; that even the church through the pope urged pilgrims to be
spiritual. A few numbers of national and local public officials and even from different
sectors of civil society are also clamoring for values transformation. This transformation
is not only political, economic and social change but also a change in heart and a
transformation of the very core of values formation. To borrow one of the slogans of
Senator Richard Gordon, it says ‘…is not a change of Man but a change in Man’. This
emphasizes that even if we change people who lead the community if they do not have
the right attitude and set of values, the community remains morally unstable, culturally
weak and politically corrupt.
Cariño (2003), a person bestowed with a public office must at all time be
accountable to the people, serve them with utmost responsibility, integrity, loyalty, and
efficiency, act with patriotism and justice, and lead modest lives. The right to hold public
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office is a public trust and not a natural right. Moral recovery may possibly be done and it
should start somewhere and with someone. If the government, national and local,
advocates for moral recovery and transformation, then it means that values orientation
has weakened and needs to be strengthened.
This study prompted to look at the values orientation of local leaders. This is one
way of knowing if values that are needed to launch a moral recovery program among
individuals are embedded in the respondents and are actively operating in the light of
family life and governance through leadership in the city.
Statement of the Problem
The major problem of the study is: How do person, family and management
related factors affect the values orientation of the local government officials in Olongapo
City during the Fiscal Year 2008?
Specifically, the study sought answers to the following questions:
1. What is the profile of the elected local government officials in terms of:
1.1 educational qualification;
1.2 age;
1.3 civil status;
1.4 gender;
1.5 work experience in the government;
1.6 salary and
1.7 religion?
2. How may the family related factors be described in terms of:
2.1 family ties;
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2.2 family status;
2.3 parental authority and
2.4 family responsibility?
3. How may the management related factors be described in terms of:
3.1 policy formulation;
3.2 policy implementation;
3.3 decision making and
3.4 leadership style?
4. What are the values orientations of the local government official in terms of
political, economic, and social?
5. How do person, family and management related factors affect the level of
values orientation of the local government officials?
6. What is the implication of the findings of the study to public administration?
Significance of the Study
The outcomes of this study are considered significant to the subsequent
personalities.
Local Government Unit Officials. This study will give them much needed
change in their policy formulation, policy implementation and decision making to give
credence for their efficient provision of resources and reliable outlay of environment
policy that would encourage rapid growth within the community. Empower their
legislation function to enact ordinances consistent with the constitution of the land and
for the general welfare of their constituents. Also, this will make clear their management
or leadership style for good governance through effective delivery service, encouraging
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people’s popular participation and strengthening the social contract between the populace
they served and the government. The result will also provide as devices for advance
training of the local government officials in improving their organizational expertise;
likewise, work contentment can be utilized as channel for development of human
resources programs not only for the local government officials but for other government
offices and agencies as well; and most of all evaluate and strengthen their values
orientation.
Constituents. Constituents will benefit from this study and be given information
on the current state of public service and be able to comprehend that Policy formulation
and implementation should emanate from them. Policies were created at the onset of
people’s needs in governance and delivery of basic service. Constituents may realize the
magnitude of taking part in any policy actions drafted by lawmakers, and thus may
participate more actively in voicing out their sentiments that must be given credence and
ought to be considered and consulted during a public hearing; whatever sentiments and
proposal should be unswervingly forwarded to the local government officials for
deliberations and actions.
Sectoral Groups. Outcome of this study will make the organization of people
understand that they have to take part in deliberations of policy that would benefit
directly their sector; and may possibly come across an encouraging substitute in helping
the demoralized and exploited. Non-governmental organizations (NGOs) and people’s
organization (POs) and other cooperative management may want to tapped LGU officials
to become active partners in the pursuit of local autonomy; and by entering into joint
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ventures in capability building and livelihood projects and to develop local constituents to
become entrepreneurs that is designed to improve productivity and income.
Prospective Researchers. This study ought to present the chance to put together
research problems that will look at the Public Administration of public officials in
provincial, regional or national scope. They may possibly put in or attempt new factors
and discover several significant data and evaluation in the light of efficient and effective
public service. At the national level, the senators and congressmen would be given
credence if their values orientation results in a favorable way; this will bestow upon them
the leadership and moral advantage as compared to the results of different social survey
which narrowly based on their popularity only.
Scope and Delimitation of the Study
This study was focused on the profile variable of the local government
official/respondents, the family, and management related factors as well. The researcher
delimited the respondents of the study to the 11 local government officials, with the 48
administrative staff and 24 individuals coming from different sectoral groups present in
Olongapo City to validate the local government officials’ values orientation; totaling to
83 respondents.
The administrative staff comes from the City Planning and Development Office,
City Legal Office, City Treasurer, Budget Office, Accountant Office, City Court, City
Prosecutor, Public Attorney’s Office, City Health, Social Welfare and Development, City
Engineer, General Services, City Assessor, James Gordon Hospital, Environmental
Sanitation & Management Office, Market & Slaughter House, Gordon College, City
Civil Registry, City Veterinarian, Convention Center Office, Public Utilities, Sports &
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Youth Development, Public Affairs Office, and from the Labor Center. While the
sectoral groups comes from the Youth, Differently-Abled Person, Academe, Church,
Micro Business, Vendors, Health Groups, Lawyers, Cooperatives, Housewives, Transport
Groups and Journalists.
Barangay officials were not employed as respondents in this study, considering
that they only hold office for a few months and majority of them or more than 75% were
neophyte in public administration system.
This further examined the person, family and management related factors of the
local government officials and their values orientation on politics, economic and social.
On the person related factors, it includes the educational qualification, age, civil status,
gender, work experience, salary, and religion. On the family related factors it tackles the
family ties, family status, family responsibility and parental authority; while the
management related factors it dwells on policy formulation, policy implementation,
decision making and leadership style.
The statistical tools employed in this study were the frequency, percentage, mean
and Pearson product-moment-correlation.
All facts, informations and findings were derived and collected by means of the
questionnaire and all conclusions which have been drawn applied to the total population
presented during the current Fiscal Year 2008.
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Notes in Chapter I
Ledivina V. Cariño. Administrative Accountability: A Review of the

