Final Thesis-Main Pages

WORK BEHAVIOR AND JOB PERFORMANCE OF
AGUS 6 AND 7 HYDROELECTRIC POWER PLANT COMPLEX EMPLOYEES:

A BASIS FOR AN ACTION PLAN
A Thesis Presented
to the Faculty of the Graduate School
Iligan Medical Center College
Pala-o, Iligan City
In Partial Fulfillment of the Requirements for the
Degree of Master of Management
Major in Human Resources Management
KRISNA MAE A. SALATANDRE
October 2012
APPROVAL SHEET
The faculty of the Graduate School of the Iligan Medical Center College, Iligan City,
accepts the thesis entitled:
WORK BEHAVIOR AND JOB PERFORMANCE OF THE AGUS 6 AND 7
HYDROELECTRIC POWER PLANT COMPLEX EMPLOYEES: A BASIS FOR AN
ACTION PLAN
Submitted by Krisna Mae A. Salatandre, in partial fulfilment of the requirements for the
Degree of Master in Management major in Human Resources Management.
NIEVES P. DIZON, D. M.
Adviser
_____________________________________________________________________
PANEL OF EXAMINERS
Approved by the Panel of Examiners with a grade of ________________
ERLITO L. TEVES, Ph. D. FLORAMI B. DADOLE, Ed. D.
Panel Member Panel Member
DARWISA A. BAGUIO, Ph. D. ZENAIDA G. GERSANA, Ph. D.
Panel Member External Expert/Panel Member
ERNESTO O. ILAGO, D. M.
Dean, Graduate School
Date of Oral Defense:
14 October 2012_
October 2012
ACKNOWLEDGEMENTS
This endeavor would not be possible at the researchers efforts alone, and the
success of this work would not be without the support of people who have aided her along
the way. To the following people, the researcher sincerely extends her heartfelt appreciation
and gratitude:
The Dean of the Graduate School and the panel members: Mr. Ernesto O. Ilago,
D.M., Ms. Darwisa A. Baguio, Ph.D., Ms. Florami B. Dadole, Ed.D., and Mr. Erlito L. Teves,
Ph.D., whose constructive comments, insights, and suggestions have contributed much to
the development and completion of this work;
Her thesis adviser, Dr. Nieves P. Dizon, for walking with her throughout the
course of this study, providing her with wisdom, guidance and helpful comments; and for the
loving affirmations that encouraged the researcher to believe in her potential;
The management of Agus 6 and 7 Hydroelectric Power Plant Complex headed
by Engr. Antonio F. Suezo, Jr., Plant Manager, for allowing the researcher to conduct her
study and to administer the questionnaires;
Her immediate supervisor, Ms. Elizabeth P. Garrido for graciously extending her
understanding and consideration especially during those final days of intense work for the
completion of this study;
To the HR Officer of Agus 6 and 7 HPPC, Ms. Teresita S. Ong, for the help and
support in providing data needed for the study;
The employees of Agus 6 and 7 Hydroelectric Power Plant Complex for their
cooperation and patience in completing the questionnaires as her respondents;
To Prof. Norma Jamboy and Prof. Aljo Pingal for all the help and assistance they
have extended that has contributed to the success of this study;
Her best friends Ian and Revian for the encouragement and inspiration to give
her best in this endeavour;
Her family - Daddy, Mommy, Irese and Jued - for pouring out their love and
support throughout the undertaking of the study; to her parents for the discipline, the
patience, and for investing and believing in her to pursue and finish her graduate studies;
And above all else, to her Lord Almighty, Christ Jesus, the only wise God, whose
strength is made perfect in times of weaknesses and struggles, who is the source of
wisdom and favor; for pouring out His grace and provision for the fulfilment of this work, to
Him alone be praise, glory and honor!
KMAS
DEDICATION
This work is dedicated to Daddy, Mommy,
my sister Irese and my brother Jued,
and to Ian Mark,
for the love and inspiration,
and for cheering me on.
A toast!
KMAS
TABLE OF CONTENTS
Title Page
Approval Sheet
Acknowledgements
Dedication
Table of Content
List of Tables
List of Figures
Abstract
Chapter
I. The Problem
Rationale
Theoretical Framework
Conceptual Framework
Statement of the Problem
Hypotheses
Scope of Limitation
Significance of the Study
Definition of Terms
II. Review of Related Literature and Studies
III. Research Methodology
Research Design
Research Environment
Respondents of the Study and sampling Technique
Research Instruments Used
Data Gathering Procedure
Statistical Tools Used
IV. Presentation, Analysis and Interpretation of Data
Part I. Work Behavior of the Respondents
Supervisors
Rank and File
Part II. Job Performance of the Respondents
Supervisors
Rank and File
Part III. Profile of the Respondents
Age
Appointment Status
Length of service
i
ii
iii
iv
v
vii
ix
x
1
3
7
10
12
12
13
15
20
27
27
30
30
31
31
34
34
35
37
37
38
39
39
40
41

Monthly Salary
Stress Level
Part IV. Results of the Correlation Analysis
A. Relationship between Profile and Work
Behavior of Respondents
B. Relationship between Profile of Respondents
and Job Performance
C. Relationship between Work Behavior and
Job Performance
V. Summary, Findings, Conclusions, Implications
and Recommendations
Summary
Findings
Conclusions
Implications
Recommendations
A. The HR and the Plant Management
B. Area for Future Research
Proposed Action Plan
Bibliography
Appendix A Letter of Recommendation
Appendix B Cover Letter to Respondents
Appendix C The Questionnaire
Appendix D Performance Management Assessment Form
Curriculum Vitae
42
43
44
45
56
58
64
64
65
68
69
70
70
71
72
79
81
82
83
89
93
LIST OF TABLES
Table

1 Distribution of Respondents
2 Weighted Mean Distribution of Work Behavior
of Supervisors
3 Weighted Mean Distribution of Work Behavior
of Rank and File Employees
4 Frequency and Percentage Distribution of Job
Performance of Supervisors
5 Frequency and Percentage Distribution of Job
Performance of Rank and File
6 Frequency and Percentage Distribution of
Respondents According to Age
Respondents According to their Appointment Status
Respondents According to their Length of Service

Respondents According to their Monthly Salary
Respondents According to their Stress Level
11 Correlation Values Between Age and Work Behavior
Of Supervisors
12 Correlation Values Between Length of Service and
Work Behavior of Supervisors
13 Correlation Values Between Salary and Work Behavior
of Supervisors
14 Correlation Values Between Stress Level and Work
Behavior of Supervisors
15 Correlation Values Between Age and Work Behavior
Page
30
35
36
38
39
40
41
42
43
44
46
48
49
50
51
Of the Rank and File
16 Correlation Values Between Appointment Status and
Work Behavior of the Rank and File
17 Correlation Values Between Length of Service and
Work Behavior of the Rank and File
18 Correlation Values Between Salary and Work Behavior
of the Rank and File
19 Correlation Values Between Stress Level and Work
Behavior of the Rank and File
20 Correlation Values Between the Profile of Supervisors in
Terms of Age, Length of Service, Salary and Stress Level
and Job Performance
21 Correlation Values Between the Profile Age, Length of
Service, Salary and Stress Level of the Rank and File
and Job Performance
22 Correlation Values Between Work Behavior of the
Supervisors and Performance Management
Supervisors and Professional Responsibility
24 Correlation Values between Work Behavior and
Job Performance of Supervisors
25 Correlation Values Between Work Behavior and
Performance Management of the Rank and File
Rank and File and Professional Responsibilities
Rank and File and Job Performance
52
53
54
55
56
57
58
59
60
61
62
63
LIST OF FIGURES
Figure Page
1 A Schematic Diagram of the Study
2 Vicinity Map of Agus 6 and 7 HPPC
9
29
ABSTRACT
Salatandre, Krisna Mae A. WORK BEHAVIOR AND JOB PERFORMANCE OF AGUS
6 AND 7 HYDROELECTRIC POWER PLANT COMPLEX EMPLOYEES: A BASIS
FOR AN ACTION PLAN. Master of Management Major in Human Resources
Management, Iligan Medical Center College, Iligan City 2012
Adviser: Dr. Nieves P. Dizon, D.M.
Key Words: Work Behavior
Job Performance
The ultimate objective of the study is to determine the work behavior of both
the supervisors and the rank and file of Agus 6 and 7 Hydroelectric Power Plant
Complex (HPPC), and to find out whether there is evidence to support its relationship
with the employees job performance.
The study used the descriptive-correlational research to gather data from the
97 respondents, of which 14 are supervisors, and 83 are rank and file, who answered
the questionnaire as the research instrument. Data for job performance were obtained
from the most recent Performance Management Assessment of Agus 6 and 7 HPPC.
The variables in this study are work behavior as the independent variable,
and job performance as the dependent variable. In studying and determining these
major variables, the profile of the respondents is also being looked into as the
intervening variable.
The typical supervisor of Agus 6 and 7 HPPC is within 56-above years of age,
male, a permanent employee, has served the corporation for 31 years and above,
earning within the range of P45,001 and above per month and experiences a fair stress
level in the workplace. Meanwhile, the typical rank and file employee is within 51-above
years of age, male, has permanent status, has served the corporation for 31 and above
years, is earning within the range of P 15,001-P35,000 per month, and experiences a
low to fair stress level in the workplace.
Based on the analysis of the data, the major findings are the following:
Overall work behavior of the supervisors is satisfactory with a total weighted mean of
4.38, which indicates a good behavior in the workplace. It is influenced by their length of
service and stress level, such that when length of service and stress level increases,
work behavior decreases. On the other hand, overall work behavior is satisfactory, with
a total weighted mean of 4.39 indicating good work behavior. It is directly influenced by
their monthly salary, such that employees with higher salary possess better work
behavior.
Job performance consists of performance management and professional
responsibility and findings show that overall job performance of both supervisors and
rank and file employees is high very satisfactory and it is not influenced by their profile
as indicated by its p value.
This study also shows that the work behavior of both supervisors and rank
and file employees do not affect their job performance. Based on this, it is implied that
employees are satisfied and contented with their job and it is not affected by other
factors aside from the perception that as employees of Agus 6 and 7 HPPC, they should
get the job done. It is also implied that some factors could be missing in the organization
which when practiced, implemented and developed among employees, will give a
relevant and essential impact on employees performance. It is also implied that some
other factors could have influenced the performance of the respondents such as
organizational leadership, work culture, relationships between superiors and the
subordinates, and loyalty towards the organization.
An action plan is recommended to address the factors identified to help
improve the work behavior of the employees. This includes conducting trainings and
seminars to enhance the efficiency of the respondents and this include activities on
motivation and stress management for both supervisors and rank and file employees to
supplement their needs and make them a more dynamic workforce. The management
and HR should also review and evaluate the performance appraisal procedure, and look
into how it can be improved to yield a more realistic data on the actual performance of
the employees. Replication of this study can also be made with a wider scope of
respondents, including other hydropower plants of Mindanao Generation.
Chapter I
THE PROBLEM
Rationale
Organizational excellence begins with the performance of people. It is what
people do or do not do that ultimately determines what the organization can or cannot
become. It is the performance of people that is the true benchmark of organizational
performance, Corpuz (2006).
Regardless of the size of an organization or the extent of its resources, the
organization thrives and survives because of the capabilities and performance of its
people the human resources. Aside from inventions and technology, the human
workforce can be pointed out as the single mass factor in the existence of every
organization, Pierce (2010). This is because organizations need highly performing
individuals in order to meet their goals, to deliver the products and services they
specialized in, and finally to achieve competitive advantage.
People differ in many ways. They differ in perception which is built out of a
lifetime of experiences and accumulated values. They differ in personalities, needs,
demographic factors, and past experiences or they may find themselves in different
physical settings, time periods, or social surroundings. And since organizations hire the
totality of a person, not just the brain or a particular skill, managers must learn to expect
perceptual differences among their employees, accept people as emotional beings, and
manage them in individual ways.
One thing that people differ which highly influences their performance is their
behavior in the workplace which includes their behavior towards their work, towards
other employees, and towards the management. Work behavior is such a vital element
in an organization, that the scientific discipline of organizational behavior was
established to systematically study and apply the knowledge about how people as
individuals and as groups act within organizations. It strives to identify ways in which
people can act more effectively, Sonnentag (2002).
As for the Agus 6 and 7 Hydroelectric Power Plant Complex or Agus 6/7
HPPC organization, employees differ in many aspects. And with the culture, values and
policies of the organization, employees behave in a certain way peculiar from other
organizations. Identifying the factors that influence their work behavior is already an
important tool for management to evaluate their employees, their performance in the
organization. It will also assess existing programs such as reward and recognition
system of the plant intended for the development and enrichment of its employees,
which will focus on improving employees behavior and optimizing individual
performance which will ultimately translate into improved organizational performance.
The researchers observation found this study essential to promote better
understanding among employees particularly in the organization. Another issue that
ought to be resolved pertains to the applicability of performance rating where it
necessitates improvement in the system and manner of conduct of the performance
rating.
It is with these premises that the researcher, who is a Data
Controller/Encoder in the Agus 6 and 7 HPPC for almost four (4) years now, was
inspired to conduct a study that would determine and assess the work behavior present
among the employees of the said organization and whether there is evidence to support
its relationship and influence to their job performance.
Theoretical Framework
The conduct of the study is guided by the following theories:
Behavior and Performance
A model of individual behavior and results known as MARS Model seeks to
explain individual behavior as a result of internal and external factors or influences
acting together. It is an acronym for Motivation, Ability, Role Perception and Situational
Factors, which are highlighted as the four factors to directly influence an employees
voluntary behavior and resulting to performance.
Motivation represents the forces within a person that affect his or her
direction, intensity, and persistence of voluntary behavior. It is goal-directed, not
random. Meanwhile, ability makes a difference in behavior and task performance
because it includes both the natural aptitudes and learned capabilities required to
successfully complete a task. Then, there is role perception. First, employees
understand the specific tasks assigned to them. Second, they understand their relative
importance of those tasks or the priorities of their various responsibilities, and third, they
understand the preferred behaviors to accomplish those tasks. Employees with clear
role perceptions feel more engaged in their work, because they know where to direct
their effort. And finally, the situational factors which include among others conditions
beyond the employees immediate control that constrain or facilitate their behavior and
performance such as consumer preferences and economic conditions. Corporate
leaders need to carefully arrange these conditions so employees can achieve their
performance potential.
MARS model shows that these factors have a combined effect on individual
performance. If any factor weakens, the employee performance will decrease. An
example shows that an enthusiastic and extrovert sales personnel with high level of
motivation who understands their job duties (roles perception) well, with adequate and
sufficient resources (situational factors) will not be able to perform their job well if they
lack of product knowledge and sales selling techniques (ability), McShane and Von
Glinow (2008).
Work Behavior
Ivancevich and Matteson, as cited in the study by Marchant (2000) is the
Attribution Theory. This theory is an approach that provides a basis for understanding
the relationship between perception and behavior is. It is concerned with the process by
which individuals interpret events around them as being caused by a relatively stable
portion of their environment. In short, attribution theory attempts to explain the why of
behavior. According to this theory, it is the perceived causes of events, not the actual
ones, that influence peoples behavior. More specifically, individuals will attempt to
analyze why certain events have occurred, and the results of that analysis will influence
their behavior in the future. The attribution process can also be important in
understanding the behavior of other people. The behavior of a subordinate, for example,
can be examined on the basis of its consensus (degree to which other subordinates
engage in the same behavior), consistency (degree to w/c the person in question
engages in the same behaviors at different times), and distinctiveness (degree to w/c
the subordinates behaves similarly in other situations).
Attitudes are determinants of behavior because they are linked with
perception, personality and motivation. Attitudes are intrinsic parts of a persons
personality. However, a number of theories attempt to account for the formation and
change of attitudes. One such theory proposes that people seek congruence between
their beliefs and feeling toward objects and suggests that the modification of attitudes
depends on changing either the feelings or the beliefs. The theory states that cognition,
affect (emotional or feeling component of an attitude, learned from parents, teacher and
group peer member), and behavior determine attitudes and that attitudes, in turn,
determine cognition, affect and behavior. The behavioral component of an attitude
refers to the tendency of a person to act in a certain way towards someone or
something, Newstrom (2007).
The variables known to influence individual task performance are numerous
and varied. Among the most studied antecedents of job performances are job
satisfaction, job attitudes, personality, motivation, leadership, and to a lesser extent,
group processes and organization design.
Traditionally, personnel psychologists have assumed that performance, in
large part, is a function of selection, placement and training. Social psychologists, on
the other hand, have emphasized the motivational aspects of performance. Vroom and
Maiers concept, as adopted by the study of Blumberg and Pringle (2001), developed an
interactive relationship that job performance is equivalent to ability and motivation.
A three-dimensional model of job performance is developed by Blumberg and
Pringle (2001) to account for additional variables in performance aside from ability and
motivation. The three dimensions are the following: capacity to perform, willingness to
perform and opportunity to perform. Capacity represents ability, knowledge skills,
intelligence, age, state of health, level of education, endurance, energy level and similar
variables. Willingness dimension is comprised of the psychological and emotional
characteristics that influence the degree to which an individual is inclined to perform a
task. In addition to motivation, willingness represents the effect on behavior of job
satisfaction, personality, attitudes, norms, values, status, anxiety, task characteristics,
perceived role expectations and closely related concepts. Even though an individual
may be willing, and have the capacity to engage in a given behavioral act, depends on
the presence and arrangement of facts in the persons objective environment. The most
important of these facts affecting level of performance appear to be elements of the
technical system, physical conditions, actions of co-workers, actions of supervisors, and
organizational policies and procedures, Blumberg (2001).
In the studies of Barrick and Mount as adopted by Sonnentag (2002), there
are combinations between the individual differences and the situational perspective. In
essence, the job characteristic model states that a combination of situational factors and
individual differences factors is crucial for individual performance.
A theory of job performance states that job performance is behavioral,
episodic, evaluative, and multidimensional. It predicts that individual differences in
personality and cognitive ability variables, in combination with learning experiences,
lead to variability in knowledge, skills and work habits that mediate effects of personality
and cognitive ability on job performance, Dubrin (2009).
These theories lay the foundation by which this study is based upon.
Conceptual Framework
The concepts of this study include the work behavior of respondents which is
the dependent variable, job performance as the independent variable, and the profile of
respondents as the intervening variable.
The dependent variable work behavior consists of ten different components
each for the supervisors and the rank and file employees. Work behavior of supervisors
consists of planning and organizing, team work skills, communication skills,
performance management skills, professional development skills, technical expertise,
ethical awareness, problem solving/decision making skills, attendance and availability,
and human skills.
On the other hand, work behavior of rank and file employees consists of
customer service, attendance and availability, communication skills, self-awareness,
stress tolerance, teamwork, safety/health/sanitation awareness, flexibility, adherence to
corporate values and ethical standards, and professional development skills.
The independent variable job performance comprises of Performance
Management Assessment, which is an evaluation of the output and accomplishments of
the employee through the Key Result Areas, and duties and performance targets; and
Professional Responsibilities which is an evaluation of what is expected and required
from the employees such as quality, assurance, job knowledge and work attitude.
In determining these variables, the profile of respondents will also be taken
into consideration. The profile acts as the intervening variable in this study, and includes
age, appointment status, length of service, monthly salary and stress level.
Once these dimensions are known, they are expected to create and/or
increase awareness of the management on the work behavior of the supervisory and
rank and file employees and whether this affects their performance. Thereupon, an
action plan may be proposed which will help build positive work behavior among the
employees of Agus 6 and 7 HPPC and develop them to become more efficient workers.
Independent Variables Dependent Variables Output
WORK BEHAVIOR
A. SUPERVISORY LEVEL
1. Planning & Organization
2. Team Work Skills
3. Communication Skills
4. Performance Management
Skills
5. Professional Development
Skills
6. Technical / Functional
Expertise
7. Ethical Awareness / Integrity
8. Problem Solving/ Decision
Making Skills
9. Attendance and Availability
10. Human Relations Skills
B. RANK AND FILE
1. Customer Service Skills
2. Attendance and Availability
3. Communication Skills
4. Self-Awareness
5. Stress Tolerance
6. Team Work
7. Safety/Health/Sanitation
Awareness
8. Flexibility
9. Adherence to Corporate Values
and Ethical Standards
Skills
ACTION
PLAN

Intervening Variable
FIGURE 1. A Schematic Diagram of the Study
Statement of the Problem
PROFILE
A. SUPERVISORS
1. Age
2. Appointment Status
3. Length of service
4. Monthly Salary
5. Stress Level
B. RANK AND FILE
1. Age
2. Appointment Status
3. Length of service
4. Monthly Salary
5. Stress Level
JOB PERFORMANCE
Assessment
2. Professional Responsibilities
This study aimed to determine the work behavior of Agus 6 and 7 HPPC
employees, and their job performance. Specifically, it provided answers to the following
questions:
1. What is the work behavior of the supervisory level in terms of the following:
1.1Planning and Organization,
1.2Team Work Skills,
1.3Communication Skills,
1.4Performance Management Skills,
1.5Professional Development Skills,
1.6Technical Functional Expertise,
1.7Ethical Awareness / Integrity,
1.8Problem Solving/ Decision Making Skills,
1.9Attendance and Availability, and
1.10 Human Relations Skills
2. What is the work behavior of the rank and file employees in terms of the
following:
2.1Customer Service,
2.2Attendance and Availability,
2.3Communication Skills,
2.4Self-Awareness,
2.5Stress Tolerance,
2.6Team Work,
2.7Safety / Health / Sanitation Awareness,
2.8Flexibility,
2.9Adherence to Corporate Values and Ethical Standards, and
2.10 Professional Development Skills
3. What is the job performance of the respondents in terms of the following:
3.1 Performance Management Assessment
3.2 Professional Responsibilities
4. What is the profile of the respondents in terms of the following:
4.1Age,
4.2Appointment Status,
4.3Length of service,
4.4Monthly Salary,
4.5Stress Level
5. Is there a significant relationship between the profile and the work behavior
of the following employees?