Evolution, Meaning and Operationalization of a Key Concept in Public
Administration. Introduction to Public Administration in the Philippines: A Reader, NJP
Printmakers, Inc. Philippines, 2003.
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CHAPTER II
THEORETICAL FRAMEWORK
This chapter presents the relevant theories, the related literature and studies, the
conceptual framework, the paradigm, the hypothesis and the definition of terms used.
Relevant Theories
This study was anchored on the following theories: Florence Kluckhohn and Fred
Strodtbeck’s Theory of Values Orientation (1961), Chester Barnard’s Theory on
Organization as Cooperative Systems: The Human Relations (1938), and Charles Jones’
Propositional Assumptions (1984).
Kluckhohn and Strodtbeck (1961) developed a theory with three basic
assumptions: The first one is "There is a limited number of common human problems for
which all people must at all time find some solution," and the second is "While there is
variability in solutions of all the problems, it is neither limitless nor random but is
definitely variable within a range of possible solutions," while the third is "All
alternatives of all solutions are present in all societies at all times but are differentially
preferred."
Local government officials has its own values orientation and each individual
differ from the other according to their culture and family upbringing, producing different
attitudes within the same work place and organization. It is generally understood that
values of an individual influence one’s work performance, even if these relationship have
not at all times been evidently confirmed in any scientific studies. This values orientation
theory seems to symbolize a deeply rooted set of culturally patterned and regulatory
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responses to the major environmental challenges facing human in every time and place,
capable of being identified at the level of the cultural system.
Barnard (1938) maintained that an organization was a “system of consciously
coordinated personal activities of two or more persons,” held together by its capacity to
generate a common purpose, by a willingness on the part of its members to contribute to
its process, and by effective communications.
Organizations function through an “equilibrium” of contributions and
inducements: Contributions are the efforts of members; inducements, the incentives or
satisfaction offered by the organization. To obtain the necessary contributions, the
organization must provide satisfactions at such levels that members feel they are profiting
from their relationship with it. Thus, a major function of the executive is management of
an “economy of incentives.” Social and psychological incentives were primary to
Barnard; he believed economic considerations were important but secondary.
The inducement on the part of the local government officials may be the social-
psychological conditions of work such as ‘prestige’ in their current status as public
official; ‘social relations with others,’ ‘feelings of meaningful participation in decision
making,’ and a ‘satisfactions derived’ from working with people having similar values
orientations; all of which transformed into the community they served and belonged to.
Jones (1984) makes a number of general observations about public policy that
provide a good beginning point for consideration of policy analysis. The following are
the ‘propositional assumptions’ of Jones: First is, events in society are interpreted in
different ways by different people at different times; second is, many problems may
result from the same event; third is, people have varying degrees of access to the policy
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process in government; fourth is, not all public problems are acted on in government;
fifth is, many private problems are acted on in government; sixth is, most problems are
not solved by government, though many are acted on by it; seventh is, policymakers are
not faced with a given problem; eight is, problems and demands are constantly being
defined and redefined in the policy process; ninth is, policymakers sometimes define
problems for people who have not defined problems for themselves; tenth is, much policy
is made without the problem’s ever having been clearly defined; eleventh is, all policy
systems have a bias; and twelfth is, no ideal policy system exists apart from the
preferences of the architect of that system.
All stated theories are related to local government officials on their manner of
decision making, policy formulation, policy implementation and can be induced on their
personal enhancement, may interest them to use the past experience to predict the future
and uses the present situation to test the outcome of their policy. On the values
orientation of public officials, the theory can be a tool to modify their perceptions and
desires, help strengthen their analytical skills and decision making.
Related Literature
Values Orientation is vital to human thought, emotion and behavior. They are
cross-culturally significant and compelling.
Values Orientation. Azanza (2001) stated that beliefs of right and wrong in
society comprise their human values. What may be right and wrong in society is wrong in
another. In addition, there are instances when the values do exist in the belief system but
these are not observed. The stability of values orientation and observance in a particular
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culture is a research area. The value of marital fidelity is in place in the people’s culture
but its observance is at times in the breach rather than in compliance. Some political
values that is apparently present in Philippine culture is ‘utang na loob,’ this denotes a
sense of gratitude, personalism and euphemism; economic values refers to what
somebody is willing to exchange for the object he desires and social values evolves from
interpersonal relations, some parents follow a prescriptive child-rearing practice by
constantly rewarding the child for good behavior and punishing the child for not doing
what is appropriate or expected, other parents, favoring a proscriptive orientation which
tends to punish antisocial behavior and conversely reward the child for not misbehaving.
Azanza (2001) also mentioned that the Filipino subscribe to a set of human values
which tend make them behave in a certain way. The values have been transmitted across
the years from one generation to another. They are therefore part of the social and
cultural heritage of the people. Although external influences have been brought in by
commerce, communication, travel and education, the value system tends to persist. They
continue to be considered part of the identity of the Filipino. “The Filipino is one who has
and social values of the Filipino,” is a popular statement.
One popular value that a Filipino has is the “pakikisama” or a relationship which
stresses smooth interpersonal relationship. One should identify with the group and should
empathize with them. It connotes loyalty to the group and its derivative values are
‘pakikiisa’ meaning being in one with the group. This value makes friendship a very
strong bond among the group but which may lead to excess among those who do not
consider that the relationship should only be for good. Carried to excess, pakikisama and
pakikiisa is damaging to family life because friends should not be held above the
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household. The second popular value is the “kapwa tao” or refers to a sense of fairness
and equitable treatment of fellow members of society. This value encourages and leads
the individual to avoid a posture or action of taking advantage of his neighbors lest his
sense of fellowship be criticized as having no “kapwa tao.” The individual is deterred
from being self-centered and is urged to be accommodating to others when he has this
value in his belief system.
In this study, the values orientation of public officials would be examined, and the
two examples stated above are incorporated in the questionnaire under the management
and leadership factor, it will serve as a tool if the local government officials of Olongapo
City practice these values in terms of their decision making and policy formulation.
Varela (2003) stressed that the Filipino societal culture has shaped the political
and administrative culture found in Philippine organizations. It contains some very
significant values and features relevant to the administrative culture that can be discerned
in Philippine public administration. The practice of public administration in the country is
influenced by the combined effects of Western administrative thought and technology
and of the local political and administrative culture.
Azanza (2001) stated that public administration is a process and body of policies
at the same time. Where the public sees the action of government, which is the process of
delivering the service. What underlies the action are the principles and policies that guide
and control administration. Sometimes, the whole structure that carries out the action is
referred to as public administration, hence the functioning of the three branches of
government comprise public administration when services are delivered to the people. It
becomes necessary to clarify the relationship of the operation of the bureaucracy that
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does the service and the legislative, executive and judiciary branches of government.
Nigro and Nigro (1992) mentioned that any definition of public administration
must deal with how it is similar to, or different from, private administration. The
similarities are great, for administration as a process is by no means limited to the public
sector. Factories, hospitals, labor unions, foundations, charitable agencies, churches – in
these and every human organization, the key to successful operation is the effective
utilization of human and physical resources. This is the work of administration or, as it is
also frequently called management. Another way to express it is that administration is
cooperative group effort in a public or private setting.
While the common factor is cooperation, the purposes or goals of human
organizations naturally vary. Furthermore, the problems of all public organizations are
not the same, just as the problems of private ones vary from company to company. Each
organization, public or private, must meet the challenges of its particular environment.
The exact form of administration varies according to the kind of undertaking. Because the
legislature and the general public are directly concerned with its actions, no public
organization can ever be exactly the same as a private one.
In public administration, everything a government agency does is the public’s
business. Tax money is being used, so every citizen has the right to know how it is spent
and to criticize the decision of public officials. As has often been said, public officials
operate in a goldfish bowl; they are constantly subject to searching outside scrutiny.
Private companies want satisfied clients, and they are also increasingly subject to
government regulation, all of which makes public relations an important element in
business success. Nevertheless, companies still remain private in character, and their
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internal operations are to a large extent their own business and not that of the general
public.
This literature has an effect to this present study particularly in the manner of
local government’s transparency and accountability; this study desires to recognize if
local government officials has been actively visible in administering its policies and
rightfully spend the citizen’s taxes and most of all their dedication and commitment in
serving their constituents.
Personal Related Factors. The personal related factors used in this study
includes the educational qualification, age, civil status, gender, work experience, salary
and religion; it is the rationale of this study to establish if the variables cited has
correlation to the values orientation of local public officials.
Educational Attainment. Education is a discipline in training and preparing an
individual for society; and in the existence of the individual, the most extremely and
broadly used social discipline is education. Azanza (2001) opined that immersion of the
person to the educative experience comes early in childhood and countries through
adulthood. Even after the formal stage of education, one goes through the training
programs which apply the teaching-learning principles of education. The contention that
education is a life-long continuing process has been widely accepted by social scientists
and based on some studies it has been found that educational level of an individual
conveys remarkable weight to his success.
Education is high on the priority list of every household in the use of their
resources. This is because education is deemed as the most effective means for the family
and its members to attain social mobility and to ensure their position in the socio-cultural
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milieu. In its plan for national development, the government sets aside a major chunk of
its effort and budget to education at all times, which is pronounced s the social
investment in ‘human capital formation.’ The contribution of education to national
development has been emphasized by social scientists worldwide because the skills
requirement for advances technology used in development can be acquired by way of
education.
Storey (1994) mentioned that education contributes the foundation for scholarly
maturity of a person and advanced education presented the person with superior
assurance in dealing with his/her superiors and/or subordinates in an organization. The
person’s social relationship within the workplace will be more refined and acceptable.
Bustos and Espiritu (1996) claimed that, it is often maintained that the school
must be relevant to society. Some people blame the school for not providing the kind of
training and preparation that is needed by society. The fact that there are many graduates
of the school system who are unemployed or underemployed is cited as an example of
irrelevance.
Education is very essential in the purpose of an individual. It is a reality that an
educated person is more probable to be more useful than those who have no formal
education at all. Education should serve best for the local government officials not only
life experiences.
Gender. During the Spanish era, politics or public administration has a place only
for male group of the society, even the right to suffrage was deprived to the female class.
But moving onwards in time, the right to vote was granted on them as well as running in
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public office. Since then, male and female public servants go hand in hand in serving the
land.
The words gender and sex are often used interchangeably, but sex relates
specifically to the biological, physical characteristics which make a person male or
female at birth, whereas gender refers to the behaviors associated with members of that
sex according to the World Health Organization (2003).
Alfiler and Nicolas (2003) cited that the urban bias in the recruitment of
bureaucrats persists; Filipino civil servants are better educated than their predecessors. It
is observed that a growing number of younger women are joining the civil service. The
attributes came from the educational opportunities to which these women have access.
Their research examines the career movements of women public managers in Region VI.
Being career-oriented, women public managers believed they can fulfill their duties and
responsibilities with competence since they are highly educated, with adequate training
and their family life does not compete with their career since other household members
share in the housekeeping chores. Compared to their male colleagues, female managers
move up more slowly in the organization’s career ladder.
Doucet (2002) in her qualitative research with twenty-three British dual earner
couples; it explores theoretical issues of gender differences and gender equality as they
relate specifically to an understanding and analysis of women and men’s contributions to
household work and parenting. It s argued that the relationship between women’s greater
contribution to household work and their relative inequality to men in employment and
public life referred to as the relationship between “the rocking of the cradle and the ruling
of the world” – remains the chief focus of research and analysis in the subject area of
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gender division of household labor.
The researcher of this study relies on the above reference, that gender has
certainly performs a significant role in the problem under study to the values orientation
of local government officials. It is stated earlier the significance of gender towards
commitment of the person to the society.
Age. It is a time measurement on how old a person or thing is. It is usually
calculated on how long the person or thing existed, and normally counted in years. Birion
(2005) stated that, the higher chronological age of a person requires higher effort of
involvement to the society where they want assurance of satisfaction upon retirement.
The aim of correlation of the stated premise on age is on the milieu that the local
government official-respondents are in various age levels. As stated, as age increases,
accountability rise high. On this point, the researcher will treat the variable of age.
Civil Status. Salcedo (2002) stated that separation, annulment, desertion, and
divorce may bring about the break-up of families. The ideal expectation of society is that
the marriage and family will endure until the death of one of the spouses; however,
certain circumstances may lead to maladjustments in marital relations and the only
solution acceptable is the break-up of the marriage and the family. When one of the
partners to the marriage deliberately severs his ties and leaves his family, the act is called
‘desertion.’ Separation is the result of desertion; it breaks up the marriage relations
partially, although the marriage remains in force; the husband and wife either informally
or illegally, set up separate households. Annulment is the process which makes the
marriage contract null and void, decides that there was no marriage contract at all. The
absolute dissolution of marriage bond is divorce.
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The Philippines does not recognize divorce; death alone dissolves the marriage
relation. However, the Family Code of the Philippines provides for legal separation as the
alternative to divorce. Salcedo (2002) cited that the main contributing factors in divorce
“are probably the various changes in women’s role, less disgrace attached to divorce, the
growth of a pleasure philosophy, increased childlessness, lack of training for marriage
and parenthood, higher standards for married life, and the emotional immaturity of those
who enter marriage.
The relevancy of the literature to this study is that, the citizenry is extremely
anxious with the outcomes created with reference to the disbanding of families, outcomes
which are experienced mutually by the married couple and their brood; the public
officials as private individual has its own view and practice on his/her status; this study
would look into the civil status of a public official if a single person is more adept and
dedicated in public service than the married public servant.
Religion. Sarason (2003) opined that religion allows people to know about and
communicate with supernatural beings - such as animal spirits, gods, and spirits of the
dead. Religion often serves to help people cope with the death of relatives and friends,
and it figures prominently in most funeral ceremonies.
Peoples of many small band and tribal societies believe that plants and animals, as
well as people, can have souls or spirits that can take on different forms to help or harm
people. Anthropologists refer to this kind of religious belief as animism. In hunting
societies, people commonly believe that forest beings control the supply of game animals
and may punish people for irresponsible behavior by making animals outwit the hunt.
In larger, agricultural societies, religion has long been a means of asking for
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bountiful harvests, a source of power for rulers, and an inspiration to go to war. In early
civilized societies, religious visionaries became leaders because people believed those
leaders could communicate with the supernatural to control the fate of a civilization. This
became their greatest source of power, and people often regarded leaders as actual gods.
All of life—including food, work, suffering, human relations, sexuality and
marriage, education, the arts, and government—can be given religious significance.
Many religions have detailed rules of purity that bear on every aspect of behavior. In this
way, the religious reality—whether conceived as a divine commandment, the will of
God, Buddha nature, or the Tao—is acknowledged to be the true and proper basis of all
life.
Fajardo (1994) added that, during biblical times, materialism and the pursuit of
wealth were despised and discouraged. Similar attitudes were shown during the time of
the ancient Greek philosophers and the Scholastics led by Aquinas. In fact, the bible
contains many statements against wealth or materialism. For instance, it says that the
poor are blessed for they shall inherit the kingdom of heaven. Moreover, it is harder for a
rich man to enter the gate of heaven than for a camel to pass through the eye of a needle.
Such religious concepts and teachings against materialism are not favorable to economic
development. When people shy away from the pursuit of wealth, economic growth tends
to be slow and primitive. There is no need for them to work harder and to search for
innovations. They are just contended with their simple living.
The national government and different sectors of society and even churches of
different denominations are those strong advocators of moral transformation of the
society has been clinging to its teachings and traditions to realize this challenge. The
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elected public officials being member also of their respective church affiliation should
embrace the teachings and have clear grasp of its significance to be a better Christian. In
so doing, the point of relatedness of the above literatures lies on the elected public
official’s religious life and responsibilities as good public servants. Do they seek divine
intervention and divine graces for their family, in every decision making, and in policy
formulation and implementation, and most of all, does it have a significant relationship to
their values orientation?
Family Related Factors. These are the variables on family ties, family status,
family responsibility and parental authority and the related literature gathered by the
researcher relative to the problem under study.
Family Ties. Salcedo (2002) points out that a study of family systems in India,
China and Japan shows significant characteristics. The family is generally composed of
grandparents, married sons, their wives and children, and unmarried sons and daughters
living together in one household. In the Philippines, this traditional type of family is
found in the rural area, but, apart from those already mentioned, aunts and uncles, nieces
and nephews may also be found living in the same household. Characteristically, the head
of the family may be the oldest male with the highest status. As head, he has the final
authority; however, he may transfer his power and authority to the oldest son because of
his physical disability or old age, and by virtue of the son’s personality, ability, or
achievement. This type of family is the ‘extended family.’ The primary or elementary
family, composed of the father (husband), the mother (wife) and their children, is
identified as the ‘nuclear family.’
Salcedo (1999) stated that the closeness of family ties has resulted in undermining
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the individual’s loyalty to the government. The family is real while the government is
something impersonal – an attitude that has its origin during the Spanish regime. There
was a time when government positions were for sale and naturally the office became a
source of graft and corruption in order to compensate for the money paid for the position.
The Filipino regarded the government as the means to oppress and abuse him, to harass
him, to suppress his freedom and to impose a lot of burden on him. It was an institution to
be avoided for its interests were contradictory to his welfare. This view of government
has persisted and even today vestiges of this idea still exist. Government is universalistic
while family is personalistic. Thus the family has become the rallying point.
When there is an overlap of the family and the office, irregularities like nepotism
occur. Preferential treatment is extended to relatives especially in the grant of licenses,
government contracts, franchises, purchases of supplies and different permits. A job
applicant, no matter how highly qualified he is, has to approach a relative or an
influential friend or crony of the appointing power to get the job.
Fajardo (1994) added that family members in western societies like the United
States are more individualistic and self-reliant. Adult children are financially independent
from their parents. They are free to pursue their economic inclinations anywhere.
Considering the security of the parents, their family obligations are minimized. Unlike in
the less developed countries, especially among Asians, the children have to take personal
care of their poor old parents. An extended family system, which is common in the
Philippines and other developing countries, is good in the sense that there is unity, and
the welfare of the old and the young members are protected by the stronger adult
members, usually the eldest sons. However, it has dominant features which are not
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favorable to economic development, and that is losing self-reliance for the over
dependent children. Another one is close family ties, this hamper labor mobility and the
choice of better economic opportunities. Their grandparents or parents do not like their
children to work in far places, especially if they are women. As obedient children, they
follow the wishes of their old folks.
The related literature points out that family and politics are one and relative in a
manner as an organization, it will be the intention of this study to look the significant
relationship of family to the values orientation of local government officials on political
variable.
Family Status. Ronquillo (1999) stated that the family is a place where one can
come in contact with others in a free and spontaneous interaction. It is a haven of
happiness and contentment when on is confronted by problems of the outside world. It is
refuge from the anxieties and insecurities found outside the home. No wonder members
avoid leaving the security of the Filipino home. Mutual dependence and mutual sharing
specially of material goods are expected in the home. The success of a member means the
success of the whole family; conversely, his mistakes and misdeeds are reflected also on
all members of the family. Even when many have grown up and have raised their own
families, pressure is still extended by the parents responsible for the conduct of their
children. There is a continuing pressure on all members to keep brothers and sisters in
line. There is mutual dependence among the family members, financially and
emotionally. This dependence has prevented them from accepting more lucrative
positions and jobs if it will separate them from their families. However, nowadays
economic pressures have encroached on this dependence; many have learned to postpone
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immediate and present benefits for future financial security by accepting overseas jobs.
Since married overseas workers leave their families behind, the remaining parent
is left to raise the family. This results in temporary single parentage. Often, the emotional
strain, loneliness, and anxiety become major problems for both the husband and the wife.
The resultant increase in income may also lead to value disorientation. The household
standard of living rises appreciably and there is a tendency toward extravagance and the
purchase of consumer goods rather in savings which earn income.
Fontanilla (2002) mentioned that more and more women, many of them married
are entering the labor force. The earnings of these women make an important contribution
to family income and help a great deal in raising their standard of living. Most married
women try to supplement the meager incomes of their husbands. Today, more and more
women, especially in urban centers, are motivated by a desire to maintain or promote a
higher standard of family living.
The stated literature stressed that family status should be intact, and the relevancy
of the literature to this study are the prepared questionnaires which was attuned to each
other. It will be the researcher’s intention to explore the significant relationship of family
status to the values orientation of local government officials.
Parental Authority. Busto (2003) cited that the father and mother jointly
exercise parental authority over their legitimate children who are not emancipated. In
case of disagreement, the father’s decision shall prevail, unless there is judicial order to
the contrary. Children are obliged to obey their parents so long as they are under parental
power, and to observe respect and reverence toward them always. Recognized natural and
adopted children who are under the age of majority are under the parental authority of the
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father or mother recognizing or adopting them, and also the natural children by legal
fiction are under the joint authority of the father and mother. Grandparents shall be
consulted by all members of the family on all important family questions. Parental
authority cannot be renounced or transferred, except in cases of guardianship or adoption
approved by the courts, or emancipation by concession. The courts may, in cases
specified by law, deprive parents of their authority.
Espiritu (1999) added on parental authority, that a questionable influence
especially among adolescent boys is the ‘barkada,’ a gang relationship. Though the
statistics are unreliable, drug use among low income teenagers as shown in various
newspaper reports on crime, is on the rise.
It is widely accepted that a person possessing good parental authority also
bestowed good governance and used authority of office in delivering public service;
taking assertion of the above literature, this research will study the approach of parental
authority of the local public officials as how it reflected their authority of office.
Family Responsibility. Peralta (2002) point out that the traditional deep-rooted
authoritarian ideas that children should only be seen and not be heard, that the father has
the God-given right to rule and that the wife should be obedient to him as her lord and
master are difficult to eliminate. Hence, these concepts still persist in a modified form.
The emancipation of women and the assignment of important roles to the children and
young adults are very strong factors in the development of a cooperative family and each
individual personality is respected and given his due. This development is gradually
putting side the old autocratic concept of the father’s unquestioned authority. Today, the
children are heard and are given a chance to mature in their attitudes and ideas.
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Salcedo (1999) cited that within the family is some system of social security and
insurance. Parents give their all financial and emotional to the children to the extent of
borrowing or mortgaging their property for their education in order to obtain high paying
jobs and even supporting them including their wives and children if necessary. In old age,
parents expect the children to take one of them in return.
Busto (2003) articulated the civil code of the Philippines particularly on Title IX,
article 290 of the Republic Act 386; family responsibility is indirectly referred to as
support, which states that: support is everything that is indispensable for sustenance,
dwelling, clothing and medical attendance, according to the social position of the family.
Support also includes the education of the person entitled to be supported until he
completes his education or training for some profession, trade or vocation, even beyond
the age of majority. Article 291 points out who among the members of the family should
give support, these are: the spouses, legitimate ascendants and descendants, parents and
acknowledged natural children and the legitimate or illegitimate descendants of the latter,
parents and natural children by legal fiction and the legitimate and illegitimate
descendants of the latter, and parents and illegitimate children who are not natural.
Brothers and sisters owe their legitimate and natural brothers and sisters, although they
are only of the half-blood, the necessaries for life, when by a physical or mental defect, or
any other cause not imputable to the recipients, the latter cannot secure their subsistence.
This assistance includes, in a proper case, expenses necessary for elementary education
and for professional or vocational training.
In our local setting, it is very evident and part of our customs that a child who
became an adult is expected to help support the family, help educate their siblings, and
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care for the parents, especially as they age. This study will look into the values
orientation of the local government official if this is being manifested in their own belief
and practices.
Management Related Factors. These are the variables on policy formulation,
policy implementation, decision making and leadership style and the researcher’s
collected literatures which deemed related to this study.
Policy Formulation and Implementation. Jenkins (2007) a policy is ‘a set of
interrelated decisions taken by a political actor or group of actors concerning the
selection of goals and the means of achieving them within a specified situation where
those decisions should, in principle, be within the power of those actors to achieve’.
Thus, Jenkins understands policy making to be a process, and not simply a choice.
Co (2003) added to the discussion that policy is ‘public,’ the people, upon whose
lives the policy has impact, have a role to play in shaping such policy. The other version
of public policy is that it is the domain of government institutions or officials who are
accountable to the public.
Although policy and policymaking can be understood in a variety of meanings
and perspectives, this article expounds the following arguments: first, public policy is
political and as such it is open to differing interests and stakes; second, stakeholders with
varied motives try to influence the outcome of the policy; third, one view on management
of policymaking holds that stakeholders/social actors including their resources – both
government and non-government – contribute to the shaping of policy; and fourth, public
policy formulation requires not only political savvy but also managerial smartness.
But policymaking is also a matter of theory and rationalizing an action that will
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affect the larger society. Determining a policy is about coming to an intelligent choice
after a range of options is considered. Co (2003) affirmed that policymaking is coming to
a deliberate choice of action. Policy formulation is therefore a matter of making a willful
choice – a decision founded on certain aspirations, theoretically motivated by a vision
directed at the welfare of the public.
Policymaking thus involves the two dimensions of power and rationality. Power
has its origins in office. In large organizations such as government, officeholders more
often than not, have the power of initiative not available to the rank and file. In
policymaking, the power of determination comes as an attribute of the leaders and of
leadership. Authority and legitimacy are features of power that allow leaders to carve out
policies, or at least to initiate policymaking. The power to initiate policy centrally lies
with the officeholders.
However, there are also groups outside government, without coercive power but
nevertheless exerting influence through persuasion or pressure. Influence suggests
relative rather than absolute power. And in many instances, influences can be competing.
The lines are not clearly drawn on the issue of whether public policy is a domain of
government or a function of civil society.
An important feature of policy formulation management in the Philippine context
is the role, the style, and the power base of the manager who is required to develop
appropriate techniques for dealing with key policy legislators and with policy supporters
in order to develop sufficient space to maneuver a policy proposal towards a satisfactory
outcome.
Nigro and Nigro (1992) stated that, the general public is much concerned with
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government policies, as are legislators, administrators, interest groups, the media, and
others. The larger the scope of government, the more important the role of public policy,
and that scope is continually being enlarged. The public is better educated, better
informed, and more insistent on participating in the formulation and administration of
policies. Government, like other contemporary institutions, possesses the knowledge and
means to influence human destinies greatly, with dangerous consequences if errors are
made in the policies adopted. Other writers have analyzed the role of pressure groups –
including administrative agencies – in the formulation and administration of policy,
stressing the power exercised in particular policy areas by coalitions of lobbying
organizational form and policy preferences was documented, and the so-called Politics of
Organization emerged as a standard topic in the study of administration.
Citing on the literature, this study will take the importance of local government
officials as policy makers on their awareness of complex interrelationships between their
values and their operation of policy formulation. It will take into account also the concern
and concept of the different public sectors or the citizenry on their role as influencer and
persuader in policy making.
Decision Making. Leveriza (1990) stressed that a decision is an action or series
of action chosen from a number of possible alternatives. Decision-making, on the other
hand, is selecting one position or action from several alternatives. Oftentimes, the
decision results in action, such as an objectives, policies, rules, and procedures, or
changes in the organization. Others, however, would prefer the status quo, or would not
face the problem squarely. As such, it is important to know that inaction is an alternative
to the possible solutions to a management problem. Leveriza (1990) cited that, decisions
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may be classified as follows: first is an organizational and personal decision; second is a
basic and routine decision; and third is a programmed and nonprogrammed decision.
A manager is personally involved in his organizational decisions. In the same
manner, his personal decision involves the organization. But in practice, it is very
difficult to distinguish personal decision from organizational decision. It is important
however, to know that managers make both types of decision and that many decisions
have elements of both.
It is important only to know that about ninety percent of the organizational
decisions are routinary. As such, very few managers, except those belonging to top
management, are given the opportunity to exercise making basic decisions for the
organization.
Decisions are programmed to the extent that they are repetitive and routine and to
the extent that they are repetitive and routine and to the extent that definite, systematic
procedures have been devised so that each one does not have to be treated as a unique
case each time it arises. Decisions are nonprogrammed to the extent that they are novel,
unstructured, and consequential.
Nigro and Nigro (1992) discussed that there are certain error in decision making,
theses are: one, cognitive nearsightedness; two, the assumption that the future will repeat
the past; three, oversimplification; four, overreliance on one’s own experience; five,
preconceived notions; six, unwillingness to experiment; and seven, reluctance to decide.
Cognitive nearsightedness is the human tendency to make decisions that satisfy
immediate needs and to brush aside doubts of their long-range wisdom. The hope is that
the decision will prove a good one for the future also, but the odds for such good fortune
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are poor. A tempting immediate solution may create infinitely greater difficulties for the
future.
Assumption that future will repeat past is that, in making decisions, officials must
forecast future conditions and events. In relatively stable periods of history, the
assumption can safely be made that employees, clientele groups, and the public in general
will behave much as they have in the past. The present period is, however, far from
stable; many precedents have been shattered, and people are behaving in surprising ways.
Strikes by government workers – many of them professionals – are one example; hard-
driving consumerism is another. Yet, despite all the evidence of great change in citizen
attitudes, too many public officials blindly assume that these are only deviations from
normal conduct, or that things will soon return to normal.
Oversimplification means is that, a tendency to deal with the symptoms of the
problem, rather than with its causes. Officials may reject such oversimplification but still
err in preferring a simple solution to a complicated one. It is easier for them, as it is for
others participating in the deliberations, to understand the simpler one; the simpler one is
more readily explained to others and therefore more likely to be adopted. Of course, in
some cases, the less involved solution may be better one. The point is that the decision
maker looking for any acceptable answer may take the first simple one, no matter how
inferior to other, somewhat more complicated alternatives.
Overreliance on one’s own experience is that, many practitioners place great
weight on their own previous experience and personal judgment. Although the
experienced executive should be able to make better decisions than the completely
inexperienced one, a person’s own experience may still not be the best guide. Frequently