5.1Supervisory-level
5.2 Rank-and-file employees
6. Is there a significant relationship between the profile and the job
performance of the following employees?
6.1Supervisory-level
6.2 Rank-and-file employees?
7. Is there a significant relationship between the work behavior and the job
performance of the following employees?
7.1 Supervisory-level
7.2 Rank-and-file employees
8. What action plan can be drawn based from the findings of the study?
Null Hypothesis
Ho1: There is no significant relationship between the profile and work behavior of:
a. Supervisory-level
b. Rank and file employees
Ho2: There is no significant relationship between the profile and job performance
of the:
Ho3: There is no significant relationship between work behavior and job
performance of the:
The null hypotheses were tested at 0.05 level of significance.
Scope and Limitation of the Study
This study focused on the work behavior and job performance evaluation
conducted for the period July to December 2011, of the employees presently working in
Agus 6 and 7 HPPC, Fuentes, Maria Cristina, Iligan City. It is limited to employees in
the supervisory and in the rank-and-file level.
The work behavior components of both the supervisory and rank and file level
were based on the Individual Assessment used by the HR of the organization. Other
factors that could possibly influence work behavior were not included in the study.
Even though Agus 6 and 7 HPPC has Agus 6 Plant and Agus 7 Plant within its
premises, Agus 6 Plant is 1.1 kilometers away from Agus 7 Plant. Because of this
distance, and most of its employees were on shifting schedule, distribution and retrieval
of the questionnaires took some time before all the data were obtained from the
respondents.
Despite these limitations this study has contributed in extending the literature on
the variables associated with work behavior and job performance.
Significance of the Study
Findings of this study would be beneficial to the following:
1. The Division of Managers of NPC-Agus 6 and 7 Hydroelectric Power Plant
Complex. This study will provide them an understanding on the different work behavior
displayed by the employees in their divisions in relation to their profile. This will guide
them in their dealing with them and in giving their employees motivation towards their
job performance.
2. Human Resource Specialist. Its result can be used as a basis in an action
plan designed to improve and encourage positive attitude and behavior towards work,
for employees to keep maximizing their potential and capabilities for organizational
success, which also contributes to their overall employee performance.
3. The employees. This will give employees an assessment of their individual
behavior at work and how it affects the performance of their corresponding department,
and to the company. This will also allow them to see the kind of trainings and
development programs needed to help increase their effectivity and their value as
employees.
4. Customers/Other Stakeholders. With the awareness of the management on
employees work behavior and performance and their action plan to motivate positive
work behavior among the employees will undoubtedly improve the effectivity and
efficiency of the workers, thus, meeting and satisfying the needs and expectations of its
customers and other stakeholders.
5. The community. An understanding of the relationship between employees
personal profile and work behavior will aide companies to maintain an effective
workforce. An effective workforce does not only attain the organizational goals but also
to the extent of community service or corporate social responsibility, which is one of the
major thrusts of NPC.
6. Future researchers. This study will provide data on employees work behavior
which can be a good pattern for future studies.
Definition of Terms:
Significant terms employed in this research were interpreted and measured
on the basis of the following operational definitions:
Agus 6 and 7 HPPC means Agus 6 and 7 Hydroelectric Power Plant
Complex. It is considered as one plant unit in the Mindanao Generation where Agus 6
Plant and Agus 7 Plant are located.
Attendance and Availability refers to the act or fact of being present at
work. Also, it is used to define the number of persons present on a particular day at
work. An attendance policy provides the guidelines and expectations for employee
attendance at work as defined, written, disseminated, and implemented by an
organization (www.humanresources.about.com)
Adherence to corporate values and ethical standards refers to the
behavior components of employees to follow and obey policies and proper procedures
of the organization in carrying out ones work.
Communication is the activity of conveying information which requires a
sender, a message, and an intended recipient. The communication process is complete
once the receiver has understood the message of the sender. Feedback is critical to
effective communication between parties (en.wikipedia.org).
Corporate values refer to the operating philosophies or principles that guide
an organization's internal conduct as well as its relationship with its customers, partners,
and shareholders. Core values are usually summarized in the mission statement or in
the companys statement of core values (www.businessdictionary.com).
Customer service refers to a series of activities designed to enhance the
level of customer satisfaction. It reflects the organization's ability to supply their
customers' wants and needs, and to constantly and consistently exceed customer's
expectations (en.wikipedia.org).
Demographic factors include a number of individual differences that
influence behavioral choices. These include such factors as socioeconomic
background, nationality, educational attainment level, age, race and sex.
Development program refers to learning opportunities designed to help
employees grow. This also provides employees broader learning which may be utilized
in a variety of settings and for future jobs.
Ethical awareness/Integrity refers to ways that people's lives are organized;
specifically they refer to the many values, principles, rules, guidelines and purposes that
define traditions, communities and disciplines. Ethical awareness is the knowledge of
these and conforming according to these standards of conduct.
Human Relations Skills refers to how a supervisor deals and relates with
other employees in such a way that employees concerns and needs are communicated
properly and taken care of.
Flexibility refers to how an employee and an employer making changes to
the time (when), location (where) and manner (how) in which an employee works to
better meet individual and business needs. It should be mutually beneficial to both the
employer and employee and result in superior outcomes
(www.workplaceflexibility.com.au).
Intervening variable refers to a hypothetical internal state that is used to
explain relationships between observed variables, such as independent and dependent
variables, in empirical research (en.wikipedia.org)
Job Performance refers to work related activities expected of an employee
and how well those activities were executed (www.businessdictionary.com).
Length of Service refers to the number of years a person has been working
in a particular company.
Motivation refers to the intrinsic inducement that propels an individual to
think, feel and perform in certain ways. It is internalized and the most important yet
elusive determinant of work behavior.
Planning and Organizing is the function of management that deals with
determining what jobs are to be done, by whom, where decisions are to be made, and
how to group employees, Decenzo and Robbins (2007).
Performance Evaluation refers to the appraisal of the accomplishment of the
employees of an organization. The determination of organizational effectiveness which
is the degree to which objectives of an organization are achieved is a cardinal task of
management, Decenzo and Robbins (2007).
Performance Management refers to the process through which managers
ensure that employees activities and outputs contribute to the organizational goals.
This process requires knowing what activities and outputs are desired, observing
whether they occur and providing feedback to help employees meet expectations,
Decenzo and Robbins (2007).
Planning is the primary function of management which focuses on setting
organizational goals and objectives, Decenzo and Robbins (2007).
Plantilla Personnel refers to employees with a permanent status. They are
recipients of every benefit, bonuses and incentives released as per the guidelines of
Department of Budget and Management (DBM) and/or the National Power Corporation.
Problem Solving/Decision Making Skills refers to
the process of working through details of a problem to reach a solution. This may
include mathematical or systematic operations and can be a gauge of
an individual's critical thinking skills. It often involves decision-making, and decision-
making is especially important for management and leadership
(www.businessdictionary.com).
Professional Development refers to the process of obtaining the skills,
qualifications, and experience that allow you to make progress in your career.
Rank-and-file refers to the subordinates or the employees who are below the
supervisory level.
Safety/Health/Sanitation Awareness refers to the knowledge of an
employee of guidelines and policies on safety and health measures and the willingness
to observe these while at work.
Self Awareness refers to the explicit understanding that one exists. It
includes the concept that one exists as an individual, separate from other people, with
private thoughts. This includes recognition of ones personality, strengths and
weaknesses, likes and dislikes (en.wikipedia.org).
Seniority refers to the length of service by an employee in a continuing or
temporary job or position.
Stress Level refers to the mental and physical condition that resulted from a
perceived threat that cannot be dealt with readily, Dubrin (2009).
Stress Tolerance refers to the capability of an employee to sustain stress
and manage it.
Supervisory Level refers to employees who are head of a section, hence
has subordinates, and has middle-level managers as their superior. They usually have a
job grade of 15. This includes the superintendents and section chiefs.
Teamwork refers to the process of working collaboratively with a group of
people in order to achieve a goal. It is often a crucial part of a business, as it is often
necessary for colleagues to work well together, trying their best in any circumstance
(www.businessdictionary.com).
Technical/Functional Expertise refers to the capability to perform the duties
of one's profession generally, or to perform a particular professional task, with skill of an
acceptable quality.
Training refers to a systematic process that will help employees acquire the
right knowledge, attitude, skills and habits to improve current performance.
Work Behavior refers to the behavior one uses in employment and is
normally more formal than other types of human behavior. This varies from profession
to profession, as some are far more casual than others (en.wikipedia.org).
Chapter 2
REVIEW OF RELATED LITERATURE
This chapter gives an account of related literature drawn from books,
journals, and unpublished sources both foreign and local which are relevant to the
study.
Related Literature
The following excerpts were taken to support this study.
Nature of people is complex and unique. As much as they have things in
common, such as the feeling of excitement over an achievement, each person is also
individually different. Any attempt to learn why people behave as they do in
organizations requires some understanding of individual differences, and this diversity
needs to be recognized and viewed as a valuable asset to organizations. Individual
differences mean that management can motivate employees best by treating them
differently. If it were not for individual differences, some standard way of dealing with
employees could be adopted and minimum judgment would be required thereafter.
However, this is not the case, and the individual differences require that a managers
approach to employees should be individual and not statistical, Noe (2004).
Bowin and Harvey (2006) in their book, Human Resources Management
queried why some organizations are successful while others fail despite the use of the
same opportunities available. Findings revealed that the key to survival and success lies
not in the rational, quantitative approaches, but rather in a commitment to irrational,
difficult to measure things like quality, customer service and most importantly, the
people or the workforce and developing their ability to be flexible to meet changing
conditions. This concept is reinforced by Corpuz (2006) that it is the people who design
and produce the goods and services and set overall strategies and objectives for the
organization. Without people, it is simply impossible for an organization to achieve its
objective.
In the current business environment, organizations in all industries are
experiencing rapid change, which is accelerating at enormous speed, Roos (2005). To
be successful in a borderless, competitive global environment, companies must be sure
to work hard on especially the people side of their business. Finck, as adopted by Roos
(2005), supported this view and stated that companies must recognize that the human
factor is becoming much more important for organisational survival, and that business
excellence will only be achieved when employees are excited and motivated by their
work. In addition, difficult circumstances, such as violence, tragedy, fear and job
insecurity create severe stress in employees and result in reduced workplace
performance, Klein (2002). To this end, successful people management is especially
important. There is much empirical evidence that effective people management and
behaviour drive organisational profitability, Riskin (2002).
However, managing human resources is always a challenge, Maximiano
(2006). Unlike managing financial assets and other material resources which are used
for business gain, human resources management is more on empowering and nurturing
the workforce through trainings and development programs. These are used to deal
with competitive challenges of globalization, the quality challenge of meeting
international standard and high performance work system challenge brought about by
the new technologies.
Moreover, challenges in managing the workforce include individual variables
such as age, abilities and skills. Between an old employee and a young professional
who is just beginning a career, it would be surprising if these age-related differences did
not occasionally lead these two individuals to choose different behaviors in otherwise
similar situations.
Workers vary widely with respect to background or demographic
characteristics, and these differences sometimes affect job performance and behavior.
According to the HR professional surveyed by Challenger Key, sources of demographic
diversity include gender, generational differences, age and ethnicity, Miller (2000).
The generation to which a person belongs may have a strong influence on
his or her work behavior and attitudes. People may behave differently on the job based
somewhat on the behaviors and attitudes typical of many members of their generation.
According to Constance Patterson, every generation is influenced by the major
economic, political and social events of its era such as the Great Depression, the
womens movement and advances in information technology, Dubrin (2009).
Some employees, though highly motivated, simply do not have the abilities or
skills to perform well which play a major role in individual behavior and performance and
the presence or absence of various abilities and skills has an obvious relationship to job
performance.
Potential stressors in a workplace also affect employees job performance
and these include those in the physical environment such as inadequate lighting, heat
stress, temperature extremes and crowding. Stressors in the individual level include role
conflict, which is perhaps the most widely examined individual stressor. It is present
whenever compliance by an individual to one set of expectations about the job is in
conflict with compliance to another set of expectations. Regardless of whether role
conflict results from organizational policies or from other persons, it can be a significant
stressor for some individuals. One of the stressors is work overload and it can be
quantitative, wherein there are too many things to do or insufficient time to complete a
job. It can also be qualitative, wherein individuals feel that they lack the ability needed to
complete their jobs or that performance standards have been set too high, Riskin
(2002).
The experience of work-related stress always produces some effects, or
consequences that are either individual or organizational in nature. Some effects are
positive, however, many are disruptive, counterproductive and even potentially
dangerous. Stress can also produce psychological consequence such as anxiety,
frustration, lowered self-esteem, aggression and depression. Some consequence may
be cognitive which would include poor concentration, inability to make sound decisions,
mental blocks and decreased attention spans. Other effects may be behavioral. Such
manifestations are accident proneness, impulsive behavior, alcohol and drug abuse,
and explosive temper loss are examples, Miller (2000).
Moderate level of stress focuses our attention and concentrate resources
where they are most needed. But when stress becomes distress, job performance falls,
memory becomes impaired, workplace accidents are more frequent, and decisions are
less effective. Overstressed employees also tend to have higher level of absenteeism.
One reason is that stress makes people susceptible to viral and bacterial infections. The
other reason is that absenteeism is a coping mechanism. At a basic level, we react to
stress through fight or flight. Absenteeism is a form of flight-temporarily withdrawing
from the stressful situation so that we can reenergize, McShane and Von Glinow (2008).
As Riskin (2002) stated, work behavior varies from one profession to another, as some
are far more casual than others. People are usually more careful than outside of work in
how they behave around their colleagues, as many actions intended to be in jest can be
perceived as inappropriate or even harassment in the work environment. In some
cases, men may take considerably more care so as not to be perceived as
being sexually harassing than they would ordinarily.
Sonnentag (2005) pointed out that people engage in many different types of
behavior in organizational settings. There are five types of behavior discussed most
often in the organizational behavior literature, and these are: task performance,
organizational citizenship, counterproductive work behaviors, joining and staying with
the organization, and work attendance. Task performance behaviors transform raw
materials into goods and services or support and maintain technical activities.
Employees in most jobs have more than one performance dimension. Some of these
dimensions are more important than others, but only by considering all of them can one
fully evaluate an employees contribution to the organization. One of the defining
characteristics of engaged employees is that they perform beyond task performance
standards or expectations. They help others without selfish intent, are actively involved
in organizational activities, avoid necessary conflicts, perform tasks beyond normal role
requirements, and gracefully tolerate impositions. Counterproductive work behaviors, as
mentioned earlier, are voluntary behaviors that have the potential to directly or indirectly
harm the organization. Task performance, organizational citizenship, and the lack of
counterproductive work behaviors are obviously important; but if qualified people dont
join and stay with the organization, none of these performance-related behaviors will
occur. Attracting and retaining talented people is particularly important as worries about
skills shortages heat up, Klein (2002). Furthermore, organizational behavior experts
have identified low job satisfaction as the main cause of turnover. Employees become
dissatisfied with their employee relationship which motivates them to search for and join
another organization with better conditions, Motowidlo (2000).
Meanwhile, behaviors of people are reasonably predicted by their attitudes.
Positive job attitudes help predict constructive behaviors. These are desired by
management because they tend to be connected with many of the positive outcomes
that managers want. On the other hand, negative job attitudes help predict undesirable
behaviors. They are both a symptom of underlying problems and a contributing cause of
forthcoming difficulties in an organization, Newstrom, (2007). Hence, employee
behaviors and attitudes are clearly important to organizations because it contributes to
organizational competitiveness and performance.
Organizations need highly performing individuals in order to meet their goals,
to deliver the products and services they specialized in, and finally to achieve
competitive advantage. Performance is also important for the individual. Accomplishing
tasks and performing at a high level can be a source of satisfaction, with feelings of
mastery and pride. Low performance and not achieving the goals might be experience
as dissatisfying or even as a personal failure. Moreover, performance if it is
recognized by others within the organization is often rewarded by financial and other
benefits. Performance is a major prerequisite for future career development and
success in the labor market. Although there might be exceptions, high performers get
promoted more easily within an organization and generally have better career
opportunities than low performers, Motowidlo (2000).
When contemplating the factors that impact on performance, a number of
interrelated issues need to be considered. Robbins, Millett, Cacioppe and Waters-
Marsh, as adopted in the study of Marchant (2000), supported that individual
performance is moderated by the personality, values, attitudes and ability of the
individual which, in combination, affect their perceptions and motivation, and ultimately
influence individual performance. In addition to the factors listed above are the issues
related to the culture of the organization and its employees. They furthermore assert
that focusing on biographical characteristics such as age, marital status and seniority
does not provide accurate, reproducible evidence of links to improved performance and
job satisfaction. More importantly, they outline the importance of employees possessing
the requisite skills and abilities to perform their duties as providing an increased
likelihood of good performance and job satisfaction, Marchant (2000).
Because of technological innovations and changes in organizational
structures and processes, individual work requirements are quickly changing. As a
consequence, continuous learning and competence development become increasingly
important. Individuals need to be willing ad be able to engage in continuous learning
processes in order to accomplish their present and future tasks successfully, Sonnentag
(2002).
Chapter 3
RESEARCH METHODOLOGY
This chapter presents the procedures and methods to be used in the data
gathering process for the study. This includes research design, research environment,
respondents of the study, data gathering procedure, research instrument and statistical
treatment of the data gathered.
Research Design
This study used the descriptive-correlational research method in coming up
with the data to answer the problem raised in Chapter 1 of this paper. Descriptive in the
sense that, this study looked into the work behavior of the supervisory and rank and file
employees, and their job performance. It is correlational, at the same time, because it
underwent testing of hypothesis to determine the relationship between the dependent
and independent variables.
Research Environment
The study was conducted in Agus 6 and 7 Hydroelectric Power Plant
Complex (HPPC), Fuentes, Maria Cristina, Iligan City, where both Agus 6 and Agus 7
power plants are located in the calendar year 2012.
Agus 6 and 7 Hydroelectric Power Plant Complex (HPPC) is one of the four
(4) hydroelectric power plants in Mindanao Generation. It has two plants namely Agus 6
Plant and Agus 7 Plant within its premises. Agus 6 Plant is operated by National Power
Corporation and was first commissioned in year 1953 and then in 1971. Of the six hydro
sites constructed along the Agus River, it was the first to be developed and completed
because the site was the most feasible, the simplest and most economical to construct.
It is also the nearest plant to expected power consumers. It has five (5) generating units
with a 200 megawatt capacity and is supplied by a water flow of about 130 cubic meters
per second. On the other hand, Agus 7 Plant was commissioned in December 1972. It
has two units and is the last plant in the Agus cascade before the Agus River enters
Iligan Bay.
Highly trained personnel are strategically assigned in both plants especially
in the operation and maintenance departments. Both plants are supported by the Plant
Technical Services (PTS) and the Administration and Finance Services.
Agus 6 and 7 Hydroelectric Power Plant Complex is ISO 9001:2008 (Quality
management System), ISO 14001:2004 Environment Management System, and ISO
18001:2007 (Occupational Safety and Health) certified, which shows the dedication of
the corporation to quality service despite of the challenges in the energy industry. In
addition to this, the plant is also the home of one of the latest tourism attraction of Iligan
City, the NPC Natures Park, which was inaugurated last July 9, 2010 and was officially
open to the public on July 10, 2010. The NPC Natures Park Project is an eco-tourism
venture of National Power Corporation aimed at harnessing the tourism potential of
Maria Cristina Falls which has been, for a long time, a tourist attraction in Iligan City.
National Power Corporation is a government-owned and controlled
corporation and has been serving the nation in the energy industry for 75 years.
Figure 2. Vicinity Map of Agus 6 and 7 HPPC
Agus 6 Plant Agus 7 Plant
Respondents of the Study and Sampling Technique
The study employed the ninety-seven (97) employees in the supervisory and
rank and file level of NPC-Agus 6 and 7 Hydroelectric Power Plants as respondents.
These are employees with plantilla and non-plantilla items, in which the latter refers to
casual or contractual status.
No sampling technique was used because the whole population of employees
were taken as respondents.