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someone else with just as much experience has a completely solution and is just as sure
that he or she is the one being practical. In truth, past success in a certain kind of situation
may be attributable to pure luck, no to the particular action taken.
Preconceived notion is a bias decision. In many cases, decisions, allegedly based
on the facts, in truth reflect the preconceived ideas of the decision maker. Such decision
making appears dishonest, and it is dishonest when the facts are doctored to justify the
decision. However, in many cases, officials are capable of seeing only the facts that
support their biases. Anything else is not credible and therefore does not qualify a fact.
Unwillingness to experiment may be put in this manner, the way to determine the
workability of proposals is to test them in practice on limited basis. Such testing has
taken place, but for various reasons the government environment has not in the past
encouraged such experimentation.
Reluctant to decide is avoidance in making decision. The making of decisions, as
everyone knows from personal experience, is a burdensome task. Offsetting the
exhilaration that may result from correct and successful decision and the relief that
follows the terminating of a struggle to determine issues is the depression that comes
from failure or error of decision and the frustration which ensues from uncertainty.
Simon (2001) argued that as businesses grow, effective decision-making becomes
much more difficult. Managers find it hard to get all the information they need. In
addition, they consider how their decisions on hiring, firing, purchasing, and other issues
will affect their social relationships with other employees and business associates. Simon
claimed that under these circumstances, managers cannot always choose strategies that
will maximize profit. Instead, they tend to settle for what they consider reasonable gains
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for the business.
The stated literature has its relevancy to the present study. Decision making is an
every minute and everyday task, be it simple or a much complex one and every person
has this charge to make. Public officials as administrators and policy makers have this
serious duty to decide, particularly on policy analysis. This study will look into the
manner on how does local government officials decide and its significance to their values
orientation.
Leadership. Legaspi (2003) stated that leadership is a quality a person may have.
One can categorize the exercise of leadership as either actual or potential: Actual - giving
guidance or direction, as in the phrase "the emperor has provided satisfactory leadership."
Potential - the capacity or ability to lead, as in the phrase "she could have exercised
effective leadership;" or in the concept "born to lead."
Leadership can have a formal aspect as in most political or business leadership or
an informal one as in most friendships. Speaking of "leadership" which in the abstract
term rather than of "leading" which in the action usually implies that the entities doing
the leading has some "leadership skills."
The concept of enabling has varied meanings to local government practitioners.
Local government is an enabler if its role goes beyond the traditional role of direct
service provider; if it contracts out services; if it decides to privatize certain services and
makes use of market mechanisms in service delivery; or if it develops different ways of
doing things in order to meet the varied demands of the community. All these meanings
point out that the concept of enabling is synonymous to the development of methods of
doing things to respond most effectively to the needs of the community. Legaspi (2003)
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cited that, “enabling is coming to mean not adherence to any particular political
orthodoxy, but the development of different and more flexible ways of operating which
are both more suited to the many and varied demands now placed on local government
and most effective in meeting the needs of local communities.”
To understand better the concept of enabling, Legaspi (2003) spelled out some
practical guidelines on the meaning of enabling: first is Strategic Orientation – Local
government should have a grasp of the issues and concerns affecting the community to be
able to develop certain strategies to respond to such issues and problems. These strategies
should be integrated such that they take into consideration all the traditional, functional
and geographical boundaries. It could mean that the local government would develop an
approach which would require inter-local government collaboration, a collaborative
working with the private sector, NGOs or voluntary groups, and with national
government agencies.
This strategic orientation ensures that the activities of the different agencies in the
policy arena are not fragmented. It also ensures that all local viewpoints are taken into
account within a wider policy context. This then require a well developed policy process
where opportunities and approaches are identified and selected and a strategic action is
spelled-out. Second is Focus on Determining an Effective Response – After clearly
defining strategies of action, local government should determine the various modes of
carrying out such strategies. These would include the following: Collaborating with other
agencies in the implementation of new programs or in providing new series; providing
financial assistance or grants; creating new structures or bodies for service delivery;
providing public information about services and programs; and providing a forum for
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discussion of community issues and concerns. In selecting the best mode of action, local
government should consider its strength and weaknesses. By doing so, it can determine
what action could add value and where it would be most effective.
Third is Setting Standards and Performance – The setting of standards and
performance would ensure the achievement of goals and objectives. Openness about
standards and the attainment of performance targets would help improve public
accountability. Local government should involve the public in directly defining standards
of service and the criteria of performance by which local government could be evaluated.
Fourth is Developing Partnerships – As community problems become more
complex and challenging, local government has increasingly recognized the fact that it
has to work collaboratively with other existing public, private and voluntary organization
or agencies. Such collaborative mechanisms take various forms depending on the kind of
service or on the resource capacity of the local government. But what is important is the
development of more enduring kind of work relationships between the local government
and the other organizations. In other words, this requires a definition of specific roles of
each body or organization which would lead to the building up of long-term relationships
with and among agencies.
Fifth is Influencing, Interpreting and Implementing the Regulatory Framework –
Although local government works within a wide legislative framework, it can ensure that
the framework is oriented towards local or community interests. Local government can
influence the structure of regulation at the policy formulation stage. It can lobby with
national government and act in collaboration with other agencies in the shaping up of
policy structures. Once a key role in disseminating the policy and in explaining the
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effects of the regulatory requirements to the community.
Sixth is Encouraging Access and Involvement – Recognizing the nature of the
population it serves, local government has to provide access mechanisms to those
individuals and groups who are underprivileged and are at disadvantage due to poverty,
unemployment and other factors. There is also the value of involving users of services in
decisions which directly affect them.
Alfiler and Nicolas (2003) stated that among the materials reviewed three stands
out for their efforts to search deep into our nation’s past and look into our historical
experiences and core values as a people, to establish the basic elements of the Filipino
concept of leadership. They examined how the relationship between rulers and followers
among pre-colonial Filipinos was transformed as a result of the entry of a different
culture, religion and people in our history. Leaders no longer understand, communicate,
or empathize with the people they lead as they become separated by the use of a foreign
language, an unfamiliar ideology and notions of independence. It asserts that for pre-
colonial times, the Filipinos had a clear notion of the qualities they expected of their
leaders. He suggests, however, that to ensure that grassroots leaders are of and for our
people, they should be evaluated along the following set of criteria: Do their goals truly
promote national interest? Are their actions supportive of public welfare? Are they
known to be persons of unquestionable integrity? Are they not identified with other
interest which may conflict with public interest? And, do they communicate with the
people in a language through which the people can freely express their ideas, concepts,
and explain what is meaningful to them?
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In the citation of Alfiler and Nicolas (2003) they added that, in a paper entitled
‘Ang Ulirang Pamumuno sa mga Pilipino,’ which drew from the mainsprings and
documents of the experience of the Philippine Revolution of 1896 and the EDSA People
Power phenomenon of 1986. They also reviewed the outcome of international scientific
surveys on human values, and analyzed about a hundred articles about Filipino values in
their attempt to establish core values and identify qualities which Filipinos want to see in
their leaders.
On this basis, they came up with three clusters of core Filipino values:
pagkamakatao at pakikipagkapwa-tao or relationship and social cluster respectively; mga
katangian at pagpapahalaga na bumubuo sa isang “loob complex” or shared humanity
cluster; and pagkamasayahin or optimism cluster. They also established in a local survey
that at the barangay level, citizens expect their leaders to possess the following
characteristics: makatao, mapagkalinga, kagandahang loob or caring and humane;
matapat, matuwid, maka-Diyos, may Moralidad or God-centered and with integrity;
malakas ang loob or courageous and strong willed; makatarungan, demokratiko, pantay-
pantay ang tingin sa lahat or fair and just; and magaling, marunong or intelligent and
capable.
These values for the core of the concept of ‘Pamathalaan’ which means
‘pamamahala kasama ni Bathala’ lies at the heart of the Moral Recovery Program of the
Ramos administration. It defined as a native Filipino philosophy and practices of
leadership, management and/or governance rooted on sacred ancestral and heroic
traditions which, if fully recovered, appreciated and lived, may provide the key to
national and possibly global unity.
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On political leadership Alfiler and Nicolas (2003) cited that “Leadership over
human beings is exercised when persons with certain motives and purposes mobilize, in
competition or conflict with others, institutional, political, psychological and other
resources, so as to arouse, engage and satisfy the motives of followers.” Filipino leaders
have two dimensions: ‘organization’ and ‘ideology.’
In combining the presence or absence of ideology with a weak or strong
organization, it identified four types of Filipino leaders: One, the Supremo is exemplified
by Andres Bonifacio who had a strong organization in the Katipunan and an ideology
contained in his Decalogue; two, the Visionary is a leader who has an ideology and a
weak organization. Jose Rizal is cited as an example of this type; three, the Organization
Man is a leader who has a strong organization but without an ideology. Agpalo cites Gen.
Fabian Ver as an example of this type; and four, the “Paradux” combines the Latin word
“dux” which means “leader” and a Greek prefix, “para” which can mean faulty, irregular
or disordered. This term applies to traditional Filipino politicians elected to either House
of Congress, who do not have ideology nor a strong organization.
A comprehensive study conducted by Miranda (2005) also examines political
leadership as a strategic variable in achieving political stabilization. The study looks at
three dimensions of political stability in terms of legitimacy, durability and the
management of conflict. For all these aspects of stability, political leadership is a vital
enabling factor. The consistent and effective performance of the political leadership
“enhances the legitimacy of the government as the regime and increases the probability
of regime durability.” The political leadership also intervenes in all national conflicts,
thus, strong effective leadership can organize groups and institutions towards an
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acceptable consensus, thereby assuring stability and keeping conflicts within manageable.
Political. Salcedo (1999) stated some political values that are manifested
in Philippine culture, some are: ‘utang na loob,’ this denotes a sense of gratitude. This
value system comprises a network of behavior with different degrees of connotation – it
is a complicated system of mutual obligation. Everybody owes a debt of gratitude to
someone; everyone also, in some way has done something for someone who therefore
owes him in return. Politicians usually take advantage of this agreement. Politicians
dispense favors and accept or even solicit sponsorship obligations or the ‘compadre
system’ from their constituents so they can depend on the support of the families who are
obligated to them. On the positive side, the network of ‘utang na loob’ may result in
strengthening cooperation and loyalty. On the negative side, especially in elections, it
may hamper the process of democracy and thwart the true will of the people. It is also a
cause of graft and corruption.
Another value is ‘personalism,’ this emphasizes the importance of the person with
whom one has immediate face-to-face contact over the abstract rule of law of the
common good. It is manifested in such practices as ‘pakiusap’ (request), ‘lagay’ and
‘areglo’ (fixing), ‘palakasan’ (power and influence), nepotism and favoritism.
‘Pakikisama’ is yielding to the will of the majority or the leader of the group. It
could result in both positive and negative behavior such as going along with the group
and following what the group is doing whether he approves of the activity or not.
‘Euphemism’ is stating an unpleasant truth, opinion or request as pleasantly as
possible. It is the use of ‘white lies’ to please another person. One expresses what one
thinks the other person would like to hear, not what one reason would like to hear, not
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what one really thinks and believes. To the Filipino, this is a highly prized art. It has its
beginning within the family circle where the young may receive conflicting orders or
ideas coming from different members who have priority status such as parents,
grandparents, uncles and aunts. In order not to hurt anyone’s feelings, the child has
learned to express his views or behave in a manner that will bring no trouble or
misunderstanding within the family circle. This attitude is carried over to the larger
society.
‘Hiya’ makes a person sensitive to other people’s opinions thus he gives way to
‘pakikisama.’ Asking favors from another generally generates ‘hiya.’ If the favor is not
granted the person feels shamed. Too much importance is given to hiya when one
compares this value with those of other cultures.
Economic. Salcedo (1999) pointed that every family in the Philippines would like
to raise its standard of living and that of his community. This is evident in the fact that
every political bigwig aims to improve his hometown above all other towns. When the
president is Ilocano region becomes progressive; if he is a Visayan, focus is made among
the Visayan areas. This is followed also by political dispensation and concentration of
improvement programs and projects. Success and economic progress are shared by his
family and kin as a repayment for one’s debt of gratitude to them.
The desire for personal success is achieved by education. Education has become
virtually an end in itself. It is about the only means toward upward mobility open to the
majority of people. Parents feel that education is the greatest legacy they can give to the
children. They would sacrifice comfort and spent their savings or even borrow money
just so the children can obtain an education. Many an older brother and sister would
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forego marriage in order to help pay for the education of the younger ones for as long as
possible.
Azanza (2001) stated that social classes in society are defined along economic
consideration in these times. In contrast, the social classes of the past were based on birth
right or the well-defined social strata which their parents had or were able to secure by
deeds and recognition. Social stratification, which is the assignment of groups to social
levels in society, when based on economic criteria becomes more easily understood than
in the traditional scheme because the income groups are better defined.
The classes are defined in relation to the ‘poverty’ line which separates those who
cannot afford the basic needs in life and those who are able to get along. The nine classes
are as follows: The ‘upper class consists of three levels, namely the upper-upper, middle-
upper and lower-upper. To these class levels belong the tycoons, business magnates,
industrialists and corporate taipans who own yachts, private planes, mansions, vacation
houses, controlling corporate stocks, bonds, tracts of land and foreign investments. They
are patrons of the arts, sports and charities. Among them are the rich and famous in the
mass media. They are supporters of political parties and sometimes get into politics
themselves to protect their economic interest.
The next class is the ‘middle class’ with three levels, namely: the upper-middle,
the middle-middle, and the lower-middle. To these middle class levels belong the genre
of professionals, small enterprise owners, civil servants, agri-business operators, small-
scale transport unit operators, and inland fish farmers. The last of the classes is the ‘lower
class’ which is composed of three levels. They are the upper-lower, the middle-lower,
and the lower-lower. To these levels belong the marginalized groups that are immediately
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and slightly above and those below the poverty line. The three levels in this class include
hawkers, laundry workers, unskilled laborers, pedicab drivers, subsistence farmers, spear
fishermen and other people on hand-to-mouth livelihood. These groups have dismal
housing condition, little access to education, suffer from malnutrition and have high rate
of criminality. The most potent social mobility factor or means of improving ones social
class is through education and employment. For this reason, social mobility in economic
sense is open and unfixed.
Social. Peralta (2002) Values need to be re-examined in order to sort out the
confusion and conflict among the Filipinos. The Filipinos need to identify the things they
value so that a more responsive “Filipino” may evolve. It has been observed that many
Philippine values are barriers to development. They are as follows: first is ‘paggalang,’
which means respect for elders. This value is related to two attitudes which are
considered negative, one is ‘pakikialam,’ it is under the pretext of guidance and wisdom,
elders meddle with the business of their children and subordinates, it also suppresses the
innate ability of the person to achieve more suspicion; next is ‘tungkulin ng panganay sa
pamilya,’ since the eldest child is next in rank to the parents, he or she is expected to act
and think like the parents, the elder is the one responsible for the younger members of the
family as well as the parents in their old age. This attitude curtails the growth of
independence in the individual.
Second is, ‘pagmamay-ari’ or property ownership. Filipino behavior manifests
this value as the tendency to regard highly the attainment of possessions. Land and other
material possession such as home and food supply are reflected in one’s value system as
‘pagpapahalaga sa sariling bahay,’ and ‘sa pagkain.’ Under this value, some negative
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aspects arise like: ‘ang anak ay kayamanan, pagkatitulado, and pagpapahalaga sa
pamilya.’ Children are highly valued; they are considered a source of strength and
stability as well as insurance in old age. Because of this value, parents are over-protective
of their children, giving no room to develop independence and self-reliance. ‘Ang
pagkatitulado’ must be discouraged; one’s prestige must be measured in terms of ability
and talent, the way one uses it for the society must determine the kind of success that
does not solely pertain to the person. This attitude distorts the purpose of education. That
is why many students want to become lawyers, doctors, and engineers. While the
‘pagpapahalaga sa pamilya’ or the close family kinship system fundamentally structures
the Filipino society. The family demands loyalty from its members and compels them to
please the whole family in any undertaking.
Third is ‘pakikisama,’ which is the concept of good public relations or yielding to
the will of the majority; but to elevate pakikisama, the undesirable forms of which are
clannishness, pakiusap and pagtatakip must give way to nationalism, honesty, and self-
reliance.
Fourth is ‘bahala na’ or I-don’t-care and come-what-may attitude. This value rests
on a belief that man is governed by a set of forces beyond his control, and the
individual’s response to a given situation is one of resignation. The negative character of
this is to leave initiative and action to higher authorities. The capacity to adapt and adjust
to misfortune is what it makes the Filipino possess a resilient attitude. And the fifth is
‘pagwawalang bahala’ which is related to bahala na. The same lack of responsibility is
present in the value. It predisposes an individual to undisciplined or irresponsible
behavior.
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Azanza (2001) maintained that a social class is a group that has been
differentiated from other groups by virtue of its economic and political power and social
privileges which confer upon the members a standing of significance or distinction.
Social classes are arranged according to levels of differentiation. The arrangement is
‘stratification’ while the corresponding social significance is ‘status:’ first is, social
classes evolve which is the formation of social classes in accordance with common way
of life; economic, political and cultural status, as well as enjoyment of privileges and
power or influence, generally evolve over a period of time; second is, classes are defined
by culture, where there may be an invisible hand that makes it operate or it may be an
imposition of the people on themselves.
The categories and stratification of classes in society make up its class system;
third is types of class system, there are five class systems in anthropology. They are the
classless society, wealth distinction, the dual stratification, elite stratification, and the
complex stratification; and fourth is, caste system, which is a highly enforced
differentiation wherein the opportunity for movement is attached to the advantage of the
hereditary higher caste. A member of a caste must live within his or her level and the
child is automatically a member of that caste. The lower caste must yield to the higher
caste. However, the lower caste is autonomous in his economic and social life. This is the
distinction between the caste system and slavery.
The above literature on political, economic and social give credence for the
purpose of this study in a manner of looking into the values orientation of local
government officials. It is imperative for the LGU officials that as public servants they
still maintain the good values they caught in their family and imbibed in their schools. It
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will be determined in this study the correlation of their personal, family and management
related factors to their values orientation.
Related Studies
Sajonia (1998), her study focused also on the relationship of values orientation
which utilized the secondary school teachers as her respondents. Her findings is that,
there is no significant difference on the values orientation of teachers when classified
according to length in service; and no significant difference was noted in the values
orientation of teachers when grouped according to categories of variables of gender,
educational qualifications and civil status. This will serve as comparison if the values
orientation of public officials produced the same stance.
Abella (2001) produced study on values orientation, making a comparison
between selected rural youth and urban youth; also the similar study conducted by Rojas
(2001) on the perceptions of students and teachers on their values orientation and its
impact on social transformation. Moscosa (2000) citing her study on comparative
analysis of value orientation between the graduates of values orientation workshop and
non-graduates; she concluded that the Filipino public servants and the whole bureaucracy
is a potential of hope in changing its image. All public servants bring with them different
values orientation as they join public service. These values have been formed through
training, experiences and interactions with the environment. There is no guarantee that
anyone who joins public service will exhibit the necessary behaviors expected of a public
servant. The variety of values orientations among government employees is highly
contributory to the public’s unmet expectations on the public servants’ work
performance. All these three studies focused on values orientations having different set of
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respondents are related to this present study having the local government officials as
respondents.
Benedictos (2005) emphasized in his study that educational attainment of a person
is beneficial and similarly it is considered as a channel for social change for the reason
that it fits the person to their desired occupations or vocational opportunities. This
becomes a realization of one’s worth to the society, having full potentials to dispatch
their duties according to the challenge they met in the work place. It has been studied
before that those who have utilized their educational attainment has been evident of
performance excellence in their work.
Trinidad (2004) cited that those who had higher education are inclined to be more
efficient in his/her line of work than those who did not. It is also probable that those with
advanced levels of education are exposed to more information and input and as a result
tend to be more well-informed than those with lower levels of education.
Butaran (2007) cited the studied profile and performance of employees of local
government unit revealed that there is no significant difference between males and
females regarding work attitude, motivation, values and job satisfaction.
Butaran (2007) added that married individuals are experienced people. Their
efforts are aimed at mastery, exceeding and giving beyond expectations and continuously
expanding their responsibilities.
Stimpson (2001) found gender differences for a caring value orientation. It was
found that women considered the following adjectives to be more desirable than did men:
sensitive, tender, kind, happy, cheerful, yielding, understanding, affectionate, loyal, eager
to sooth hurt feelings, sympathetic, compassionate, gentle, helpful and sincere.
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The studies support the idea that a value system oriented more toward caring, and
directed at people and relationships, is preferred by female. However, the study focused
mainly on married couples and women who are studying on universities ages 18 to 22.
The findings have implied that the gender difference is largely biologically based. If so,
one would expect it to be present at younger ages. On the other hand, if the caring value
orientation is primarily learned, then it may not appear until late adolescence. It is
concluded on their work that there is a large percentage of females whose value
orientation is characterized by the ability to compromise, demonstrate kindness, and
forgive others; a higher priority for children; an emphasis on feelings; wanting to know
what people are like inside; enjoying people; getting along with others; and having
friends and the ability to cooperate and help.
Hill and Lynch (2003) developed the ‘gender intensification hypothesis,’ which
asserts that the gender domestic/public split becomes more pronounced for females and
males during adolescence. Male adolescence in particular seems to develop a more
gender-specific orientation on forgiveness and friends as they get older. This is when
society’s expectations of gender-appropriate activities become more specific.
In Armenia, Aslanyan (2007) made a study in one of the course in their
curriculum "Introduction in Gender: History, Culture and Society" focuses on the
definitions of sex and gender, history of gender and gender around the world, gender in
Armenia as well as different aspects of gender, such as Gender in Anthropology, Gender
and Family, Gender and Labor, Gender and Politics, Gender in Language and Culture.
The course consisted of theoretical and practical parts, therefore it was taught
through lectures, discussions, case studies, and role-plays. Students got assignments to
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gather oral stories from their mothers and female relatives about their lives, opinions
regarding topics and questions raised in discussions. Students told their findings on
seminars. The stories had been discussed in class and brought to hot debates among the
students. Thus, some students decided to continue the work on gathering oral stories. It
was decided to support this initiative and work out a questionnaire and assist students in
the promotion of the project. It is worth mentioning that the course was conducted for the
first time in Armenia, hence students weren’t supposed to have preliminary knowledge of
gender issues of any kind. As it has been mentioned before, it was very innovative since
we have no Gender Studies Program at Armenian universities.
The major goal of the project was to highlight for students an introduction to
gender issues across the social realm. The long-term goal of the project was to create a
continuous and sustainable gender education curriculum in Armenian. This course was
designed as a basis for development of similar courses in other Caucasus countries. Upon
completion the course students got a comprehension of the basic concepts of gender and
conceived the importance of these issues in the university curriculum. Students learned to
recognize the problem and its social value; they raised a lot of interesting questions. It
was interesting to observe the change of attitude, which had been demonstrated on
examples students selected to illustrate their own ideas. Thus at the initial stage most of
the students intended to prove the priority of patriarchal values in Armenian Society and
incompatibility of women’s political participation with family life.
This study and the stated set of values is closely related to associated desires and
centered on relationships rather than things, which is termed as the personal related factor
and related to the family variable of this study.
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Reyes (1999) undertakes her works on the relationship of socio-economic variable
and family values to the development of a coastal community. Some of the variables
cited were also given emphasis at this current study which chooses the elected city
officials of Olongapo City as the respondents, the variables which has the same
importance are the family ties, parental authority, morality and spirituality, and
economic.
Ensign (2007) randomly selected college juniors completed questionnaires
concerning marital conflict, parental attachment, and attitudes. Results indicated that
intimacy was negatively correlated with parental conflict and divorce. Divorce and higher
levels of conflict were associated with lower levels of intimacy in students’ romantic
relationships.
Fifty percent of American marriages end in divorce. Perhaps those most affected
are children, with more than one million experiencing the divorce of their parents each
year. Parental loss through divorce is a disruption of one of the most significant
relationships in a child’s life, and it is believed to have negative effects on relationships
formed later in life. Adult children of divorced parents are themselves more likely to
divorce than are those from intact families of those who suffer parental loss through
death.
Nelson (2007) highlighted their studies on children, which parental conflict was
found to be detrimental to many areas of development and continued until their adulthood
if not managed well by their guardians. It further states that those children with parents
who constantly fight have been found to be worse off than children from families in
which divorce brings an end to the quarrelling.
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Booth (2004), their research has suggested that the parent’s relationship has
considerable influence on the child’s intimate relationships. Children from divorced
families have been found to be sexually active at an earlier age, to have more sexual
partners, to be more likely to cohabitate, and to be more apt to marry at an earlier age.
They also found that children from divorced families and those from intact but poor
quality marriages have similarities in their attitudes toward relationships.
Amato and Booth (2004), a good relationship with at least one parent seems to
offset the negative effects of parental conflict. Their study also found that children who
became distant from their parents following divorce exhibited more problems than did
those who maintained a close relationship with their parents. It noted that those who had
a close relationship with their parents after divorce did not differ significantly from
children who came from happily intact families in terms of psychological and social
adjustment. It seems that while children of divorce parents are more vulnerable to
negative outcomes, it is not necessarily the divorce itself that affects adjustment; rather, it
is the quality of family relationships.
Sabado (2001) focused on the moral development of grade six students as
observed by their teachers. It cited several moral practices of children which this study
has the same receptiveness, although the intended respondents are the elected city
officials of Olongapo City. The formation of moral values begins at early stage on the life
of a person; considering there are more than a few dysfunctional behaviors get something
done at an early age; expect their values orientation being distorted if not blocked.
Santos (2006) stated that her study focused on the utilization of development fund
of a certain municipality which also lead to policy formulation, the variable cited that has
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the same inclination to this study are the politics, economic and social. The financial
funds which the municipality opted to spend are intended for different development
project, these are the social development, infrastructure development and administration
development.
Philips (2004) pointed out the ‘quality function deployment’ which focuses on
customer needs and expectations and methodically deploys them through product design,
parts selection, process planning and production planning, leading to shorter design times
and more customer-oriented products. It is demonstrated that the ‘quality function
deployment’ techniques can also improve the procedures that are used to formulate
annual policy. Therefore a conceptual procedure is presented to formulate annual policy
based on ‘quality function deployment’ techniques, and a case study is presented in
which it is demonstrated that the ‘quality function deployment’ can function as an
indicator of problems that have to be faced if one wants to improve towards more
customer orientation and better communication, cross functional as well as between
lower and higher management in the policy formulation process.
Pentti (2004), the survey they conducted charted the use of the balanced scorecard
indicators in measuring the performance of municipal services. The respondents were
elected officials in the local and regional authorities participating in the study. Topics
included the activity and state of the work community, performance measures, visions,
strategies, aims and personnel management.
Relating to the activity and state of work communities in their local or regional
authority, the respondents were asked to give their opinions on co-operation, trust, and
interaction between management, personnel, elected officials, political groups, political
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institutions, and different parties. These features were examined by presenting the
respondents with statements covering the degree of trust and co-operation between these
groups. The respondents gave their opinions on the chances of influencing various
matters related to their jobs and decision making, as well as the degree of support
received from their superiors and co-workers.
The use of performance measures was charted by asking the respondents whether
activities and services were assessed on a regular basis in their work unit, and whether
they received enough feedback based on these assessments. In addition, they gave their
views on what employees thought about the use of the balanced scorecard indicators,
whether employees and elected officials had received enough information on the model,
and whether using it had improved performance measures. Further questions covered
how the information received from the assessments was being used at that time, how it
should be used in the future, whose interests it served at that time, and whose interests it
should serve in the future. Some questions pertained to how performance in political
decision making was measured in local and regional authorities at present, and how it
should be measured in the future.
The importance of visions and strategies was studied at the work unit, sector, and
local/regional authority level. The respondents were asked whether any visions or
strategies existed at each level, how well they knew these visions and strategies, how
much these visions and strategies influenced their work, and whether they had had the
chance to participate in defining the content of these visions and strategies.
One topic explored how well the respondents knew the annual targets of work
units, whether the targets were clear, whether the respondents had had the chance to
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participate in defining the targets, and whether the information received from the
activities had changed the annual targets. Views on personnel strategies or personnel
development plans in local/regional authorities were examined, as well as their influence
on the activities of local/regional authorities. The respondents’ knowledge on personnel
reports used in their local/regional authority was charted. They were also asked whether
these personnel reports influenced political decision making.
The respondents were presented with statements on briefing for new employees,
rewarding employees based on performance measures, defining the objectives, and
assessing whether the objectives have been reached.
Background variables included the respondent's gender, age, industry of
employment; time served in current elected office, total time served in elected offices in a
local/regional authority, and whether respondent is a member of a local/regional council,
government or board.
One of the differentiating factors between Management and Leadership is the
ability or even necessity to inspire. A Leader, one who can instill passion and direction to
an individual or group of individuals, will be using psychology to affect that group either
consciously or unconsciously. Those who seem to be "Natural Leaders" and effectively
inspire groups without really knowing the strategies or tactics used are considered
Charismatic Leaders. The conscious Leader on the other hand applies a variety of
psychological tactics that affect the “reactions” of a group to the environment they exist
in.
Bekkers (2004) often regarded social value orientation as stable individual
differences in other regarding preferences - the concern for equality and joint outcomes -
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affecting the propensity to cooperate in experimental social dilemma situations. Despite
the widespread use of measures of social value orientations in social dilemma
experiments, little is known about their stability, reliability and validity.
The first part of the study examines the longitudinal stability of social value
orientations, showing that the stability coefficient of a linear measure of social value
orientations in a panel survey over 19 months is only .22, correcting for measurement
errors. Second part of the study shows that the degree of altruism displayed in
decomposed games and the classification of respondents in types of social value
orientations depends on the place of the measurement procedure in a questionnaire,
threatening their validity.
Butaran (2007) cited that local government officials without a set of policies and
guidelines will flounder aimlessly in its operation. These policies and guidelines shall
establish the relations between the local government officials and the general public.
They should not be one-sided and oppressive just because local government officials are
in public service.
In the preparation and formulation of these policies and guidelines, it would be a
wise and practical move on the part of the local government officials to make a careful
study of local condition, make comparison with other local government unit and be in
consultation with the standard operating procedure.
Conceptual Framework
This study concentrates on the family and management related factors of the
elected local public officials of Olongapo City.
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IV DV
I. Personal Related Factors:
Educational qualification
Gender
Age
Civil Status
Working experience
Salary
Values Orientation
Religion
in terms of:
II. Family Related Factors: Political
Family ties Economic