Table 1
DISTRIBUTION OF RESPONDENTS
Department
No. Of Respondents
Supervisory Rank and File
1. Office of the Plant Manager
2. Plant Technical Services
3. Administration and Finance
4. Operation
5. Maintenance
0
0
3
5
6
1
8
13
35
26
14 83
TOTAL 97 respondents
Research Instruments Used
The instrument used in the data is a modified questionnaire which
incorporated the profile of the respondents, the Stress Diagnostic Test in relation to
work setting by Martires (1993) and work behavior components derived from the
Individual Assessment from the HR Department of Agus 6 and 7 HPPC.
There were two (2) sets of questionnaires used - one for the supervisory
level, and another for the rank and file employees, since they differ in the components
of work behavior, as shown in Part II of the questionnaire.
For the employees job performance, data were taken from the record of HR
and Admin Division of Agus 6 and 7 HPP Complex.
Data Gathering Procedure
Data for this study were acquired by following the procedure: First, a letter of
recommendation to conduct study was secured from the Dean of the Graduate School
of Iligan Medical Center College. It was then given to and approved by the Plant
Manager of Agus 6 and 7 Hydroelectric Power Plant Complex who gave the researcher
permission to administer her questionnaire to the respondents. The researcher
distributed the questionnaires to the respondents, which were collected immediately
from the respondents upon completion. The data were scored and tabulated, and
subjected to statistical treatment. Data analysis was then made.
Statistical Tools Used
The statistical tools used in the analysis of the data gathered are the
following:
1. Descriptive Statistics. This includes statistical procedures that used to describe the
population being studied.
a. Frequency is used to determine the number of times an answer is being chosen
by the respondent.
b. Percentage is used as another way of expressing a proportion. A percentage is
equal to the proportion times 100.
(n/N) x 100 = % , where n = sample, N = total population
Frequency and percentage were used to answer Statement 1 of the problem,
in the presentation of the demographic profile and Statement 4, in the presentation
of the distribution of job performance rating.
c. Average Weighted Mean is used to answer Statements 2 and 3 in determining
the rating of the respondents in their work behaviour, by giving different weights
to the individual values.

2. Correlation analysis measures the strength of the relationship between two
random variables by means of a single number called a correlation coefficient.
a. Pearson Correlation Coefficient measures the strength of the linear
relationship between two variables X and Y. The estimated sample correlation
coefficient, denoted by r, is given by
This was used to determine relationship between work behavior of the
respondents and job performance in Statement 7 of the problem.
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b. Spearman Rank Correlation Coefficient is a measure of association which
requires that both variables be measured in at least an ordinal scale so that the
objects or individuals under study may be ranked in two ordered series.
This was used in answering Statements 5 and 6, in determining relationship
between profile and work behavior, and between profile and job performance.
Correlation Analysis was used to determine the relationship between the
demographic profile and work behavior and job performance.

2 2
y x
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r
Chapter 4
PRESENTATION, ANALYSIS AND INTERPRETATION OF DATA
This chapter presents and discusses the findings of this study relative to the
work behavior and job performance of Agus 6 and 7 HPP Complex, Fuentes, Iligan City.
Data are in tabular presentations. Part I discusses on the work behavior of respondents;
Part II on the job performance; Part III on respondents profile; and Part IV on the results
of the correlation analysis.
PART I. WORK BEHAVIOR OF THE RESPONDENTS
A. Supervisors
This portion discusses the work behavior of the respondents in the
supervisory level of Agus 6 and 7 Hydroelectric Power Plant Complex.
Table 2 shows the ten (10) work behavior components of the supervisors. In
terms of teamwork skills and ethical awareness/integrity, the respondents are Very
Satisfactory with a weighted mean of 4.54 and 4.51 respectively, which means that
they are very good in working together with coordination and cooperation as a team,
and in working with integrity and good ethics.
However, in terms of planning and organization, communication skills,
performance management skills, professional development skills, problem
solving/decision making skills, human relation skills, technical functional expertise, and
attendance and availability, the respondents are Satisfactory, which implies that the
respondents are good in these behavioral aspects.
With only two (2) very satisfactory behavior components out of ten, data
show that overall work behavior is Satisfactory, with an overall weighted mean of 4.38,
and hence interpreted to be good.
Table 2
Weighted Mean Distribution of the Work Behavior of Supervisors
B. Rank and File
Table 3 shows the work behavior of the rank and file employees. In terms of
attendance and availability, safety/health awareness, and adherence to corporate
values and ethical standards, the respondents rated themselves as very satisfactory
with a weighted mean of 4.51, 4.64 and 4.63 respectively. This means that they have
very good behavior in terms of being present at work and in plant activities, in the
knowledge and in observing safety and healthy protocols in the workplace, and in
practicing work ethics and values of the organization.
Work Behavior Weighted Mean Description Interpretation
1. Planning and Organization 4.31 Satisfactory Good
2. Team Work Skills 4.54 Very Satisfactory Very Good
3. Communication Skills 4.34 Satisfactory Good
4. Performance Mgt. Skills 4.36 Satisfactory Good
5. Professional Development Skills 4.29 Satisfactory Good
6. Technical Functional Expertise 4.17 Satisfactory Good
7. Ethical Awareness / Integrity 4.51 Very Satisfactory Very Good
8. Problem Solving Skills 4.39 Satisfactory Good
9. Attendance and Availability 4.47 Satisfactory Good
10. Human Relation Skills 4.40 Satisfactory Good
OVERALL Weighted Mean 4.38 SATISFACTORY GOOD
In terms of customer service, communication skills, self-awareness, stress
tolerance, flexibility, professional development, and teamwork however, the
respondents are Satisfactory, hence the respondents have a good work behavior in
terms of these areas. With only three (3) very satisfactory behavior components out of
ten, data show that overall work behavior of the rank and file employees is
Satisfactory.
Table 3
Weighted Mean Distribution of the Work Behavior
of the Rank and File Employees
Work Behavior
Weighted
Mean
Descriptive
Meaning
Interpretation
1. Customer Service 4.36 Satisfactory Good
2. Attendance and Availability 4.51 Very Satisfactory Very Good
3. Communication Skills 4.16 Satisfactory Good
4. Self-Awareness 4.25 Satisfactory Good
5. Stress Tolerance 4.32 Satisfactory Good
6. Team Work 4.46 Satisfactory Good
7. Safety/Health Awareness 4.64 Very Satisfactory Very Good
8. Flexibility 4.33 Satisfactory Good
9. Adherence to Corporate
Values and Ethical Standards
4.63 Very Satisfactory Very Good
10. Professional Development 4.19 Satisfactory Good
OVERALL Weighted Mean 4.39 SATISFACTORY GOOD
PART II. JOB PERFORMANCE OF RESPONDENTS
This section shows the job performance of supervisors and rank and file
employees, which consists of performance management and professional
responsibilities. Job performance ratings were based on the most recent performance
management assessment or PMA conducted in Agus 6 and 7 HPPC which was
conducted on the second semester of calendar year 2011.
Supervisors
In Table 4, data show the frequency and percentage distribution of the
supervisors in their job performance. In terms of performance management, the highest
distribution which is fifty percent (50%) is Low Very Satisfactory; while in terms of
Professional Responsibilities, highest distribution, which is 85.71%, is High Very
Satisfactory.
In both components, supervisors are still remarkable for performing very
satisfactorily as deemed required and necessary in their respective departments. As
depicted in the job performance column, highest frequency distribution or 10 (71.40%)
of the supervisors is High Very Satisfactory which connotes a very good overall job
performance of the supervisors.
Table 4
Frequency and Percentage Distribution of Job Performance of Supervisors
Ratings/Assessment
Performance Management
Assessment (70%)
Professional
Responsibilities (30%)
JOB PERFORMANCE
Frequenc
y
Percentage
Frequenc
y
Percentage Frequency Percentage
60 67 Poor 0 0.00% 0 0% 0 0%
68 74 Unsatisfactory 0
0.00%
0
0%
0 0%
75 83 Satisfactory 2
14.29%
0
0%
0 0%
84 89
Low Very
Satisfactory
7 50.00% 0 0% 3 21.40%
90 94
High Very
Satisfactory
4 28.57% 12 85.71% 10 71.40%
95100 Outstanding 1 7.14% 2 14.29% 1 7.10%
TOTAL 14 100% 14 100% 14 100%
B. Rank and File
Table 5 presents the job performance of the rank and file employees. More
than half or 50 of them (60.24%) are rated Low Very Satisfactory in terms of
Performance Management, while majority or 79 (95.18%) are rated High Very
Satisfactory. The highest frequency distribution of rank and file employees of both
components exhibit very satisfactory performance which indicates very good. As
depicted also in the table, highest frequency distribution or 41 (49.40%) for the job
performance of supervisors is High Very Satisfactory.
Table 5
Frequency and Percentage Distribution of Job Performance of Rank and File
Ratings/Assessment
Assessment (70%)
Professional
Responsibilities (30%)
JOB PERFORMANCE
Frequenc
y
Percentage
Frequenc
y
Percentage Frequency Percentage
60 67 Poor 0 0% 0 0% 0 0%
68 74 Unsatisfactory 0
0%
0
0%
0 0%
75 83 Satisfactory 6 7.23% 0 0% 0 0%
84 89
Low Very
Satisfactory
50 60.24% 0 0% 39 47%
90 94
High Very
Satisfactory
24 28.92% 79 95.18% 41 49.40%
95100 Outstanding 3 3.61% 4 4.82% 3 3.60%
TOTAL 14 83 100% 83 83 100%
PART III. PROFILE OF THE RESPONDENTS
This section discusses the intervening variable of this study which is the
profile of the respondents. Profile consists of age, appointment status, length of service,
monthly salary, and stress level.
Age. The frequency and percentage distribution of the respondents according
to their age is presented in Table 6. Table shows that majority of the supervisors or
57.15%, is at the age interval 56 and above. The same age interval also has the
highest percentage among the rank and file employees with 36.14%. Data implied that
majority of the workforce of Agus 6 and 7 HPP Complex is in their senior years, and are
already nearing the retirement age. This shows that the plant has been operating for
many years already and its employees have stayed until present because they are very
well compensated for their work, are enjoying the benefits, and because of the pride
they have for working in National Power Corporation.
The lowest percentage among the supervisors is the age intervals 41-45
and 46-50 with 7.14%; among the rank and file, the age interval 35 and below has
the lowest percentage distribution of 6.03%. This is most probably due to the
replacement due to retirement of some employees, the adequate work experience and
seniority in the company for supervisors, and the limited plantilla and non-plantilla items
available for new applicants, which hinders many younger people to work in the
company.