Family status
Social
Parental authority
Family Responsibility
III. Management Related

Factors:
Policy formulation
Policy implementation
Decision Making
Leadership Style
Figure 1. Paradigm of the Study
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It also set its restriction through the use of independent variable and dependent
variable model. Independent variables include the personal, family and management
related factors.
The personal related factors are the educational qualification, age, civil status,
gender, work experience in the government, salary and religion. The family related
factors are the family ties, family status, parental authority and family responsibility. The
management related factors are the policy formulation, policy implementation, decision
making and leadership style. While dependent variables concern on the values orientation
of the elected local public officials on politics, economic and social.
Null Hypothesis
There is no relationship between person, family and management related factors
on the level of values orientation of the city local government officials.
Definition of Terms
To assist in more appreciation of this study, the following terms have been
operationally and/or conceptually defined.
Decision Making. In simple terms, is regarded as an individual human activity
focused on particular matters like attending a university or not, which is largely
independent of other kinds of choice similar to buying a house, selecting a meal from a
menu. In more formal terms, decision making can be regarded as an outcome of mental
processes or cognitive process leading to the selection of a course of action among
several alternatives. On the elected local government side, it is regarded as an act of
settlement in every disagreement over a reviewed or endorsed policy which needs to
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reach a level of acceptance on both sides. Every decision making process produces a final
choice. The output can be an action or an opinion.
Economic Values. Ronquillo et al (2002) defined economic value as objects
possessing values. Such a value is generally determined via an exchange rate, that is,
what somebody is willing to exchange for the object in question. Monetary systems are
based on this material-value property or objects. An object may be more or less valuable
to one individual than to others because of its relation to his or her need. The final
determination of the values of an object is done in terms of its exchangeability.
Family. Busto (2003) gave two definition of family, as an institution it refers to as
a basic social unit which public policy cherishes and protects; as a family home it refers
to as the dwelling house where a person and his family reside, and the land on which it is
situated.
These are people or group of people living together and functioning as a single
household, usually consisting of parents and their children. A group of people who are
closely related by birth, marriage, or adoption. Also, denotes a domestic group of people,
or a number of domestic groups linked through descent from a common ancestor,
marriage or adoption. A family may be defined specifically as a group of people affiliated
by consanguinity, affinity, and co-residence. Although the concept of consanguinity
originally referred to relations by blood, many anthropologists argue that the notion of
"blood" must be understood metaphorically; some argue that there are many non-Western
societies where family is understood through other concepts rather than "blood." In this
study, it shall delve on the concept of family ties, family status, family responsibility and
parental authority of local government officials of Olongapo City.
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Family Responsibility. In the civil code of the Philippines it is indirectly referred
to as support. Busto (2003) cited the Title IX, article 290 of the Republic Act 386, which
states that: support is everything that is indispensable for sustenance, dwelling, clothing
and medical attendance, according to the social position of the family. Support also
includes the education of the person entitled to be supported until he completes his
education or training for some profession, trade or vocation, even beyond the age of
majority.
Leadership. Someone able to inspire another associate with a dream into reality.
One who can instill passion and direction to an individual or group of individuals. It is a
product of awareness and command of the reactions and influences of a group on the
individual as well as the individual on the group. Leadership can have a formal aspect or
an informal one.
Local Government Official. Bitancor (2000) referred the local government
official as the elective or appointive governing body of the local government unit in
performing different functions within its territory, such as substantial control over local
affairs, including the power to impose tax. In this study, local government officials are
the mayor, vice mayor and city councilors of Olongapo City.
Management. According to Azanza (2001), this conveys to administration of
business; the organizing and controlling of the affairs of a business or a particular sector
of a business or of public entity. Management comprises directing and controlling a
group of one or more people or entities for the purpose of coordinating and harmonizing
them towards accomplishing a goal. Management often encompasses the deployment and
manipulation of human resources, financial resources, technological resources, and
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natural resources. Management can also refer to the person or people who perform the
act(s) of management. In this study, management related factors consists of policy
formulation, policy implementation, decision making and leadership style of the local
government officials of Olongapo City.
Parental Authority. Busto (2003) cited Republic Act 386, to which it defined
parental authority as function of father and mother jointly exercise parental authority over
their legitimate children who are not emancipated.
Personal Related Factors. Azanza (2001) stated that personality factors are the
determinants that influence the formation of an individual’s personality. They are the
genetic factors and the non-genetic factors. The genetic factors convey the biological
characteristics already determined for the individual in terms of what his parents pass on
to him or her in pro-creation. This is generally referred to as ‘heredity.’ The non-genetic
factors are the ‘environment and training’ which exert influence on the person’s behavior.
The collective behavior of a group is the effect of environment and training through their
parents and the social institutions.
They are factors in this study like: educational qualification, gender, age, civil
status, working experience, salary and religion.
Policy Making. It suggests in having the task of formulating policies, especially
in a government. The drawing up of policies, especially the formulating of political
policies by members of a government. Process of making important organizational
decisions, including the identification of different alternatives such as programs or
spending priorities, and choosing among them on the basis of the impact they will have.
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Policies can be understood as political, management, financial, and administrative
mechanisms arranged to reach explicit goals.
Political Values. Espiritu et al (1999) stated some political values that are present
in Philippine culture, this are: ‘utang na loob,’ this denotes a sense of gratitude,
personalism and euphemism.
Public Administration. An essential tool of government in the performance of
achieving its functions of public service and governance. Leveriza (1990) defines public
administration as a productive partner of politics in bringing the affairs of government to
the people. It is also an effective instrument of the government’s serving the citizen as
well as the vehicle for spurring their participation in the administration of the
government. In this study, public administration referred to quality of management and
leadership as accomplished by the local government officials of Olongapo City.
Social Values. Peralta et al (2002) described social values as values arising from
interpersonal relations. There are two types of social values, namely: (a) prescriptive or
‘Thou shalt’ values and (b) proscriptive or ‘Thou shalt not’ values. The conduct of some
individuals is guided by values related to prosocial values such as honesty, whereas
others are prone to behavior which is primarily antisocial such as dishonesty. Some
parents follow a prescriptive child-rearing practice by constantly rewarding the child for
good behavior and punishing the child for not doing what is appropriate or expected.
Other parents, favoring a proscriptive orientation; tend to punish antisocial behavior and,
conversely, reward the child for not misbehaving.
Values Orientation. Refers to the accepted principles or standards of an
individual or a group. Based on the assumption that individuals pursue different goals
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when making decisions for which the outcomes affect others. It is generally distinguish
between five types of value orientations: first is altruistic: desire to maximize the welfare
of the other; second is cooperative: desire to maximize joint outcomes; third is
individualistic: desire to maximize own welfare with no concern of that of the other;
fourth is competitive: desire to maximize own welfare relative to that of the other; and
fifth is aggressive: desire to minimize the welfare of the other. The main difference
between each category is the extent to which one cares about his or her own payoffs and
that of the other in social dilemma situations. A value is an ambiguous concept that
governs human behavior. A set of values may be placed into the notion of a value
orientation. Values are considered subjective and vary across people and cultures. Types
of values include ethical/moral values, doctrinal/ideological values, social values, and
aesthetic values. It is debated whether some values are innate
Sajonia (1998) defines values orientation as basic convictions that a specific mode
of conduct or end-state of existence is personally or socially preferable to an opposite and
converse mode of conduct or end-state of existence. In this study, values orientation
referred to the values on political, economic and social as practiced by the local
government officials of Olongapo City.
Values Orientation Variables. These are the variables on political, economic
and social values orientation of the local government officials, and the pertinent literature
drawn together by the researcher in relation to the problem under study.
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Notes in Chapter II
Tom Gallagher, “The Value Orientations Method: A Tool to Help Understand

Cultural Differences,” Journal of Extension, volume 39 no. 6.
http//www.tom.gallagher@orst.edu, 2007. Retrieved: 5 August 2007.
Felix A. Nigro and Lloyd G. Nigro, “Modern Public Administration, 7th

edition,” Harper and Row Publishers, New York, 1992.
Patrick Alain Azanza, “Human Behavior and Society,” National Book Store,
Mandaluyong City, 2001.
Amelia P. Varela, “The Culture Perspective in Organization Theory:

Relevance to Philippine Public Administration,” Introduction to Public Administration
in the Philippines: A Reader. NJP Printmakers, Inc. Philippines, 2003.
William Storey, “Effective Supervisory Job,” Oxford University Press, Great

Britain, 1994.
Alicia A. Bustos and Socorro C. Espiritu, “Psychological, Anthropological, and

Sociological Foundations of Education,” Katha Publishing Co, Inc., Quezon City,
1996.
Juan C. Birion, Elmer G. De Jose, Benjamín C. Dayrit and Griselda C. Mapa,

“Thesis and Dissertation Writing Without Anguish,” Mega-Jesta Prints, Inc. and
Mutya Publishing House, Inc., Valenzuela City, 2005.
Lucila L. Salcedo, Ana Maria R. Peralta, Adelaida A. Ronquillo and Ofelia L.

Fontanilla, “Current Issues, 3rd Edition,” Katha Publishing Co., Inc., Quezon City,
2002.
World Health Organization, “Global Strategies for All by Year 2000,” Geneva,
2003.
Ma. Concepcion P. Alfiler and Eleanor E. Nicolas, “Leadership Studies in the

Philippines: A Review of the Literature,” Introduction to Public Administration in the
Philippines: A Reader. NJP Printmakers, Inc. Philippines, 2003.
Felipe Miranda, “Comprehensive Study on Political Leadership,” 2005.
A. Doucet, “Gender Equality and Gender Differences in Household Work

and Parenting,” Faculty of Social and Political Sciences, University of Cambridge, Free
School Lane. http://www.sciencedirect.com/science/journal/02775395, 2002.
Richard S. Sarason, “Microsoft ® Encarta ® Reference Library,” 2003.
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Feliciano R. Fajardo, “Economic Development,” National Book Store,

Lucila L. Salcedo, Ana Maria R. Peralta, Adelaida A. Ronquillo and Socorro C.

Espiritu, “Social Issues,” Katha Publishing Co., Inc., Quezon City, 1999.
Arellano V. Busto, “An Act to Ordain and Institute the Civil Code of the
Philippines, Republic Act 386,” A. V. B. Printing Press, Manila, 2003.
W. Jenkins, “Policy Analysis: A Political and Organizational Perspective,”

http://en.wikipedia.org/wiki/Wikipedia:Policies_and_guidelines.Retrieved:5August 2007.
Edna Estifania A. Co, “Management of Policy Formulation: The Generics Act

of 1998,” Introduction to Public Administration in the Philippines: A Reader. NJP
Jose P. Leveriza, “Public Administration, The Business of Government, 2nd

edition,” National Book Store, Mandaluyong City, 1990.
H. Simon, “Administrative Behavior: A Study of Decision Making Processes

in Administrative Organization, 2001.
Perla E. Legaspi, “The Enabling Role of Local Governments,” Introduction to

Public Administration in the Philippines: A Reader. NJP Printmakers, Inc. Philippines,
2003.
Lily Marlyn Docejo Sajonia, “Job Satisfaction of Secondary School Teachers:

Its Relationship to their Values Orientation,” Faculty of the Graduate School,
University of Iloilo, 1998.
Marcelina Dalde Abella, “Filipino Values Orientation of Selected Rural and

Urban Youth,” Masteral Thesis 303.372 Ab35f, National Library, 2007.
Visminda T. Rojas, “Perceptions of Students and Teachers in Bunawan

Agricultural High School on Values Orientation and Its Impact on Social
Transformation: An Assessment,” Masteral Thesis 373.01107 R638p, 2001.
Sarah Tarala-Moscosa, “Comparative Analysis of Value Orientation of the

Values Orientation Workshop (VOW) Graduates and Non-graduates and Work
Performance in the Department of Social Work and Development,” Masteral Thesis
658.3125 M85c, Polytechnic University of the Philippines, Manila, 2000.
Ma. Catherine T. Benedictos, “The Status of Property of Supply Management

of the Department of Health Hospitals Nationwide,” Masteral Thesis, Bulacan State
University, Bulacan, 2005.
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Teresita F. Trinidad, “Effectiveness of the Skills Workbook in Statistics for

Polytechnic Institution,” Masteral Thesis, 519.5 Tri CHED, 2004.
Arturo A. Butaran, “Effectiveness of the Nursing Services at Subic Bay

Freeport Zone,” Masteral Thesis, Bataan Peninsula State University and St. Joseph
College – Consortium, Olongapo City, 2007.
D. Stimpson, W. Neff, L. C. Jensen and T. Newby, “The Caring Morality and

Gender Differences,” Psychological Reports, 69, 407-414, 2001.
J. P. Hill and M. E. Lynch, “The Intensification of Gender-Related Role

Expectations during Early Adolescence,” Academic Press, New York, 2003.
S. Aslanyan, “Introduction in Gender: History, Culture and Society,”

http://www.crc.ceu.hu/ocrc/syllabi/syll7082/Aslanyan.html. Armenia, 2007.
Gliceria Reyes, “The Relationship of Socio-Economic Variable and Family

Values and the Development of a Coastal Community,” Masteral Thesis, Bulacan
State University, 1999.
Julie Ensign, Avraham Scherman and Jennifer J. Clark, “The Relationship of

Family Structure and Conflict to Levels of Intimacy and Parental Attachment,”
http://findarticles.com. Retrieved: 5 August 2007.
W. L. Nelson, H. M. Hughes, P. Handal, B. Katz and H. R. Searight, ”The

Relationship of Family Structure and Family Conflict to Adjustment in Young
Adult College Students,” Journal of Adolescence, 2007.
S. Booth, D. B. Brinkerhoff and L. K. White, “The Impact of Parental Divorce

on Courtship,” Journal of Marriage and the Family, 46, 85-94, 2004.
P. R. Amato and A. Booth, “Consequences of Parental Divorce and Marital

Unhappiness for Adult Well-Being,” Social Forces, 69, 895-914, 2004.
Ma. Cecilia Sabado, “Factors Related to the Moral Values of Children of

Working and Non-Working Mothers,” Masteral Thesis, Bataan Polytechnic State
College, Balanga, Bataan, 2001.
Lilibeth Santos, “The Effect of Political and Socio-Economic Factors on the

Utilization of the Municipal Development Fund,” Masteral Thesis, Bataan Peninsula
State University, Balanga, Bataan, 2006.
Philips et al. Policy Formulation by Use of Quality Function Deployment

(QFD) Techniques: A Case Study. International Journal of Quality and Reliability
Management, 2004.
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Pentti et al. Performance of Municipal Services 2004: Elected Officials.

University of Kuopio, Department of Social Policy and Social Psychology, Finland,
2004.
R. Bekkers. Stability, Reliability and Validity of Social Value Orientation.

ICS/Department of Sociology, Utrecht University, http://www.R.Bekkers@fss.uu.nl.
Retrieved: 5 August 2007.
Demar G. Bitancor, “Relationship Among Personal and Related Variables,

Motivation and Hygiene Factors, Job Satisfaction and Organizational Effectiveness
in the Local Government Unit of Bulan, Sorsogon,” Masteral Thesis 352.05991’142
B5461, Graduate School Department, Sorsogon State College, Sorsogon, Sorsogon,
2000.
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CHAPTER III
METHODS OF RESEARCH
This chapter presents the methods and techniques of the study used by the
researcher in order to acquire, examine and translate the data needed in this study. It will
also include the population, research instruments, construction and validation of the
questionnaire, data collection, data processing and statistical treatment.
Methods and Techniques of the Study
To come up with necessary facts and figure regarding the values orientation of
local government officials of Olongapo City, the descriptive method of research is used.
Birion (2005) stated that descriptive method is conducted to describe
systematically a situation or area of interest factually and accurately. These include
population census studies, public opinion surveys, fact-finding surveys, status studies,
task analysis studies, questionnaire and interview studies, observation studies, job
description, surveys of literature, documentary analysis, anecdotal records, critical
incident reports, test score analyses and normative data.
This method is suitable in a manner that it entails a survey and description of
presented facts and circumstances of the values orientation of the local government
officials along with the analysis and integration of information.
The study tried to look at the following variables on: profile of the local
government officials – respondents, family related factors, management related factors
and values orientation of local government officials on political, economic and social.
The first part of the questionnaire regarding the profile of the local government
official – respondents contained the following variable in terms of: educational
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qualification, age, civil status, gender, working experience, salary and religion. The
family related factors which are the second part contained the following variables on:
family ties, family status, family responsibility and parental authority.
The management related factors which are the third part contained the following
variables on policy formulation, policy implementation, decision making and leadership
style.
The values orientation of local government officials which are the fourth part
contained the following variables on: political, economic and social.
All facts and information were collected by means of the questionnaire.
Population of the Study
Table 1, illustrates the Distribution of Respondents. The respondents consist of 11
local government officials, 48 administrative staff, and 24 from different sectoral groups,
with a total population of 83.
Table 1
Distribution of Respondents of the Study
Values Orientation of Local Government Officials Population

Local Government Officials 11
Administrative Staff 48
Sectoral Groups 24
Total 83
As shown in the table, the researcher employed the universal population of local
government officials on the city level because a very limited numbers is involved. The
population of administrative staff was determined through sampling techniques. Rivera
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(1996) defined sampling as the process of getting a representative part of the population
being studied; and it is chosen among the 41 departments and 82 sub-departments of the
city hall using the simple random sampling or fishbowl technique. Birion (2005) stated
that the simple random sampling is strong because it is the method in which each element
in the population has an equal, known and non-zero chance of being selected, and it is
bias free. Also the population from the sectoral groups was chosen using the fishbowl
technique among the 40 identified sectors present in Olongapo City, the selected groups
came from vendors, non-governmental organization, transportation, banking, people with
disabilities, labor, church, lawyers, medical practitioner, education, youth and business.
Research Instruments
The Questionnaire. The survey-questionnaire was used in the data gathering of
this study. It consists of four (4) parts. Part I consist of the profile of local government
officials which include: educational qualification, age, civil status, gender, working
experience, salary, and religion.
Part II includes the family related factors such as family ties, family status, family
responsibilities and parental authority. Part III contains the management related factors
on policy formulation, policy implementation, decision making and leadership style. Part
IV contains the values orientation of local government officials on political, economic
and social. The questionnaire was presented for validation to the adviser and panel of
critic as well as for corrections, improvements and suggestions.
The following scales were used to qualify the responses of the values orientation
of local government officials.
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Scale Equivalent Description
A Always - The event/item happens all the time or 100% of the time
VO Very Often - The event/item happens most of the time or 99%-67% of
the time
O Often - The event/item happens every now and then or 66%-32%
of the time
S Seldom - The event/item happens rarely or 31%-1% of the time
N Never - The event/item never happens or 0% of the time
Construction and Validation of Instrument. The researcher collected all the
essential reading resources in order to improve the questionnaires. These comprise of
books in public administration, human behavior, current issues, social issues,
psychological, anthropological, and sociological foundations of education, etc., theses,
dissertations, journals, magazines, newspapers and featured articles, electronic data and
internet. The researcher also interviewed some individuals who practice public
administration and local government officials. From these various sources, the researcher
was able to develop the initial draft of the questionnaires.
The final draft was submitted for dry-run to some local government officials of
Subic, Zambales. The dummy-respondents were asked to comment on all the items in the
questionnaire, if they find it interesting and significant in the study, and for revision.
After clearly commenting and checking, the questionnaire was reproduced and
distributed to the respondents.
Data Gathering Procedure. Following the authorization of concerned authorities
from the Dean of Graduate Studies of Bataan Peninsula State University and Dean of St.
Joseph Graduate Studies to administer the instruments, the researcher furnished a letter of
permission to the Office of the City Mayor of Olongapo, upon acceptance and receiving
endorsement it was coursed to the city councilors during their regular session; also, the
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administrative staff and sectoral groups was given questionnaire, when necessary it is
conducted individually or in groups depending on the convenient time of the participants.
The researcher was responsible in furnishing the respondents questionnaire with the
assistance of an individual from city hall who engender coordination to all secretaries or
staff to facilitate dependable distribution and retrieval of the questionnaires.
Data Processing and Statistical Treatment
Collected data was organized and undergo statistical treatment to respond the
detailed problem mentioned in the study. It employed the frequency, percentage, mean
and Pearson product-moment correlation.
The computation and bases of analysis of the personal related factors were
described by using frequency, percentage and average weighted mean. The family related
factor, management related factor and values orientation of the local government officials
were assessed using the average weighted mean and Pearson product-moment
correlation.
The frequency distribution is a statistical device that effectively classified and
assembles individual data items in order to gain comprehensive messages about the
pattern of variation in the data.
The average weighted mean is important as it represent a set of number by means
of a single number, which is to operate descriptive of the entire set.
Birion (2005) on product-moment correlation categorized relationship by an index
which he called the coefficient of correlation. High correlation is not an indication of
cause and effect relationship. If there is a high correlation between two variables, this
does not imply one variable is the cause of the other and the other is an effect. You
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cannot extrapolate causation. When deciding to correlate a number of variables, we call
this activity multiple correlations.
Rivera (1996) defined correlation may be either positive or negative. It is positive
when the items or cases or subjects who got low in one variable also got low in the other
variable and those who got high in one variable are also those who got high in the other
variable. If it is the reverse, the correlation is negative, that is, those who got high in one
factor are the ones who got low in the other factor and those who got low in one factor
got high in the other factor.
Fraenkel and Wallen (2006) articulated the same thought on partial correlation, it
isolates the specific effect of a particular independent variable controlling for the effects
of other independent variables. The relationship between pairs of variables while
recognizing the relationship with other variables. Multiple correlations combined the
effect of all the variables acting on the dependent variable.
Pearson correlation is used when there are two sets of scores and would like to
find if the two sets are correlated. The correlation is called co-variation because analysis
is concentrated mainly on how the two determine the relationship between two variables
with interval type of data.
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Notes in Chapter III
Juan C. Birion, Elmer G. De Jose, Benjamín C. Dayrit and Griselda C. Mapa,

“Thesis and Dissertation Writing Without Anguish,” Mega-Jesta Prints, Inc. and
Mutya Publishing House, Inc., Valenzuela City, 2005.
Maximiano M. Rivera, Jr. and Roela Victoria Rivera, “Practical Guide to Thesis
and Dissertation Writing,” Katha Publishing, Inc., Quezon City, 1996.
Jack R. Fraenkel and Norman Wallen, “Educational Research: A Guide to the

Process,” Lawrence Erlbaum Associates, 2006.
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CHAPTER IV
PRESENTATION, ANALYSIS AND INTERPRETATION OF DATA
This chapter presents the main results from the data gathered regarding the values
orientation of the local government officials. This also includes the analysis and
interpretation of data based on the problem cited in Chapter 1 of this study.
On LGU Personal Profile
Table 2 shows the Frequency and Percentage Distribution of Respondents
According to Educational Attainment. None of the respondents was a doctoral degree
holder, but two (2) or 18% respondents were full-fledged master’s degree holders with
doctoral units. Three (3) or 27% respondents had completed masteral courses. Four (4) or
37% respondents were college degree holders while one (1) or 9% respondent was
college undergraduate. Lastly, one (1) or 9% respondent was a doctor of medicine
graduate.
Table 2
Frequency and Percentage Distribution of Respondents

According to Educational Attainment
Educational Attainment Frequency Percentage

Doctoral Degree 0 0
MS/MA with Doctoral Units 2 18
MS/MA Units 3 27
Baccalaureate Degree 4 37
College Undergraduate 1 9
Others: Doctor of Medicine 1 9
Total 11 100
Noticeably, the respondents had at least college education except for one who was
an undergraduate. This means that generally, the respondents are qualified to assume
posts in the government service to undertake assigned designation based on job
description.
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According to Age. One (1) or 9% respondent was between 18-27 years old while four (4)
or 36 % respondents had age between 28-37 years old. Four (4) or 36 % respondents
belonged to ages between 38-47 years.
Table 3

According to Age
Age Frequency Percentage

18-27 years 1 9
28-37 years 4 36
38-47 years 4 36
48-57 years 0 0
58-67 years 2 19
68 years and above 0 0
Total 11 100
Two (2) or 19 % respondents belonged to ages 58-67 years old. Evidently, the
respondents had not reached the age 50. Meaning, they are assumed to have that energy
and sense of direction in terms of doing their jobs. It is good that only two (2) of them are
between 58-67 years old, but this is not to say that they are no longer capable. In fact, at
their age, they are still entrusted to assume government post to serve the clients.
According to Civil Status.
Table 4

According to Civil Status
Civil Status Frequency Percentage

Single 2 18
Married 9 82
Widow/Widower 0 0
Separated/Annulled/Divorced 0 0
Total 11 100
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Two (2) or 18% respondents were single while nine (9) or 82% respondents were
married. None of them was a widow or separated. Most of the respondents have family
responsibilities. The singles could have familial concerns but they were not disclosed in
any of the unstructured interviews with them.
According to Gender. There were seven (7) or 64% male-respondents while there were
four (4) or 36% female-respondents.
Table 5

According to Gender
Gender Frequency Percentage

Male 7 64
Female 4 36
Total 11 100
The respondents assumed government posts regardless of gender. This means that
since there was a presence of both sexes in the workplace, there is an equal opportunity
for job placement based on qualifications.
According to Working Experience.
Three (3) or 27 % respondents had worked for the 1st term without previous
government post while four (4) or 37 % respondents served for the 1st terms also with
previous government post. Three (3) or 27 % respondents had worked for 2nd term.
Lastly, one (1) or 9% respondent worked for his 3rd and last term. The data shows that the
respondents work on the basis of term of office as city councilors. Only one (1) had its
last term.
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Table 6

According to Working Experience
Working Experience
1st term w/o previous gov’t post 3 27
1st term w/ previous gov’t post 4 37
2nd term 3 27
3rd/last term 1 9
Total 11 100
According to Salary. One hundred percent (100%) of the respondents received a salary
between 20,100-30,000. Generally, this means that the respondents had standard
salary grade as mandated by salary standardization law and as prescribed by the
code of government service. It could be gleaned here the socio-economic status of the
respondents and the lifestyle they could afford to have, given the amount of salary they
receive.
Table 7

According to Salary
Salary Frequency Percentage

1,000-10,000 0 0
10,000-20,000 0 0
20,100-30,000 11 100
30,100-40,00 0 0
40,100-50,000 0 0
50,100-60,100 0 0
According to Religion. Seven (7) or 64 % respondents were catholic while four (4) or 36
% respondents had not revealed their religion. They however clarified that they preferred
not to disclose the identity of their religion for confidentiality sake.
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Table 8