Table 6
Frequency and Percentage Distribution of the Respondents According to Age
AGE
(in years)
Supervisors
Frequency Percentage
Rank and File
35 and below 0 0.00% 5 6.03%
36-40 0 0.00% 7 8.43%
41-45 1 7.14% 7 8.43%
46-50 1 7.14% 16 19.28%
51-55 4 28.57% 18 21.69%
56-above 8 57.15% 30 36.14%
Total 14 100.00% 83 100.00%
Appointment Status. There are three types of appointment status Agus 6
and 7 HPPC. These are Permanent, Casual and Contractual or sometimes referred to
as Job Order. Table 7 shows the distribution of respondents according to their
appointment status.
It shows that majority of the Agus 6 and 7 HPP Complex employees have
permanent status. All the respondents in the supervisory level (100%) are permanent as
required by the organization, and 72 out of 83 or 86.75% of the rank and file employees
have this appointment status. Meanwhile, 6 out of the 83 rank and file respondents
(7.23%) are Casual employees, and the lowest percentage of 6.02% are Contractual in
status.
Employees in the supervisory level should have a permanent status due to
their responsibility and accountability in their work, as well as most rank and file level
positions especially in the operation and maintenance divisions. To increase savings in
manpower costs is most probably the reason why the company appointed a small
percentage of employees with casual and contractual status.
Table 7
Frequency and Percentage Distribution of the Respondents
According to their Appointment Status
APPOINTMENT
STATUS
Supervisory
Rank and File
Permanent 14 100.00% 72 86.75%
Casual 0 0.00% 6 7.23%
Contractual 0 0.00% 5 6.02%
Total 14 100.00% 83 100.00%
Length of Service. The frequency and percentage distribution for length of
service of respondents are shown in Table 8.
Majority of the supervisors, with a frequency of 8 out of 14 (57.14%), has
been serving in the corporation for 31 and above years while the lowest frequency is in
the 21-25 interval. On the other hand, the highest percentage or 38.55% of the rank
and file employees has also been serving for 31 and above years, followed by 21-25
with 27.71%, and the lowest at 11-15 years with only 3.61%.
The highest percentage shows that most employees stayed long in the
corporation most probably because of job stability and security of tenure. The lowest
percentage may be attributed to decrease in hiring during a certain period of time in the
past years due to changes in the management. Hence, some of the employees were
just in the company for less than 20 years.
Table 8
According to their Length of Service
LENGTH OF SERVICE
(in years)
Supervisory
Rank and File
Below 10
0 0.00% 10 12.05%
11-15
0 0.00% 3 3.61%
16-20
0 0.00% 6 7.23%
21-25
2 14.29% 23 27.71%
26-30
4 28.57% 9 10.84%
31 and above
8 57.14% 32 38.55%
Total 14 100.00% 83 100.00%
Monthly Salary. Table 9 shows the frequency and percentage distribution of
the respondents according to their monthly salary. The table shows that the highest
percentage or 78.57% of the supervisors are earning a monthly salary of P 45,001-
above, while 21.43% are earning P 35,001-45,000 monthly. This obviously shows that
supervisors are earning big monthly salaries being in this job level.
On the other hand, the highest percentage or 30.12% of the rank and file
respondents are earning P25,000-35,000 with the lowest at 15,000 and below with
20.48%. This percentage simply indicates their salary grade according to their job
position in the company.
Table 9
According to their Monthly Salary
MONTHLY SALARY
(in Pesos)
Supervisory
Rank and File
15,000 and below 0 0.00% 17 20.48%
15,001-25,000 0 0.00% 22 26.51%
25,001-35,000 0 0.00% 25 30.12%
35,001-45,000 3 21.43% 19 22.90%
45,001 and above 11 78.57% 0 0.00%
Total 14 100.00% 83 100.00%
Stress Level. This profile dealt with the stress respondents are experiencing
in their workplace due to workloads, pressure coming from the expectations of the
management, relationships with co-employees and their superiors, and other factors
surrounding their work environment. There are six level of stress according to Martires
(1993) with Very High as the most stressed, and Very Low as the least stressed. The
frequency and percentage distribution of the respondents to the stress levels is
presented in Table 10.
Among the supervisors, the highest percentage which is 57.14%, is in the
Fair stress level; the lowest or 14.29%, is in the Moderate level, which is more
stressful than Fair. Among the rank and file, the highest percentage of 48.19% is also
in the Fair stress level, followed by Low with 45.78% and the lowest at Moderate
with 6.03%. The highest frequency distribution of both supervisors and rank and file
employees is in the Fair stress level.
The results most probably indicates that the pressure both supervisors and
rank and file employees experience due to their work load and other factors in their
work environment is tolerable enough for them. The good and harmonious relationship
among the employees could also account for maintaining only a fair stress level among
them, despite heavy workloads, hectic schedule and other stress factors in their work
environment.
Table 10
According to their Stress Level
STRESS LEVEL
Supervisory
Rank and File
Very High 0 0.00% 0 0.00%
High 0 0.00% 0 0.00%
Moderate 2 14.29% 5 6.03%
Fair 8 57.14% 40 48.19%
Low 4 28.57% 38 45.78%
Very Low 0 0.00% 0 0.00%
TOTAL 14 100.00% 83 100.00%
PART IV. RESULTS OF THE CORRELATION ANALYSIS
This section deals with the hypotheses of the study which are concerned with
establishing relationship between the following variables: 1) profile and work behavior of
supervisors and rank and file; 2) profile and job performance of supervisors and rank
and file; and 3) work behavior and job performance of supervisors and rank and file.
A. Relationship between Profile and Work Behavior of Respondents
1. Supervisors
This section discusses on the findings of the study that deals with the
relationship of profile and work behavior of the supervisors, whether how they conduct
themselves in the work place is affected by their profile in terms of their age,
appointment status, length of service, monthly salary and stress level.
Table 11 shows the relationship between age and the work behavior of the
supervisors. Among the ten (10) components of work behavior, only human relation
skills has a p value with age that is less than the 0.05 significance level. This indicates a
significant relationship between age and human relation skills. Its negative correlation
value of -0.538 connotes that the older the age of the respondents, the lower their
human relation skills. This finding might be due to the fact that older supervisors are
most likely to be in the company for a long time already and therefore in the peak of
their career that it is no longer their need nor their priority to develop relations with other
people. Contrary to younger supervisors who are still aiming for higher level in their
career and seniority in the company they work in, relations with other people is vital in
the attainment their personal goals.
The rest of the work behavior components have no significant relationship
with age since all of its corresponding p values are greater than the 0.05 level of
significance. Hence, overall, age has no significant relationship with work behavior.
Table 11
Correlation Values between Age and Work Behavior of the Supervisors
AGE versus
Spearman
Correlation
Coefficient
Interpretation p value Conclusion
1. Planning and
Organization
-0.064 No relationship 0.828 Not Significant
2. Team Work Skills -0.021 No relationship 0.944 Not Significant
3. Communication Skills -0.090
No relationship
0.760 Not Significant
4. Performance
Management Skills
-0.178 Weak relationship 0.543 Not Significant
5. Professional
Development Skills
6. Technical Functional
Expertise
-0.310
Fair degree
relationship
7. Ethical Awareness /
Integrity
8. Problem Solving/
Decision Making Skills
-0.414
Fair degree
relationship
9. Attendance and
Availability
10. Human Relation Skills -0.538
Moderate
relationship
0.047 Significant
OVERALL Work Behavior -0.247 Weak relationship 0.396
NOT
SIGNIFICANT
The next profile is the appointment status of the supervisors. As shown in
Table 6, all of the supervisors have permanent status and cannot be compared with
each other in terms of status. Hence, it is concluded that their status has no relevance
with their work behavior and therefore, not significant.
Table 12 shows the relationship between length of service and work behavior
of the supervisors. Table shows that there are four (4) work behavior components that
have a significant relationship with length of service, as depicted by their p values which
are less than the 0.05 level of significance. These are performance management skills,
problem solving/decision making skills, attendance and availability, and finally human
relation skills. Their corresponding negative correlation values connotes that as
supervisors work longer in the corporation, their skills in performance management,
problem solving/decision making and human relations, and their attendance and
availability goes lower. This finding most likely shows that the length of service could
have caused lower motivation most probably due to lack of incentives and programs as
well that could help boost the morale of employee, hence affecting their skill in problem
solving and human relations, and their attendance. As shown also in Table 7, majority of
the supervisors are already in service for 31 years and more. Being in service for this
number of years, employees in the supervisory level could have already attained their
maximum performance and the top of their career hence, places in them a lower skill in
performance management.
Data further show that overall, length of service has a significant relationship
with work behavior. This implies that when the length of service increases, work
behavior of supervisors decreases.
Table 12
Correlation Values between Length of Service and Work Behavior
of the Supervisors
Table 13 shows the relationship between monthly salary and work behavior of
supervisors. Table shows that there is no significant relationship between salary and all
of the work behavior components. This implies that overall, work behavior of
supervisors is not affected by their monthly salary. A supervisor receiving a higher
salary than other supervisors, based on his job grade, does not necessarily mean better
work behavior. Other motivators could have a significant role other than money and one
LENGTH OF SERVICE
versus
Spearman
Correlation
Coefficient
Interpretation
p
value
Conclusion
1. Planning and Organization -0.508 Moderate relationship 0.063 Not Significant
2. Team Work Skills -0.295 Fair degree relationship 0.306 Not Significant
3. Communication Skills -0.505 Moderate relationship 0.066 Not Significant
4. Performance
Management Skills
-0.582 Moderate relationship 0.029 Significant
5. Professional
Development Skills
-0.381 Fair degree relationship 0.179 Not Significant
Expertise
-0.526 Moderate relationship 0.053 Not Significant
Integrity
8. Problem Solving/
9. Attendance and
Availability
10. Human Relation Skills -0.671 Moderate relationship 0.009 Significant
OVERALL Work Behavior -0.595 Moderate relationship 0.025 SIGNIFICANT
of them could be the status symbol of being an employee of National Power
Corporation.