According to Religion
Religion Frequency Percentage

Roman catholic 7 64
Protestant 0 0
Aglipayan 0 0
Iglesia Ni Kristo 0 0
Muslim 0 0
Others: Not Revealed 4 36
Total 11 100
On Family Related Factors
Table 9 shows the Mean Perceptions and Descriptive Rating on Respondents’
Family Related Factors in Terms of Family Ties.
Item 7 had the highest man of 4.97 or ‘Always’ from the LGU and staff and 3.23
or ‘Often’ from the sectoral group. This means that both respondents believed that the
local officials have the habit of introducing their family members to their co-workers.
This familiarizes the family members and establishes association with co-workers. This
also signifies a strong sense of family on the part of the LGU respondents.
Item 3 had the lowest mean of 4.58 or ‘Always’ from the LGU respondents. This
may be the lowest mean but this also speaks of the LGU respondents’ sense of family
extended to their relatives. The mere fact that they accept relatives to stay in their house
means that they have a sense of compassion and the virtue of charity and generosity with
the extended family.
This is a value that Filipinos are known for. This is seemingly embedded in the
culture of Filipinos and even a highly urbanized city like Olongapo City, there seems to
be a tradition to allow relatives to stay home for some time.
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Table 9
Mean Perceptions and Descriptive Rating on

Respondents’ Family Related Factors
in Terms of Family Ties
FAMILY RELATED FACTORS LGU & Staff Sectors

Descriptive Descriptive
Family Ties Mean Rating Mean Rating
1. Celebrates anniversaries/birthdays. 4.78 Always 2.75 Often

2. Prays together. 4.80 Always 2.75 Often
3. Accepts extended family to live at no definite
time. 4.58 Always 2.75 Often
4. Attends religious affair together. 4.86 Always 2.73 Often
5. Offers generous time for family leisure. 4.88 Always 2.67 Often
6. Demonstrates humor and happiness. 4.78 Always 2.75 Often

7. Introduces family members to co-workers.
4.97 Always 3.23 Often
8. Motivates siblings to become closer to
grandparents and other relatives. 2.92
4.93 Always Often
9. Tolerates closeness of children to their
‘barkada.’ 4.59 Always 3.13 Often
10. Manifests the helpfulness of family in every 2.54
plan. 4.86 Always Seldom
Average Weighted Mean 4.80 Always 2.82 Often
On one hand, Item 10 had the lowest mean of 2.54 or ‘Seldom’ from the sectors.
Seemingly, the family members are hands-off in the planning activities of the LGU
officials. This is due to the fact that political decisions are exclusive concern of the local
officials. The family members stay at the background so as not to influence the decision
of the respondents.
Overall, the average mean was 4.80 or ‘Always’ from the respondents and 2.82 or
‘Often’ from the sectors. It could be said that the LGU and staff had shown a sense of
family ties since this was also observed by the sectors. The manifestation of familial
affiliation was strong enough to be perceived by the sectors and the LGU and staff
themselves.
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Table 10 shows the On Family Status Mean Perceptions and Descriptive
Rating on Respondents’ Family Related Factors in Terms of Family Status.
Item 7 had the highest mean of 4.95 or ‘Always’ from the LGU staff. The
respondents prove that they have high regards for the sacrament of marriage. That is
obvious since most of them are married and are rearing up children. On one hand, Item 8
had the lowest mean of 3.42 or ‘Very Often’.
Table 10

in Terms of Family Status

Family Status Mean Rating Mean Rating
1. Regards father should work abroad. 4.46 Always 3.46 Very Often
2. Accepts in-laws to raise siblings. 4.02 Very Often 3.25 Often
3. Deems the absence of mother for work is good.
4.34 Always 3.50 Very Often
4. Supposes siblings be raised in intact unmarried
parent. 3.80 Very Often 2.88 Often
5. Considers step-parent could bring-up step-
children. 3.66 Very Often 2.75 Often
6. Nurtures by distant relative as parent were
divorce. 3.54 Very Often 2.79 Often
7. Regards marriage as bond of love. 4.95 Always 3.46 Very Often
8. Believes at divorce as way for irreconcilable
couple. 3.42 Very Often 3.50 Very Often
9. Allows relative to care for siblings since parent
were working remotely/abroad.
10. Recognizes oneself be cared for by adopted
family. 4.10 Very Often 3.33 Often
Average Weighted Mean 4.05 Very Often 3.22 Often
Divorce is their last resort if ever a couple can no longer reconcile differences.
They explained in one of the casual interview that the couple should have exhausted all
options like counseling and therapy. They added that divorce should come as an ultimate
solution, but in betweens, efforts to settle or patch up marital predicaments must be taken
into consideration.
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On the other hand, Items 3 and 8 had the highest mean of 3.50 or “Very Often’
from the sectors. This only means that they have reasons to believe that the LGU staff has
an inkling and predilection for divorce to finally settle stormy or problem-stricken
marriages; likewise, they manifest the idea that mothers should stay home to care for the
family rather than come to office for work. Item 5 had the lowest mean of 2.75 or ‘Often.
This is about step parents who are capable of rearing up step children. They have a
positive notion that the LGU staff would recommend parental responsibility of step
parents to their step children. They explained that it is better for the children to have an
adult companion at home and in whatever activities they are involved in so that parental
guidance and supervision is ensured. They said that it is important that children are given
attention and supervision to undertake their tasks at home, in school and in the
community regardless of the differences in blood relation or affiliation.
Overall, the average mean was 4.05 or ‘Very Often’ from the LGU staff and 3.22
or ‘Often’ from the sectors. It is important that both groups of respondents see the value
of the family status of their leaders. Meaning, their perspectives and concepts of ideal
family life are observed and manifested in their interaction with people in the workplace.
These perceptions are valuable in terms of their identity and image as leaders in the
community.
Table 11 shows the Mean Perceptions and Descriptive Rating on
Respondents’ Family Related Factors in Terms of Family Responsibility.
Item 4 had the highest mean of 4.97 or ‘Always’ from the LGU staff. This speaks
of the priority and preference of the respondents on education. They contend that sending
the children to school means preparing them for the future. This is also equipping the
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children with basic knowledge for further education. The respondents said that it is
important that their children have education. Like them, they want their children to
achieve significant in the future. Items 3, 5, 7 and 8 had the lowest mean of 4.86 or
‘Always’. Generally, the respondents see themselves to be helpful to their relatives
especially in time of need; they give importance to health.
Table 11

in Terms of Family Responsibility

Family Responsibility Mean Rating Mean Rating
1. Provides whatever needs & wants of family.
2. Arranges household chore distribution. 4.92 Always 3.00 Often
3. Endows assistance to relatives in time of 2.67
needs. 4.86 Always Often
4. Sends siblings to school until college. 4.97 Always 3.50 Very Often
5. Prioritizes health needs. 4.86 Always 3.13 Often
6. Considers family above everything. 4.92 Always 3.17 Often
7. Offers monetary help to married siblings. 4.86 Always 3.38 Often
8. Presents unsolicited advice. 4.86 Always 2.96 Often
9. Assumes responsibility to influence family
in their collective decisions. 4.92 Always 3.38 Often
10. Regards savings as reward for future use.
4.88 Always 3.42 Very Often
They would offer money for ‘Often’. Divorce is their last resort if ever to their
married siblings; and, give advice even if the other party does not ask for it. They
explained that they offer unsolicited advice because they feel oblige in supporting the
family members.
On the other hand, Item 5 had the highest mean of 3.50 or ‘Very Often’ from the
sectors. Apparently, this item was also the highest mean from the LGU staff. This means
that there was this general impression that the LGU staff were into prioritizing education
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and schooling. Item 3 had the lowest mean of 2.67 or ‘Often’. The sectors believed that
the LGU officials were helpful enough to provide relatives in need. Thy said that if they
could do it to their relatives, it only shows that they are also capable of demonstrating
same gesture to their constituents.
Overall, the average mean was 4.89 or ‘Always’ from the LGU and 3.17 or
‘Often’ from the sectors. Again, in terms of family responsibilities, both respondents
perceived the LGU officials to be oriented and focused on their duties and functions as
member of the family. This sense of responsibility signifies a sense of duty and effective
delineation of their real roles in the family.
Table 12 shows the Mean Perceptions and Descriptive Rating on
Respondents’ Family Related Factors in Terms of Parental Authority. Item 9 had the
highest mean of 4.97 or ‘Always’ from the LGU. The respondents explained that children
and other family members must be guided to be God-fearing and obedient to the moral
and spiritual standards of the community. Meaning, they expect that each member of the
family gives reverence to God on Sundays or in ay special occasion for religious
activities.
Item 1 had the lowest mean of 4.19 or ‘Very Often’. This could be the lowest but
this suggests that the respondents had the tendency to believe that they are superior or
better than the other family members. They explained that they do not deliberately project
such image. They said that it goes with the kind of job they have where strong leadership
is required.
On the other hand, Item 9 had the highest mean of 3.83 or ‘Often’ from the
sectors. Evidently, this is the same with the LGU. This confirms the contention of the
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local officials that they are into constant guidance with their children regarding their
obligation to God.
Item 5 had the lowest mean of 3.33 or ‘Often’. This signifies the authority of the
LGU in doing and observing what has been agreed on in terms of house rules, family
activities and the like.
Table 12

in Terms of Parental Authority

Parental Authority Mean Rating Mean Rating
1. Thinks always superior in the family. 4.19 Very Often 3.42 Very Often
2. Commands should be carried away at all
time. 4.80 Always 3.79 Very Often
3. Punishes who do wrong. 4.69 Always 3.67 Very Often
4. Rewards who do good. 4.76 Always 3.79 Very Often
5. Follows what had been agreed. 4.83 Always 3.33 Often
6. Ensues siblings in strict selection of circle of
friends. 4.90 Always 3.46 Very Often
7. Monitors studies and activities. 4.83 Always 3.67 Very Often
8. Persuades everyone to practice diplomacy
with others. 4.86 Always 3.63 Very Often
9. Reiterates constant reminder to children’s
obligation to God. 4.97 Always 3.83 Very Often
10. Encourages sibling to open up for any
problem encountered. 4.90 Always 3.54 Very Often
Average Weighted Mean 4.77 Always 3.61 Very Often
Overall, the average mean was 4.77 or ‘Always’ from the LGU and 3.61 or ‘Very
Often’ from the sector. This means that in terms of parental authority the LGU had
always exude the strong personality in terms of decision making and in giving a sense of
direction to their families.
This attests to the fact that they too are leaders in the community. Meaning, they
could use parental authority in leading their constituents. The firm decisions they make
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while they compromise on one end could be a potent standard for leadership and
authority in general.
On Management-Related Factors
Table 13 shows Mean Perceptions and Descriptive Rating on Respondents’
Management-Related Factors in Terms of Policy Formulation. Item 7 had the highest
mean of 5.00 or ‘Always’ from the LGU and staff. This speaks of the value of accurate
and verified information that the respondents acquire. The respondents explained that an
accurate data would be crucial in determining issues and needs that they need to decide
upon. Without accuracy, there is a danger of planning the wrong programs and activities
for the community, or it is possible that they are responding to information that is short of
veracity and authenticity. If those happen, then the decisions and programs will be futile
for the people.
Item 5 had the lowest mean of 3.95 or ‘very Often’. The respondents said that
they needed some ideas and assistance from foreign experts in order to better plan
programs and projects. The models, they said would give them time to analyze their
expediency and feasibility in the local community. They added that these are ideas that
have to be studied and should not be immediately adopted; lest, the development models
may not work effectively and productively in the city.
On one hand, Item 4 had the highest mean of 3.63 or ‘Very Often’ from the sector
group. This is somehow similar to the LGU and staff group on accuracy of data because
the item was on the identification of sources of information. This process requires
accuracy too. In other words, the sectors believed that it is the attitude of the leaders and
staff to verify the credibility of the source of information. Credibility and authority in
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areas requiring expertise is important so that the leaders won’ be misled by wrong
information. The sectors contend that this is a positive attitude on the part of their local
leaders. This ensures them that the people are given truthful and accurate data for
programs, policies and projects.
Table 13

Respondents’ Management-Related Factors
in Terms of Policy Formulation
MANAGEMENT RELATED LGU & Staff Sectors

FACTORS
Policy Formulation Mean Rating Mean Rating
1. Utilizes the process of analysis and its
various consequences. 4.90 Always 3.25 Often
2. Conducts hearing. 4.93 Always 3.42 Very Often
3. Gathers information directly to the
concerned party. 4.88 Always 3.38 Often
4. Identifies each sources of information. 4.85 Always 3.63 Very Often
5. Depends on foreign experts and
development models. 3.95 Very Often 3.38 Often
6. Collects result of interview and survey. 4.92 Always 3.21 Often
7. Verifies the accuracy of the data. 5.00 Always 3.30 Very Often
8. Hires professional as consultant and
researcher. 4.36 Always 3.13 Often
9. Edits content of the policy. 4.95 Always 3.29 Often
10. Considers influence of lobbying groups
and aid agencies. 4.34 Always 3.21 Often
Item 8 had the lowest mean of 3.13 or ‘Often’. Again, the sectors saw the
confidence of the LGU and staff on the ideas and insights of other experts as indicated in
Item 5. Item 8 suggests that the leaders have been seeking professional opinion to come
up with good projects, programs and policies that are meant to serve better the people.
Overall, the average mean was 4.71 or ‘Always’ from the LGU and staff and 3.32
or ‘Often’ from the sectors. This only shows the competence of the leaders when it comes
to policy formulation. This means that the leaders understood the purpose of formulating
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policies. Generally, they said, the policies are meant to better the life of the people. The
policies are sometimes used to protect the people from harm like the children and women
from violence and abuse; or the homeless from being evicted in the squatter’s area, and
so on. In other words, the leaders have a broad idea as to the criteria or factor that hev to
be considered in the formulation of policies.
Management-Related Factors in Terms of Policy Implementation. Items 8 and 10 had
the highest mean of 5.00 or ‘Always’ from the LGU and staff. The respondents believed
that in order for a policy to work effectively in the community is to explain the benefits
therein and its effect to the people’s lives. For instance, an ordinance on non-smoking,
jaywalking and environment-related programs could well be implemented if the effects
and benefits are rundown for clarity.
In this way, the people will follow and observe the said policy. On one hand, to
ensure full implementation of the policy, coordination with sub-units and related
departments shall be utilized and mobilized for faster results. In this way, the policy gets
attention and is properly employed.
Items 2 and 6 had the lowest mean of 4.75 or ‘Always’. This suggests that the LGU and
staff are into serious business in terms of implementing the policy, but still take into
consideration the financial requirement that is mandatory in the implementation of the
policy.
On one hand, Item 2 had the highest mean of 3.38 or ‘Often’ from the sectors.
The sectors had the perception that their leaders are generally prone to exhausting all
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possible options to execute the policy they formulated. This is to mean that the sense of
urgency and stern belief on the positive outcome of the said policy always emerges.
Table 14

in Terms of Policy Implementation

FACTORS
Policy Implementation Mean Rating Mean Rating
1. Observes the policy at highly strict
compliance. 4.95 Always 3.17 Often
2. Implements at all cost. 4.75 Always 3.38 Often
3. Disseminates to all concerned. 4.93 Always 3.33 Often
4. Regards opposition to implementation a 3.33
form of democracy. 4.81 Always Often
5. Evaluates the effect of policy. 4.88 Always 3.29 Often
6. Relies to the financial grant of other 3.13
group for implementation. 4.75 Always Often
7. Informs departments on procedures that 3.33
will be affected. 4.90 Always Often
8. Projects the policy as lead role in 3.17
propelling progress. 5.00 Always Often
9. Forges memorandum of agreement with 3.33
receiving party of policy. 4.88 Always Often
10. Creates inter-agency/department 3.21
coordination for implementation. 5.00 Always Often
Item 6 had the lowest mean of 3.13 or ‘Often’. Similarly, the sectors agreed with
the LGU and staff on the value of funding to realize the policy that has to be
implemented. It is a common knowledge that policy implementation or in launching other
projects for that matter, money always is a requisite to get some results. The money shall
be used from paperwork to information dissemination campaigns, from networking to
mobilization activities. Without funds, the policy stays in black and white, so to speak.
or ‘Often’ from the sectors. This only shows the knowledge of the leaders regarding the
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discharge and execution of policies. Meaning, all aspects on dissemination, funding,
professional consultation and networking were included as part of the plan in realizing
the formulated policy.
Management-Related Factors in Terms of Decision Making. Item 5 had the highest
mean of 5.00 or ‘Always’ from the LGU and staff. The respondents are confident that
their decisions whenever they make them are effective in the light of providing better
options for their constituents. This only means that they recognize the value of their
leadership as an influential factor in making decisions. Meaning, the kind of leadership
they have in the light of making decision is crucial in giving directions to the people they
govern.
Item 10 had the lowest mean of 2.41 or ‘Seldom’. This confirms the decisiveness
of the leaders. It only means that in making decisions they are able to consider all factors
that can affect whatever decisions they come up with. Having the perspectives of the
issues and concerns they are confronted with, it becomes easier for them to take
immediate actions and respond quickly to the urgent need.
On the other hand item 1 had the highest mean of 3.46 or ‘Very Often’ from the
sectors. This means that the group finds their leaders to be diplomatic and comprising
because they follow the consensus of the party mates. This goes to show that decisions
made by them are not meant to argue with other people but see the point of view of other
parties. In this way, decisions are made objectively without looking at the personalities,
instead issues or the agenda is given focus and attention. When issues are analyzed rather
than the proponent of the decisions, it is easier to objectively analyze the pros and cons of
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the decision. The decision becomes solid and stable as it will benefit the constituents.
Item 3 had the lowest mean of 3.99 or ‘Often’. Political as it may be, decisions
made by the leaders needed spiritual guidance too. The leaders are often found to be
considerate of the fact that more than the political will, there is a need for enlightenment
from the divine authority or Supreme Being.
Table 15

in Terms of Decision Making

FACTORS
Decision Making Mean Rating Mean Rating
1. Settles with the concurrence of party
mates. 4.41 Always 3.46 Very Often
2. Decides on the basis of own belief and 3.25
not what party mate say. 4.31 Always Often
3. Consults divine intervention. 4.93 Always 3.00 Often
4. Seeks other’s opinion before deciding. 4.66 Always 3.33 Often
5. Believes in effectiveness of own
decision. 5.00 Always 3.42 Very Often
6. Makes a long judgment for a major 3.25
decision. 3.97 Very Often Often
7. Determines the outcome through ‘bahala 3.42
na’ attitude. 2.59 Often Very Often
8. Delegates minor decision to subordinate.
3.54 Very Often 3.33 Often
9. Acts according to what survey says. 2.75 Often 3.29 Often
10. Finds hard time in decision making. 2.41 Seldom 3.25 Often
Average Weighted Mean 3.86 Very Often 3.3 Often
Overall, the average mean was 3.86 or ‘Very Often’ from the LGU and staff and
3.3 or ‘Often’ from the sectors. The results suggest that the LGU and staff have the
ability to consider aspects of decision-making to better serve their constituents. This also
signals the leadership skills of the LGU and staff because decision making requires stable
and strong leadership qualities in order to weigh information on hand prior to final stage
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of decision making.
Management-Related Factors in Terms of Leadership Style. Item 1 had a mean of
4.97 or ‘Always’ from the LGU and staff. The respondents believed that they are capable
of putting up strategies and techniques to implement their policies, programs and projects
as part of their management job. They said that it is important to be able to device
approaches for better delivery of management because people need to know the programs
they are involved with and from them benefit in a lot of ways, be it economically or
socially.
Table 16

in Terms of Leadership Style

FACTORS
Leadership Style Mean Rating Mean Rating
1. Devices approach for better delivery of
management. 4.97 Always 3.33 Often
2. Opens for challenges. 4.34 Always 3.46 Very Often
3. Points out order in a strict manner. 4.64 Always 3.25 Often
4. Shares decisions with co-workers. 4.71 Always 3.25 Often
5. Recognizes the talents of others. 4.71 Always 3.38 Often
6. Creates network among other
departments. 4.61 Always 3.17 Often
7. Channels coordination accordingly. 4.78 Always 3.33 Often
8. Distributes resources in order of
priorities. 4.47 Always 3.25 Often
9. Sets agenda/plan and accomplishment.
10. Dispenses responsibilities and roles. 4.59 Always 3.29 Often
Item 2 had the lowest mean of 4.34 or ‘Always’. The respondents deem it
important also to be always prepared to any kind of challenge so that they will be able to
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respond with haste. Being open to challenges, for them, means that they are prepared for
whatever issues or problems they may encounter while they assume their post.
The political environment, they said in an interview, is intense in term of the
many political issues and concerns. As such, they need to strengthen their ability to adapt
to the challenges.
On one hand, Item 2 had the highest mean of 3.46 or ‘Very Often’ from the
sectors. Notice that this Item is the lowest mean from the LGU and staff. But then again,
the descriptive rating still suggests that the sectors see their leaders to be open for
challenges. This means that the sectors found their leaders to be prepared and alert for
whatever challenges that comes their way.
Item 6 had the lowest mean of 3.17 or ‘Often’. Again, the sectors believed that
their leaders have the initiative to establish networks with other departments. This means
that the affiliations created with other departments mean faster access to their policies,
programs and projects. People will definitely benefit from their projects because other
departments are mobilized to accommodate related tasks and serve the people.
or ‘Often from the sectors. This only means that the respondents have good leadership
style as indicated by the descriptive ratings that surpassed seldom or never. The
impression from both the groups of respondents was positive. The value of leadership
was enhanced by the processes undertaken by the LGU and staff.
On Values Orientation
Values Orientation in Terms of Political. Item 4 had the highest mean of 4.95 or
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‘Always’ from the LGU and staff. This clearly signifies that the leaders have no intention
of abusing their powers; instead, they use their offices to serve the people. This means
that the value of service and commitment to work is heightened by the contention of the
leaders that they must be able to serve the people in order to give back the trust they gave
during election period plus the vote of confidence they gave to their staff.
Table 17

Respondents’ Values Orientation
in Terms of Political
Values Orientation LGU & Staff Sectors

Political Mean Rating Mean Rating
1. Conforms to any policy. 4.86 Always 3.13 Often
2. Projects independence of mind. 4.93 Always 3.25 Often
3. Practices active involvement with people
and causes. 4.92 Always 3.17 Often
4. Uses power of office to facilitate service
and policy. 4.95 Always 3.17 Often
5. Supports people’s agenda belong to
same political clinging. 4.81 Always 3.25 Often
6. Ponders political patronage as support
and trust. 4.69 Always 3.13 Often
7. Employs relatives as office staff and/or
personnel. 2.15 Seldom 3.71 Often
8. Deems popularity as a way of winning
public office. 2.54 Seldom 3.54 Very Often
9. Accepts principle that public office is a
public trust. 4.83 Always 3.38 Very Often
10. Considers present bureaucracy
facilitates good governance. 4.92 Always 3.21 Often
Item 7 had the lowest mean of 2.25 or ‘Seldom’. The respondents contend that
they seldom employ relatives as office staff. However, this item had the highest mean
from the sectors with 3.71 or ‘Often’ rating. There is a contradiction on the perceptions
between the LGU and the sectoral group. Seemingly, there is a need to clarify if the
current office staffs are relatives by affinity or consanguinity. Both groups said that
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nepotism should not be observed in government offices. There is a need to value public
trust and vote of confidence. The value of fairness must be maintained so that everybody
will have job access and employment opportunity.
Items 1 and 6 had the lowest mean of 3.13 or ‘Often’ from the sectors. The
respondents believed that their leaders generally obey existing rules and policies but have
the tendency to think that political investment or patronage will be used as support and
trust. The danger would be premised on the reality that political patronage may be used
for political agenda that is contradicting to people’s aspirations and expectations.
or ‘Often’ from the sectors. Politically, the respondents had an impression that the leaders
are doing well with their political obligations except for the impression that they hired
relatives as office staff. The leaders need to clarify this issue because generally the
sectors had positive impressions with their political-related tasks.
Values Orientation in Terms of Economic. Item 3 had the highest mean of 4.63 or
‘Always’ from the LGU and staff. As mentioned earlier in Table 3, Item 4, the leaders
had prioritized education as one of their major responsibilities. This item proved that they
really are focused on sending children to school because they save money for the
children’s schooling. They said that the priority on education is their way of keeping their
children literate and will serve as their greatest legacy for the children.
Item 9 had the lowest mean of 2.17 or ‘Seldom’. Relative to sending children to
school and saving money for the said purpose, the respondents had little inclination in
sending their children abroad. For obvious reason, their salary would not suffice the
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financial requirements for education abroad. The schooling would be very expensive.
With the high inflation rate and fall of dollars, it would be difficult on their part to sustain
children’s education expenses abroad unless relatives and friends would support them.
Otherwise, schooling shall be here in the country.
On one hand, Item 10 had the highest mean of 3.79 or ‘Very Often’ from the
sectors. The impression that was imprinted on the sectoral group was that their leaders
are into buying clothes and accessories as part of their personal grooming and external
appearance when dealing with their constituents. Again, this is a matter of indirect
observation on the part of the sectors. They based their evaluation on their daily
encounter with the leaders.
Table 18

in Terms of Economic

Economic Mean Rating Mean Rating
1. Purchases expensive and durable item. 2.76 Often 3.46 Very Often
2. Prefers wholesaling than retailing. 3.81 Very Often 3.17 Often
3. Saves money for children’s schooling. 4.63 Always 3.54 Very Often
4. Eats same viand for the day. 2.63 Often 3.13 Often
5. Practices recycling. 2.71 Often 2.54 Seldom
6. Obtains week-long food supply. 3.78 Very Often 3.08 Often
7. Offers sumptuous banquet and gift to
guests/visitors. 3.36 Often 3.54 Very Often
8. Prioritizes family’s needs than other
expenses. 4.46 Always 3.67 Very Often
9. Allows sibling to study abroad or in
exclusive school. 2.17 Seldom 3.25 Often
10. Buys new clothes/dresses and personal
accessories frequently. 2.98 Often 3.79 Very Often
Average Weighted Mean 3.33 Often 3.32 Often
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Item 5 had the lowest mean of 2.54 or ‘Seldom’. The sectors believed that their
leaders are not into recycling materials. This means the value of thriftiness and
resourcefulness was not observed by the leaders, according to the sectoral group.
Overall, the average mean was 3.33 or ‘Often’ from the LGU and staff and 3.32
or ‘Often’ from the sectors. Economically, the respondents believed that their leaders
need to look into the economic values they showed. Most of the items were given high
rating which means that they have been very expensive and unmindful of cost-cutting
procedures and generally adopting a simple lifestyle.
Values Orientation in Terms of Social. Items 1, 2, 4, 7, 8 and 9 had the highest mean of
5.00 or ‘Always’ from the LGU and staff. The respondents believed that the value of
respect for oneself and others is one of the most important virtues of a person and a
leader. They have reasons to believe that they are generous and helpful because they give
attention to the needy. They also believe that they are accommodating and approachable.
They explained that being approachable would give the people to easily see them for
whatever purpose they have in mind.
Item 3 had the lowest mean of 1.91 or ‘Seldom’. The respondents thought that
they are warm and approachable to people. They abhor the idea of ignoring their
constituents because they recognized the fact that they are in their offices to serve people
and listen to their problems and concerns.
Item 10 had the highest mean of 3.67 or ‘Very Often’ from the sectors. This may
come as a surprise but according to the respondents, they had the impression that their
leaders do not trust them or other people. The trust issue could be attributed to the fact
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that many people come to the offices of the leaders and ask for assistance which is
sometimes not true and unverified. Meaning, there were also bogus people who get
money or any form of assistance. Distrusting attitude is just a mechanism to check the
veracity of the people’s request for assistance.
Table 19

in Terms of Social

Social Mean Rating Mean Rating
1. Delivers public service. 5.00 Always 3.28 Often
2. Radiates respect to oneself. 5.00 Always 3.33 Often
3. Shows coldness to some client. 1.91 Seldom 3.54 Very Often
4. Manifests respect to all people. 5.00 Always 3.38 Often
5. Scrutinizes anything within the office
work. 3.91 Very Often 3.33 Often
6. Demonstrates irritation when given
comments. 3.18 Often 3.63 Very Often
7. Illustrates true humility in service. 5.00 Always 3.25 Often
8. Displays affection to the needy. 5.00 Always 3.29 Often
9. Reveals a character of being approachable.
10. Expresses distrust to others. 3.00 Often 3.67 Very Often
On the other hand, Item 9 had the lowest mean of 3.00 or ‘Often’. This confirms
the perception of the LGU group when they said that they are approachable. The sectors
also believed that their leaders are approachable despite the fact that they have an attitude
of not trusting others.
or ‘Often’ from the sectors. Socially, the leader-respondents had generally shown good
relationship to other people. The interaction and community responsibility they
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demonstrated were positive and appropriate for people who assume offices in the
government.
On Significant Relationship
Table 20 shows Correlation Matrix Between Person and Values Orientation
of LGU. Educational attainment in person related correlated significantly with social
values orientation (-.71, HR). This means that the education and training of a person
affects his social interaction with other people. The approach and treatment to people is
defined by learned etiquettes and ethics on social interaction. Education is instrumental in
refining and polishing attitudes, set of norms and values to be acquired.
Table 20
Correlation Matrix Between Person

and Values Orientation of LGU
Critical Values Orientation

Person r Political Economical Social
Educational .68 .15 NC Ins -.10 NC Ins -.71 HR Sig
Attainment
Age .91 -.21 LR Ins .04 NC Ins -.71 MR Ins
Civil Status -.76 .58 MR Ins .21 NC Ins .54 MR Ins
Gender .73 .30 LR In -.14 NC Ins -.54 MR Ins
Working Experience .57 .14 NC Ins -.15 NC Ins -.57 MR Sig
Salary .08 -.06 NC Ins .66 MR Sig -.34 LR Ins
Religion .65 .10 NC Ins -.11 NC Ins -.47 MR Ins
Critical r at .05 level significance
Legend:
±0.01 - ±0.20 Negligible Correlation (NC)
±0.21 - ±0.40 Low Relationship (LR)
±0.41 - ±0.70 Moderate Relationship (MR)
±0.71 - ±0.90 High Relationship (HR)
±0.91 - ±0.99 Very High Relationship (VHR)
±1 Perfect Relationship (PR)
Moreover, working experience correlated also with social values orientation (-.57,
MR). This could be attributed to the fact that the workplace redefines the kind of
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socialization processes involved in working with co-employees, co-leaders and with
people who are the major clientele in the city government offices.
Salary correlated significantly with economical values orientation (.66, MR). The
reason is obvious. The spending and allocation of budget for education, social functions
and the like are dependent upon the amount of salary they earn monthly or annually. This
means that the economic responsibilities of the leaders are affected by the amount of
money they have.
Table 21 shows Correlation Matrix Between Family-Related Factors and
Values Orientation of LGU.
Table 21
Correlation Matrix Between Family-Related Factors


r Political Economical Social
Family Related
Family Ties .15 .39 LR Sig .10 NC Ins -.01 NC Ins
Family Status -.64 .19 NC Ins .11 NC Ins .69 MR Sig
Parental Authority .84 .18 NC Ins -.16 NC Ins -.18 NC Ins
Family Responsibility .52 .36 LR Ins -.04 NC Ins -.18 NC Ins
Legend:
Moreover, Family ties correlated significantly with political values orientation
(.39, LR). The family is like a political organization. Each member has a position to
assume. The parents dictate the norms and standards observed in the house. House rules
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on accepting visitors/relatives and the like are set to define clearly the behavior and
decorum to be manifested by each member of the family.
Family status correlated with social values orientation (.69, MR). This could be
attributed to the fact that family status is concerned with beliefs and perspectives on
rearing up of children by in-laws, step parents and the like. Meaning, family status is
concerned with the social responsibilities such as marriage, divorce, rearing up children
and the like.
Table 22 shows Correlation Matrix Between Management-Related Factors
and Values Orientation of LGU. Lastly, leadership style in management related factors
correlated significantly with political values orientation (.50, MR). This is so because
leadership style embraces political concerns such as roles and responsibilities, delivery of
services, decision making, resources and networking. This means that the leadership style
is concerned with political responsibilities especially that the main respondents are
political leaders who are assuming offices as city councilors.
Table 22
Correlation Matrix Between Management-Related Factors


r Political Economical Social
Management Related
Policy Formulation .94 .40 MR Ins -.23 LR Ins .14 NC Ins
Policy Implementation .51 .36 LR Ins .28 LR Ins -.04 NC Ins
Decision Making .49 .21 LR Ins .16 NC Ins .22 LR Ins
Leadership Style .34 .50 MR Sig -.20 NC Ins -.18 NC Ins
Legend:
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CHAPTER V
SUMMARY, CONCLUSIONS AND RECOMMENDATIONS
This chapter presents the summary of the findings based on the gathered data
relative to the problem cited in Chapter 1 of this study. This also includes the
conclusions, which were derived from the findings and the recommendations for the
usefulness of this study to its readers, benefactors and researchers.
Summary
The major problem of the study is: How do personal, family & management
related factors affect the values orientation of the local government officials in Olongapo
City during Fiscal Year 2008?
Specifically, the study sought answers to the following questions:
1. What is the profile of the elected local government officials in terms of:
1.1 educational qualification;
1.2 age;
1.3 civil status;
1.4 gender;
1.5 work experience in the government;
1.6 salary and
1.7 religion?
7. How may the family related factors be described in terms of:
2.1 family ties;
2.2 family status;
2.3 parental authority and
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2.4 family responsibility?
8. How may the management related factors be described in terms of:
3.1 policy formulation;
3.2 policy implementation;
3.3 decision making and
3.4 leadership style?
9. What are the values orientations of the local government official in terms of
political, economic, and social?
10. How do person, family and management related factors affect the level of
values orientation of the local government officials?
11. What is the implication of the findings of the study to public administration?
Findings
Problem 1. On LGU Personal Profile
Educational Attainment. The respondents had at least college education except for
one who was an undergraduate. Generally, the respondents are qualified to assume posts
in the government service to undertake assigned designation based on job description.
Age. The respondents had not reached the age 50. Meaning, they are assumed to
have that energy and sense of direction in terms of doing their jobs. It is good that only
two (2) of them are between 58-67 years old, but this is not to say that they are no longer
capable. In fact, at their age, they are still entrusted to assume government post to serve
the clients.
Civil Status. Most of the respondents have family responsibilities. The singles
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could have familial concerns but they were not disclosed in any of the unstructured
interviews with them.
Gender. The respondents assumed government posts regardless of gender. This
means that since there was a presence of both sexes in the workplace, there is an equal
opportunity for job placement based on qualifications
Working Experience. The data shows that the respondents work on the basis of
term of office as city councilors.
Salary. Generally the respondents had standard salary grade as mandated by
salary standardization law and as prescribed by the code of government service. It could
be gleaned here the socio-economic status of the respondents and the lifestyle they could
afford to have, given the amount of salary they receive.
Religion. Seven (7) or 64 % respondents were catholic while four (4) or 36 %
respondents had not revealed their religion. They however clarified that they preferred
not to disclose the identity of their religion for confidentiality sake.
Problem 2. On Family Related Factors
Family Ties as an indicator was “Very Strong”. It could be said that the LGU and
staff had shown a sense of family ties since this was also observed by the sectors. The
manifestation of familial affiliation was strong enough to be perceived by the sectors and
the LGU and staff themselves.
Family Status as an indicator was “Strong”. Their perspectives and concepts of
ideal family life are observed and manifested in their interaction with people in the
workplace. These perceptions are valuable in terms of their identity and image as leaders
in the community.
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Family Responsibility as an indicator was “Very Strong”. The LGU officials were
oriented and focused on their duties and functions as member of the family. This sense of
responsibility signifies a sense of duty and effective delineation of their real roles in the
family.
Parental Authority as an indicator was “Very Strong”. This means that in terms of
parental authority the LGU had always exuded the strong personality in terms of decision
making and in giving a sense of direction to their families. This attests to the fact that
they too are leaders in the community.
Problem 3. On Management Related Factors
Policy Formulation was “Very Well Managed”. This means that the leaders
understood the purpose of formulating policies. Generally, they said, the policies are
meant to better the life of the people. The policies are sometimes used to protect the
people from harm like the children and women from violence and abuse; or the homeless
from being evicted in the squatter’s area, and so on. In other words, the leaders have a
broad idea as to the criteria or factor that they have to be considered in the formulation of
policies.
Policy Implementation was “Very Well Managed”. This only shows the
knowledge of the leaders regarding the discharge and execution of policies. Meaning, all
aspects on dissemination, funding, professional consultation and networking were
included as part of the plan in realizing the formulated policy.
Decision-Making was “Well Managed”. The results suggest that the LGU and
staff have the ability to consider aspects of decision-making to better serve their
constituents. This also signals the leadership skills of the LGU and staff because decision
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making requires stable and strong leadership qualities in order to weigh information on
hand prior to final stage of decision making.
Leadership Style was “Very Well Managed”. The leader-respondents had
generally shown good relationship to other people. The interaction and community
responsibility they demonstrated were positive and appropriate for people who assume
offices in the government.
Problem 4. On Values Orientation
Political as an indicator on Values Orientation was “Very High” Politically, the
respondents had an impression that the leaders are doing well with their political
obligations except for the impression that they hired relatives as office staff. The leaders
need to clarify this issue because generally the sectors had positive impressions with their
political-related tasks.
Economic as an indicator on Values Orientation was “Moderately High”
Economically, the respondents believed that their leaders need to look into the economic
values they showed. Most of the items were given high rating which means that they have
been very expensive and unmindful of cost-cutting procedures and generally adopting a
simple lifestyle.
Social as an indicator on Values Orientation was “Very High”. Socially, the
leader-respondents had generally shown good relationship to other people. The
interaction and community responsibility they demonstrated were positive and
appropriate for people who assume offices in the government.
Problem 5. On Significant Relationship
Educational attainment was significantly related to social values. Working
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experience was related with social values. Salary correlated with economic values.
Family ties were significantly related with political values. Family status was related with
social values. Leadership style correlated significantly with political values.
Problem 6. On Implication to Public Administration
Public Administration can be broadly described as the development,
implementation and study of government policy. Public Administration is linked to
pursuing the public good by enhancing civil society and social justice. Though public
administration has historically referred to government management, it increasingly
encompasses non-governmental organizations that are not acting out of self-interest.
Given the results however, it is imperative that the City Government looks into
the management related factors used in this study so that clarity of leadership and
governance perspectives may also be understood by the public or the constituents so that
misinterpretation and negative impressions may be avoided. In other word, public
administration must include education of the public, Information dissemination campaign
is not enough; immersion and exposure must be provided in the form of community
caucus, dialogues and meetings and the like. The people must be clarified that there is
nepotism in the city; that luxurious lifestyle is never a priority of the leaders. These
aspects are emphasized here because these. So far, were the negative results that surfaced
based on the perceptions of the sectoral group.
Another aspect that should be included is strategic planning. Public managers
cannot divest themselves of their responsibilities. Their planning must encompass
multiple objectives, some of which may be conflicting or poorly defined in law. Electoral
cycles and the brief tenure of many political executives make it difficult for career public
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managers to argue the salience of the longer range future. Stakeholders are more diverse
and contentious and public managers must deal with them in the "fish bowl" of public
scrutiny. In governments designed to limit executive authority, the heads of even the
largest government agencies have less decision making authority than does a typical
corporate CEO. Not surprisingly, the political circumstances of some public agencies
lead to reactive, rather than proactive, strategy formulation
Public sector strategic management theory has wisely emphasized the need to take
political contexts into account. This is done by "meta-planning," the design of planning
processes that incorporate the viewpoints of multiple stakeholders.
What is important here is that public administration must explore all possibilities
to better serve the people. There is no exact formula for this. The context within which
leaders operate must be taken into consideration to come up with effective, best decisions
for public service.
Conclusion
From the derived findings, the herein conclusion was drawn:
There is a partially upheld significant relationship between person, family related,
management related and values orientation of LGU.
Recommendations
In view of the conclusions, the following recommendations are drawn:
1. Family values must be strengthened as part of the training ground for leadership
and management in the field of public service.
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2. Policies and decision-making processes must be reflective of the people’ needs
and aspiration to efficiently and productively contribute to community- and
nation-building.
3. Leadership concepts must be taught to the city leaders and all other staff through
government-related activities and programs. Further education may be advised.
4. Values Orientation Workshops (VOW) and development activities must be
offered to the leaders, staff and sectoral groups so that they will learn together in
strengthening set of values needed.
5. Other researchers may replicate this study using other variables to refute or
confirm results and findings therein.
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APPENDICES
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APPENDIX A