Table 13
Correlation Values between Salary and Work Behavior of the Supervisors
Table 14 shows the relationship between stress level and the work behavior
of the supervisors. According to the table, three work behavior components have p
values lesser than the 0.05 level of significance, thus, showing a significant relationship
with stress level. These are communication skills, performance management skills, and
attendance and availability. According to their correlation values, this implies that as
supervisors become more stressed, their skills in communication and performance
SALARY versus
Spearman
Correlation
Coefficient
1. Planning and Organization -0.171 Weak relationship 0.558 Not Significant
2. Team Work Skills -0.146 Weak relationship 0.619 Not Significant
3. Communication Skills 0.164 Weak relationship 0.576 Not Significant
4. Performance
Management Skills
0.028 No relationship 0.924 Not Significant
5. Professional
Development Skills
-0.222
Fair degree
relationship
Expertise
-0.443
Fair degree
relationship
Integrity
-0.478
Fair degree
relationship
8. Problem Solving/Decision
Making Skills
9. Attendance and
Availability
Fair degree
relationship
OVERALL Work Behavior -0.235
Fair degree
relationship
0.418
NOT
SIGNIFICANT
management, and their attendance and availability decrease. Stress in the workplace
affects the supervisors in communicating with other people as they become
preoccupied in coping up the demands of work and especially in troubleshooting tasks
in the operations and maintenance. In addition to this, supervisors most likely cannot
closely monitor and manage the activities and performance of their subordinates as
their stress level increase, hence resulting to leave of absences in their work.
The table further shows that overall, there is a significant relationship
between stress level and work behavior of supervisors, that as their stress level
increases, their overall work behavior decreases.
Table 14
Correlation Values between Stress Level and Work Behavior of the Supervisors
2. Rank and File Employees
STRESS LEVEL versus
Spearman
Correlation
Coefficient
Interpretation
p
value
Conclusion
1. Planning and Organization -0.425 Fair degree relationship 0.130 Not Significant
2. Team Work Skills -0.437 Fair degree relationship 0.118 Not Significant
3. Communication Skills -0.727 Moderate relationship 0.003 Significant
4. Performance
Management Skills
5. Professional
Development Skills
-0.522 Moderate relationship 0.056 Not Significant
Expertise
7. Ethical Awareness/ Integrity -0.317 Fair degree relationship 0.269 Not Significant
8. Problem Solving/
9. Attendance and
Availability
10. Human Relation Skills -0.437 Fair degree relationship 0.118 Not Significant
OVERALL Work Behavior -0.556 Moderate relationship 0.039 SIGNIFICANT
This section discusses the relationship of the profile of the rank and file
employees and their work behavior.
Table 15 shows the relationship between age and the work behavior of the
rank and file employees. As depicted in the table, two work behavior components have
a significant relationship with age. These are customer service and professional
development. With their correlation value of -0.227, this implies that as the age of rank
and file employees increases, their work behavior in terms of customer service and
professional development decreases. This indicates that younger employees are better
in handling and dealing with customers, and since they are still climbing up to the top in
their career, their behavior to grow professionally is higher.
However, with only two work behavior components showing a significant
relationship with age, overall work behavior has no significant relationship with the age
profile as indicated by their p value 0.603.
Table 15
Correlation Values between Age and Work Behavior of the Rank and File
AGE versus
Spearman
Correlation
Coefficient
1. Customer Service -0.227 Weak relationship 0.039 Significant
2. Attendance and Availability -0.113 Weak relationship 0.309 Not Significant
3. Communication Skills -0.032 No relationship 0.776 Not Significant
4. Self-Awareness 0.028 No relationship 0.802 Not Significant
5. Stress Tolerance -0.013 No relationship 0.905 Not Significant
6. Team Work 0.088 No relationship 0.427 Not Significant
7. Safety/Health Awareness 0.120 Weak relationship 0.278 Not Significant
8. Flexibility -0.155 Weak relationship 0.163 Not Significant
10. Professional
Development
-0.277 Weak relationship 0.011 Significant
OVERALL Work Behavior -0.058 No relationship 0.603
NOT
SIGNIFICANT
Table 16 shows the relationship between appointment status and work
behavior of rank and file employees. As shown in the table, there is no significant
relationship between appointment status and all the work behavior components. This
implies that appointment status does not affect the work behavior of the respondents.
Employees with casual or contractual appointment status behave in the same way
permanent employees do. This relationship is most probably due to the perception of
casual and contractual employees that if an outstanding work behavior could win them
favor from their supervisors who have the position to recommend them promotion to a
plantilla position which assures them of a permanent employee status.
Table 16
Correlation Values between Appointment Status and Work Behavior
APPOINTMENT STATUS
versus
Spearman
Correlation
Coefficient
Interpretation
p
value
Conclusion
1. Customer Service -0.023 No relationship 0.838 Not Significant
2. Attendance and
Availability
4. Self-Awareness -0.077 No relationship 0.492 Not Significant
7. Safety/Health Awareness -0.079 No relationship 0.479 Not Significant
8. Flexibility 0.155 Weak relationship 0.162 Not Significant
10. Professional Development 0.115 Weak relationship 0.300 Not Significant
OVERALL Work Behavior 0.000 No relationship 0.995
NOT
SIGNIFICANT
Table 17 shows the relationship between length of service and work behavior
of rank and file employees. As shown in the table, only professional development has a
significant relationship with length of service among the ten work behavior components.
Its correlation value of -0.278 implies that when the length of service increases, their
professional development decreases. This finding is most likely because employees
who are in the service for a long time already are most probably have achieved that job
satisfaction and the prime of their career that professional development is no longer
their goal.
However, with only one work behavior component that is significant, data
further shows that overall work behavior has no significant relationship with length of
service.
Table 17
Correlation Values between Length of Service and Work Behavior
LENGTH OF SERVICE
versus
Spearman
Correlation
Coefficient
1. Customer Service -0.024 No relationship 0.831 Not Significant
2. Attendance and
Availability
4. Self-Awareness -0.022 No relationship 0.845 Not Significant
7. Safety/Health Awareness 0.052 No relationship 0.643 Not Significant
8. Flexibility -0.191 Weak relationship 0.084 Not Significant
10. Professional Development -0.278 Weak relationship 0.011 Significant
OVERALL Work Behavior -0.104
Weak
relationship
0.351
NOT
SIGNIFICANT
Table 18 shows the relationship between salary and work behavior of rank
and file employees. It shows that there is a significant relationship between salary and
the work behavior of the rank and file employees in terms of communication skills,
teamwork and flexibility. Their corresponding correlation coefficients are positive values,
which mean that employees with higher salary exhibits better skills in communication,
teamwork and flexibility. This could mean that salary is one of the motivating factors of
the rank and file employees. However, table further shows that overall, work behavior
and salary have a significant relationship as indicated by its p value of 0.021.
Table 18
Correlation Values between Salary and Work Behavior of the Rank and File
SALARY versus
Spearman
Correlation
Coefficient
1. Customer Service 0.117 Weak relationship 0.292 Not Significant
2. Attendance and
Availability
0.149 Weak relationship 0.180 Not Significant
3. Communication Skills 0.458
Fair degree
relationship
0.000 Significant
4. Self-Awareness 0.150 Weak relationship 0.176 Not Significant
5. Stress Tolerance 0.085 No relationship 0.445 Not Significant
6. Team Work 0.250 Weak relationship 0.023 Significant
7. Safety/Health Awareness 0.201 Weak relationship 0.068 Not Significant
8. Flexibility 0.223 Weak relationship 0.043 Significant
10. Professional
Development
OVERALL Work Behavior 0.253
Fair degree
relationship
0.021 SIGNIFICANT
Table 19 shows the relationship between stress level and work behavior of
rank and file employees. Data shows that there is a significant relationship between
stress level and work behavior in terms of customer service. All other components have
no significant relationship with stress. The correlation value of stress with customer
service is -0.227, which implies that when stress level increases, work behavior in terms
of customer service decreases. This relationship most likely shows that stress affects
the way employees deal and relate with other people, especially towards customers.
However, with only one significant work behavior component, overall work
behavior has no significant relationship with the stress level of rank and file personnel.
Table 19
Correlation Values between Stress Level and Work Behavior of the Rank and File
B. Relationship between Profile of the Respondents and their Job Performance
1. Supervisors
Table 20 shows the relationship between job performance and employees
profile in terms of age, length of service, monthly salary and stress level. Data shows
that only age profile is significant as having a significant relationship with performance
management. Its positive correlation value means that the older the supervisor is, the
better his performance management. Since age of an employee most likely indicates
how long he has been in the company, this relationship could mean that the years of
experience of supervisors in the workplace has developed in them such knowledge and
expertise in their specific fields.
However, overall, profile of supervisors has no significant relationship with
STRESS LEVEL versus
Spearman
Correlation
Coefficient
1. Customer Service -0.227 Weak relationship 0.039 Significant
2. Attendance and
Availability
4. Self-Awareness -0.165 Weak relationship 0.136 Not Significant
5. Stress Tolerance -0.166 Weak relationship 0.134 Not Significant
6. Team Work -0.02 No relationship 0.86 Not Significant
7. Safety/Health
Awareness
8. Flexibility -0.034 No relationship 0.758 Not Significant
10. Professional
Development
NOT
SIGNIFICANT
job performance in terms of performance management and professional responsibilities.
This implies that age, appointment status, length of service, salary and stress level does
not affect the job performance of the respondents. Their very satisfactory performance
could be influenced by other factors.
Table 20
Correlation Values between the Profile of Supervisors in Terms of Age, Length of
Service, Salary and Stress Level Profile and Job Performance
Profile
Assessment
Professional Responsibility
JOB PERFORMANCE
Correlation
Coefficient
p
value
Conclusion
Correlation
Coefficient
p
value
Conclusion
Correlation
Coefficient
p
value
Conclusion
Age 0.687 0.007 Significant -0.005 0.99
Not
Significant
0.31 0.28
Not
Significant
Length
of
Service
0.223 0.443
Not
Significant
0.106 0.72
Not
Significant
-0.016 0.96
Not
Significant
Salary 0.391 0.167
Not
Significant
0.180 0.54
Not
Significant
0.432 0.12
Not
Significant
Stress
Level
-0.365 0.199
Not
Significant
-0.256 0.27
Not
Significant
0.307 0.27
Not
Significant
2. Rank and File
As shown in Table 21, only age profile is significant as having a significant
relationship with professional responsibility. With a positive correlation value, it indicates
that the older the employee, the better his professional responsibility. Since age of an
employee most likely indicates how long he has been in the company, this relationship
could mean that the years of experience of supervisors in the workplace has developed
such expertise that responsibilities in the workplace already becomes a lifestyle.
However, as further shown in the table, overall job performance has no
significant relationship with profile, since all of the corresponding p values are all greater
than the 0.05 level of significance. This implies that the age, appointment status, length
of service, monthly salary and stress level of the rank and file employees do not affect
their job performance. Their very satisfactory job performance could be influenced by
other factors such as loyalty in the organization.