January 28, 2008
HON. JEFFREY D. KHONGHUN

Municipal Mayor
Subic, Zambales
Dear Sir:
This is to request permission from your good office to allow the undersigned to
propose his questionnaire to the municipal councilors and their staff for a dry run. This
seeks to ask if all the items were simple to comprehend, if the queries are appealing and if
it were significant to the research.
The study entitled “VALUES ORIENTATION OF LOCAL GOVERNMENT

OFFICIALS: ITS IMPLICATION TO PUBLIC ADMINISTRATION,” is in partial
fulfillment of the course requirement in Masteral Thesis.
Your assistance will contribute to the achievement of this study. Rest assured that
responses will be treated with utmost confidentiality. Thank you very much.
Very Truly Yours,
(sgd) RODELIO M. ALBA

Researcher
Noted By:
(sgd) DANILO C. GALICIA, Ph.D. (sgd) ADELWINA M. PINEDA, Ph.D.

Dean, Graduate Studies Dean, Graduate Studies
Bataan Peninsula State University St. Joseph College-Olongapo
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APPENDIX B

Graduate Studies
Content Validity
January 30, 2008
To Whom It May Concern:
In conformity with the validity of the questionnaire prepared by Mr.

Rodelio M. Alba, a graduate of Master of Arts in Public Administration, principally
on the study entitled “Values Orientation of Local Government Officials: Its
Implication to Public Administration”, the undersigned hereby confirm that it has
been checked and verified.
Items stipulated therein were found sufficient, accurate and in order to the
study being checked.
(sgd) Danilo C. Galicia, Ph.D.

(sgd) Adelwina M. Pineda, Ph.D.

St. Joseph College-Olongapo
(sgd) Ariel A. Bongco, Ed.D.

Critic/Member
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APPENDIX C

February 4, 2008
HON. JAMES L. GORDON

City Mayor
Olongapo City
Dear Sir:
This is to request permission from your good office to allow the undersigned to
propose his questionnaire to your office, likewise to the vice mayor office, the councilors
and their staff.
The study entitled “VALUES ORIENTATION OF LOCAL GOVERNMENT

OFFICIALS: ITS IMPLICATION TO PUBLIC ADMINISTRATION,” is in partial
fulfillment of the course requirement in Masteral Thesis.
Your assistance will contribute to the achievement of this study. Rest assured that
responses will be treated with utmost confidentiality. Thank you very much.
Very Truly Yours,
(sgd) RODELIO M. ALBA

Researcher
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APPENDIX D
Questionnaire for Research Study Entitled “VALUES ORIENTATION OF

LOCAL GOVERNMENT OFFICIALS: ITS IMPLICATION
TO PUBLIC ADMINISTRATION”
Directions: Please put a check in the box that corresponds to your answer.
PART 1: Respondent’s Profile
Name: (optional) _________________________________________________________
Educational Qualification: Doctoral Degree
MS/MA with Doctoral units
MS/MA units
Baccalaureate Degree
College Undergraduate
Others: pls. specify _________________
Age: __________
Civil Status: Single
Married
Widow//Widower
Separated/Annulled/Divorced
Gender: Male
Female
Working Experience: 1st term (without previous government. post)
1st term (with previous government post)
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2nd term
3rd / last term
Salary (private & public combined):
1,000 – 10,000
10,100 – 20,000
20,100 – 30,000
30,100 – 40,000
40,100 – 50,000
50,100 – 60,000
Religion: Roman Catholic
Protestant
Aglipayan
Iglesia ni Kristo
Muslim
PART II
Directions: This questionnaire is to evaluate the values orientation of local

government officials: its implication to public administration.
Please rank in the basis of your recent awareness along with most
objective judgment by checking the suitable score in the box.
The subsequent degrees will be used.
A - Always - The event/item happens all the time or 100% of the time
VO -Very Often - The event/item happens most of the time or 99%-67% of the time
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O - Often - The event/item happens every now and then or 66%-32% of the
time
S - Seldom - The event/item happens rarely or 31%-1% of the time
N - Never - The event/item never happens or 0% of the time
Family Related Factors A VO O S N
Family Ties
1. Celebrates anniversaries/birthdays.
2. Prays together.
3. Accepts extended family to live at no definite time.
4. Attends religious affair together.
5. Offers generous time for family leisure.
6. Demonstrates humor and happiness.
7. Introduces family members to co-workers.
8. Motivates siblings to become closer to grandparents and other
relatives.
9. Tolerates closeness of children to their ‘barkada.’
10. Manifests the helpfulness of family in every plan.
Family Status
1. Regards father should work abroad.
2. Accepts in-laws to raise siblings.
3. Deems the absence of mother for work is good.
4. Supposes siblings be raised in intact unmarried parent.
5. Considers step-parent could bring-up step-children.
6. Nurtures by distant relative as parent were divorce.
7. Regards marriage as bond of love.
8. Believes at divorce as way for irreconcilable couple.
9. Allows relative to care for siblings since parent were working
remotely/abroad.
10. Recognizes oneself be cared for by adopted family.
Family Responsibility
1. Provides whatever needs & wants of family.
2. Arranges household chore distribution.
3. Endows assistance to relatives in time of needs.
4. Sends siblings to school until college.
5. Prioritizes health needs.
6. Considers family above everything.
7. Offers monetary help to married siblings.
8. Presents unsolicited advice.
9. Assumes responsibility to influence family in their collective
decisions.
10. Regards savings as reward for future use.
Parental Authority
1. Thinks always superior in the family.
2. Commands should be carried away at all time.
3. Punishes who do wrong.
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4. Rewards who do good.

5. Follows what had been agreed.
6. Ensues siblings in strict selection of circle of friends.
7. Monitors studies and activities.
8. Persuades everyone to practice diplomacy with others.
9. Reiterates constant reminder to children’s obligation to God.
10. Encourages sibling to open up for any problem encountered.
Management Related Factors
1.0 Policy Formulation
1. Utilizes the process of analysis and its various consequences.
2. Conducts hearing.
3. Gathers information directly to the concerned party.
4. Identifies each sources of information.
5. Depends on foreign experts and development models.
6. Collects result of interview and survey.
7. Verifies the accuracy of the data.
8. Hires professional as consultant and researcher.
9. Edits content of the policy.
10. Considers influence of lobbying groups and aid agencies.
Policy Implementation
1. Observes the policy at highly strict compliance.
2. Implements at all cost.
3. Disseminates to all concerned.
4. Regards opposition to implementation a form of democracy.
5. Evaluates the effect of policy.
6. Relies to the financial grant of other group for implementation.
7. Informs departments on procedures that will be affected.
8. Projects the policy as lead role in propelling progress.
9. Forges memorandum of agreement with receiving party of policy.
10. Creates inter-agency/department coordination for
implementation.
Decision Making
1. Settles with the concurrence of party mates.
2. Decides on the basis of own belief and not what party mate say.
3. Consults divine intervention.
4. Seeks other’s opinion before deciding.
5. Believes in effectiveness of own decision.
6. Makes a long judgment for a major decision.
7. Determines the outcome through ‘bahala na’ attitude.
8. Delegates minor decision to subordinate.
9. Acts according to what survey says.
10. Finds hard time in decision making.
Leadership Style
1. Devices approach for better delivery of management.
2. Opens for challenges.
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3. Points out order in a strict manner.

4. Shares decisions with co-workers.
5. Recognizes the talents of others.
6. Creates network among other departments.
7. Channels coordination accordingly.
8. Distributes resources in order of priorities.
9. Sets agenda/plan and accomplishment.
10. Dispenses responsibilities and roles.
Political
1. Conforms to any policy.
2. Projects independence of mind.
3. Practices active involvement with people and causes.
4. Uses power of office to facilitate service and policy.
5. Supports people’s agenda belong to same political clinging.
6. Ponders political patronage as support and trust.
7. Employs relatives as office staff and/or personnel.
8. Deems popularity as a way of winning public office.
9. Accepts principle that public office is a public trust.
10. Considers present bureaucracy facilitates good governance.
Economic
1. Purchases expensive and durable item.
2. Prefers wholesaling than retailing.
3. Saves money for children’s schooling.
4. Eats same viand for the day.
5. Practices recycling.
6. Obtains week-long food supply.
7. Offers sumptuous banquet and gift to guests/visitors.
8. Prioritizes family’s needs than other expenses.
9. Allows sibling to study abroad or in exclusive school.
10. Buys new clothes/dresses and personal accessories frequently.
Social
1. Delivers public service.
2. Radiates respect to oneself.
3. Shows coldness to some client.
4. Manifests respect to all people.
5. Scrutinizes anything within the office work.
6. Demonstrates irritation when given comments.
7. Illustrates true humility in service.
8. Displays affection to the needy.
9. Reveals a character of being approachable.
10. Expresses distrust to others.
Thank you very much,
RODELIO M. ALBA
Researcher
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CURRICULUM VITAE
PERSONAL INFORMATION
NAME Rodelio Makilang Alba
ADDRESS Blk. 11 Lot 3 Sta. Elena Village, Calapacuan

2209 Subic, Zambales
DATE OF BIRTH June 13, 1968
PLACE OF BIRTH Manila City
PARENTS Rodrigo Lopez Alba (†)

Conchita Batistel Makilang (†)
EDUCATIONAL ATTAINMENT
GRADUATE Master in Public Administration

Balanga City, Bataan
March 2008
TERTIARY Bachelor of Science in Business Administration

Major in Marketing
CAP College
Makati City
April 2003
Confraternity in Christian Doctrine

Sta. Isabel College
Manila City
May 1991
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SECONDARY St. Joseph High School

Olongapo City
March 1985
ELEMENTARY St. Joseph Elementary School

Olongapo City
March 1981
HONORS/AWARDS/MERITS RECEIVED
Medal of Distinction Master in Public Administration
Award of Recognition Facilitator’s Training

Commission on Youth Apostolate
Award of Recognition Animator’s Training

Service Awardee Daughters of Charity Turn-Over Rites

St. Joseph Parish
Service Awardee St. Joseph Multi-Purpose Cooperative

Olongapo City
SEMINARS/TRAININGS ATTENDED
Delegate International Conference on Bio-Ethics and Family

Edsa Shangrila Hotel
Makati City
January 10-12, 2007
Participant Unang Hakbang Facilitator-Seminar Workshop

CBCP-NSYA
Hacienda de Gracia Resort
San Fernando, Pampanga
January 16-21, 2007
Resource Speaker Family Values

Family and Life Vicarial Group
Olongapo City
March 19, 2007
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Resource Speaker Facilitator Seminar Workshop

KC Clubhouse
Olongapo City
June 20, 2007
Resource Speaker Career Development Course

St. Joseph PPC Hall
Olongapo City
August 19, 2007
Participant Catechetics II
St. Columban Parish
Olongapo City
August 26, 2007
Participant Curriculum Engineering

St. Joseph Parish
September 2007
Resource Facilitator Advent Recollection

Young Entrepreneurs Club
December 12, 2007
WORK EXPERIENCE
Parish Catechist St. Joseph Parish

Olongapo City
June 1989 to Present
Subjects Taught Religion Subject and Adult and Sacramental Catechism
College Instructor St. Joseph College

Olongapo City
October 2007 to Present
Subjects Taught Management Subjects and Marketing Subjects
ORGANIZATION
Consultant to Committee on Education, Livelihood and Employment

Office of Kagawad Robert Conrad Picache
Barangay Mabayuan, Olongapo City
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Consultant to Committee on Education, Rules and Ethics, Labor and Employment

Office of Kagawad Ronald Villegas
Barangay East Bajac Bajac, Olongapo City
Board of Director
St. Joseph Multi-Purpose Cooperative
Olongapo City
Core Group Member

Diocese of Iba Integrated Pastoral Plan
Key Result Area 3
Diocese of Iba
Iba, Zambales
Senior Adviser
Diocese of Iba
Iba, Zambales
Senior Adviser – Parish Youth Coordinating Council

St. Joseph Parish Youth Ministry
Olongapo City
Vicarial Coordinator
St. Joseph Vicariate Catechetical Apostolate
Olongapo City
Founding Member
Torch Alliance - St. Joseph Youth Ministry
Olongapo City
124

Values Orientation of Local Government Officials, Its Implication To Public Administration

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Values Orientation of Local Government Officials, Its Implication To Public Administration

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VALUES ORIENTATION OF LOCAL GOVERNMENT OFFICIALS:

ITS IMPLICATION TO PUBLIC ADMINISTRATION

Presented to the Faculty of the Graduate School

Bataan Peninsula State University

City of Balanga, Bataan

In Partial Fulfillment of the Requirements for the

Degree of Master in Public Administration

In partial fulfillment of the requirements for the degree of Master in Public

Administration, this thesis entitled “VALUES ORIENTATION OF LOCAL

GOVERNMENT OFFICIALS: ITS IMPLICATION TO PUBLIC

ADMINISTRATION” has been prepared and submitted by RODELIO M. ALBA who

is hereby recommended for oral examination.

ADELWINA M. PINEDA, Ph.D.

Approved in partial fulfillment of the requirements for the degree of Master in

Public Administration by the Committee on Oral Examination.

DANILO C. GALICIA, Ph.D.

ARIEL A. BONGCO Ed.D. ROGER L. NUQUI, Ph.D.

Accepted in partial fulfillment of the requirements for the degree of Master in

DANILO C. GALICIA, Ph.D.

construction and up to its completion.

motivating the researcher to pursue and finished thesis writing;

To Dr. Roger L. Nuqui who serves as statistician of the researcher; to Ms.

Library for their generosity in lending precious resource materials.

To Mayor Jeffrey Khonghun of Subic, Zambales, Ms. Melisa Amado – Secretary

G. Ramoso – Municipal Planning and Development Coordinator and Ms. Loretta A.

To Mayor James L. Gordon of Olongapo City, Mr. Lino Maniago – Researcher of

Conrad Picache – Barangay Kagawad for their personal assistance.

their time in answering the questionnaires.

moral support and unsolicited advice.

the giggles that gives inspiration amidst the hardships in life.

and companion in all undertakings of the researcher.

For My Ever Supportive Wife – Cathy

For St. Joseph Parish Catechetical Apostolate

For All Public Officials,

For My late Mother - Conchita

formulation, policy implementation, decision making and leadership style in relation to

the values orientation on politics, economic and social.

on the values orientation on politics, economic and social.

To acquire the required information, an intentional written questionnaire was used

and dispensed to 11 local government officials, 48 administrative staff and 24 sectoral

mean and Pearson product-moment correlation in order to determine the correlation of

the independent variable to the dependent variables.

has no significant correlation to any values orientation. Likewise on the respondent’s

management related factors on leadership style have significant correlation to political

making has no significant correlation to any values orientation.

management related and values orientation of Local Government Officials is rejected.

As a whole, there is a partially upheld significant relationship between person,

Based on the abovementioned conclusion, the subsequent approaches are

productively contribute to community and nation-building. Leadership concepts must be

TITLE PAGE ……………………………………………………………… i

APPROVAL SHEET ……………………………………………………… ii

ACKNOWLEDGMENT ………………………………………………….. iii

TABLE OF CONTENTS …………………………………………………. viii

LIST OF FIGURE AND TABLES ……………………………………….. x

LIST OF APPENDICES …………………………………………………... xii

I. THE PROBLEM AND ITS BACKGROUND

Statement of the Problem ……………………………………. 3

Significance of the Study ……………………………………. 4

Scope and Delimitation of the Study ………………………… 6

Notes in Chapter I ……………………………………………. 8

II. THEORETICAL FRAMEWORK

Relevant Theories …………………………………………….. 9