Table 21
Correlation Values Between the Age, Appointment Status, Length of Service,
Salary and Stress Level Profile of the Rank and File, and Job Performance
Profile
Assessment
Professional Responsibility
JOB PERFORMANCE
Correlation
Coefficient
p
value
Conclusion
Correlation
Coefficient
p
value
Conclusion
Correlation
Coefficient
p
value
Conclusion
Age -0.067 0.55
Not
Significant
0.217 0.05 Significant -0.010 0.93
Not
Significant
Appointment
Status
0.129 0.24
Not
Significant
0.068 0.64
Not
Significant
0.125 0.26
Not
Significant
Length of
Service
0.012 0.91
Not
Significant
0.045 0.68
Not
Significant
0.047 0.67
Not
Significant
Salary 0.050 0.65
Not
Significant
0.122 0.27
Not
Significant
0.048 0.67
Not
Significant
Stress
Level
0.129 0.24
Not
Significant
0.028 0.8
Not
Significant
0.118 0.29
Not
Significant
A. Relationship Between Work Behavior and Job Performance
This section discusses on the relationship between work behavior and job
performance the respondents in terms of its two components namely performance
management and professional responsibility.
1. Supervisors
As depicted in Table 22, there is no significant relationship between work
behavior and the performance management of supervisors, as indicated by their p
values which are all greater than the 0.05 level of significance. All ten work behavior
components do not influence the way supervisors manage and evaluate activities and
targeting key result areas of their respective departments. This finding connotes that
other factors could have played in influencing the performance management of
supervisors such as age and their loyalty in the organization.
Table 22
Correlation Values between Work Behavior of the Supervisors
and Performance Management
Assessment versus
Pearson
Correlation
Coefficient
Interpretation
p
value
Conclusion
1. Planning & Organization 0.151 Weak relationship 0.607 Not Significant
2. Team Work Skills 0.066 No relationship 0.822 Not Significant
4. Performance Management Skills 0.121 Weak relationship 0.679 Not Significant
5. Professional Development Skills -0.084 No relationship 0.775 Not Significant
6. Technical Functional Expertise -0.044 No relationship 0.881 Not Significant
7. Ethical Awareness / Integrity -0.057 No relationship 0.847 Not Significant
8. Problem Solving/Decision
Making Skills
-0.254 Fair relationship 0.381 Not Significant
9. Attendance & Availability 0.036 No relationship 0.902 Not Significant
10. Human Relation Skills -0.259 Fair relationship 0.372 Not Significant
NOT
SIGNIFICANT
Table 23 depicted that there is no significant relationship between work
behavior and professional responsibilities of supervisors, as indicated by their
corresponding p values, which are all greater than the 0.05 level of significance. All ten
work behavior components do not influence the way supervisors carry out their
responsibilities in their work especially in the area of quality, accuracy, job knowledge
and work attitude. This finding connotes that other factors could have played in
influencing their professional responsibility, such as age and their loyalty in the
organization.
Table 23
Correlation Values between Work Behavior of the Supervisors
and Professional Responsibility
Professional Responsibilities Pearson Interpretation p value Conclusion
versus
Correlation
Coefficient
1. Planning & Organization -0.239 Weak relationship 0.410 Not Significant
2. Team Work Skills -0.480 Fair relationship 0.083 Not Significant
3. Communication Skills -0.245 Weak relationship 0.399 Not Significant
4. Performance Management Skills -0.279 Fair relationship 0.334 Not Significant
5. Professional Development Skills -0.229 No relationship 0.430 Not Significant
6. Technical Functional Expertise -0.345 Fair relationship 0.227 Not Significant
7. Ethical Awareness / Integrity -0.500 Fair relationship 0.069 Not Significant
8. Problem Solving/Decision Making
Skills
-0.302 Fair relationship 0.294 Not Significant
9. Attendance & Availability -0.310 Fair relationship 0.281 Not Significant
OVERALL Work Behavior -0.386 Fair relationship 0.173
NOT
SIGNIFICANT
Furthermore, Table 24 shows that all ten work behavior components are not
significant to the job performance of supervisors, hence, confirming that overall work
behavior does not influence job performance of supervisors, as indicated by its 0.766 p
value. Table 1 shows that overall work behavior of supervisors is satisfactory meaning
good, and yet this does not affect their high very satisfactory job performance. This
finding provides insight that it is possible in some organizations, like Agus 6 and 7
HPPC, that performance of employees have other dominating factors influencing it.
Based on the theory by Blumberg and Pringle mentioned in Chapter 1, factors in the
three dimensions could be missing in the organization which when practiced,
implemented and developed among employees, it will give a relevant and essential
impact on employees performance.
Table 24
Correlation Values between Work Behavior and Job Performance of Supervisors
Job Performance
versus
Pearson
Correlation
Coefficient
1. Planning and Organization 0.283
Fair degree
relationship
2. Team Work Skills 0.205
Fair degree
relationship
3. Communication Skills 0.179 Moderate relationship 0.540 Not Significant
Skills
0.120 Moderate relationship 0.684 Not Significant
Skills
0.169 Moderate relationship 0.564 Not Significant
Expertise
-0.226
Fair degree
relationship
7. Ethical Awareness/Integrity 0.018
Fair degree
relationship
8. Problem Solving/
9. Attendance and Availability -0.101 Moderate relationship 0.732 Not Significant
Fair degree
relationship
OVERALL Work Behavior 0.088
Moderate
relationship
0.766
NOT
SIGNIFICANT
2. Rank and file Employees
Table 25 presents the data showing all ten work behavior components to be
not significant to the performance management of the rank and file employees. This
means that their accomplishment in the respective key result areas is not influenced by
their behavior at work. Some factors could have led to their very satisfactory
performance such as the organizational leadership, loyalty towards the organization,
and the work culture.
Table 25
Correlation Values Between Work Behavior and Performance Management
versus
Pearson
Correlation
Coefficient
1. Customer Service -0.125 Weak relationship 0.259 Not Significant
2. Attendance and Availability -0.088 No relationship 0.430 Not Significant
3. Communication Skills 0.027 No relationship 0.807 Not Significant
10. Professional Development -0.083 No relationship 0.458 Not Significant
NOT
SIGNIFICANT
Table 26 presents the data dealing with relationship between work behavior
and job performance in terms of professional responsibility. It shows that all ten work
behavior components are not significant to the professional responsibility of the rank
and file employees. Their work behavior as well do not influence the way rank and file
employees carry out their responsibilities in their work especially in the area of quality,
accuracy, job knowledge and work attitude. This finding connotes that other factors
could have played in influencing their professional responsibility, such as age and their
loyalty in the organization.
Table 26
Correlation Values Between Work Behavior of the Rank and File
and Professional Responsibilities
Professional Responsibilities
versus
Pearson
Correlation
Coefficient
1. Planning & Organization -0.049 Weak relationship 0.657 Not Significant
2. Team Work Skills -0.145 Fair relationship 0.190 Not Significant
4. Performance Management Skills 0.108 Fair relationship 0.333 Not Significant
5. Professional Development Skills 0.028 No relationship 0.800 Not Significant
6. Technical Functional Expertise 0.202 Fair relationship 0.067 Not Significant
7. Ethical Awareness / Integrity 0.105 Fair relationship 0.343 Not Significant
8. Problem Solving/Decision Making
Skills
0.104 Fair relationship 0.349 Not Significant
9. Attendance & Availability 0.160 Fair relationship 0.150 Not Significant
OVERALL Work Behavior 0.079 Fair relationship 0.478
NOT
SIGNIFICANT
Finally, Table 27 presents data dealing with relationship between work
behavior and overall job performance of rank and file employees. As depicted in the
table, all ten work behavior components are not significant to their job performance,
hence, confirming that there is indeed no relationship between the two variables.
Overall work behavior of rank and file employees is satisfactory meaning good, as
shown in Table 2, and yet this does not affect their high very satisfactory job
performance. Results implied that some other factors could have influenced the
performance of the respondents such as organizational leadership, work culture,
relationships between superiors and the subordinates, and loyalty towards the
organization.
Table 27
Correlation Values Between Work Behavior of the Rank and File
and Job Performance
Job Performance versus
Pearson
Correlation
Coefficient
1. Customer Service -0.129 Weak relationship 0.246 Not Significant
2. Attendance and Availability -0.107 Weak relationship 0.37 Not Significant
3. Communication Skills 0.045 No relationship 0.683 Not Significant
10. Professional
Development
NOT
SIGNIFICANT

Chapter 5
SUMMARY, FINDINGS, CONCLUSIONS, IMPLICATIONS
AND RECOMMENDATIONS
This chapter presents the summary, findings, conclusions, implications,
recommendations and the proposed action plan.
SUMMARY
Employees behavior and their performance in the workplace is a major
concern that human resource managers deal with. Knowledge and awareness of the
factors affecting these is important to identify ways to sustain a dynamic workforce in
the organization, particularly in government-owned company National Power
Corporation, which has been serving in the industry for seventy-six (76) years.
It is the objective of this study to determine the work behavior of both the
supervisors and the rank and file employees of Agus 6 and 7 HPPC, and to find out
whether there is evidence to support its relationship with the employees job
performance. In determining these variables, the profile of the respondents is also dealt
with as the intervening variable. This study will be useful to the plant management and
to its HR for it provides insights into the behavior present among the employees and
how it affect their performance at work.
The study used the descriptive-correlational research. It employed the
fourteen (14) employees in the supervisory level and eighty-three (83) in the rank and
file level, with a total of ninety-seven (97) respondents. The instrument used in the data
is a modified questionnaire, incorporating the profile of the respondents, Stress
Diagnostic Test by Martires (1993), and the different work behavior components, based
on the Individual Assessment of Agus 6 and 7 HPPC. Data for job performance were
based on the most recent Performance Management Assessment evaluation conducted
in the second semester of year 2011, which was obtained from the Human Resource
Services.
The statistical tools used in analysing the results were frequency and
percentage, weighted mean, Spearman Correlation Coefficent, Pearson Correlation
Coefficient and Point Biseral Correlation Coefficient.
The responses on the two (2) parts of the questionnaire, namely, the profile,
which consists of the demographic factors and their stress level, and the work behavior,
and their job performance ratings were computed by a statistician through the
standardized SPSS program. The relationships were tested at the 0.05 level of
significance and the data obtained from the test results provided meaningful information
for the study.
FINDINGS
The following are the major findings drawn from the conduct of the study:
Work Behavior
Respondents in the supervisory level have a Very Satisfactory work
behavior in terms of Teamwork (weighted mean=4.54) and Ethical Awareness/Integrity
(weighted mean=4.51). The rest of the work behavior components are Satisfactory.
Overall, work behavior is Satisfactory with a weighted mean of 4.38, which indicated
good work behavior.
Respondents in the rank and file level, have a Very Satisfactory work
behavior in terms of Safety Health Awareness (weighted mean=4.64), followed by
Adherence to Corporate Values and Ethical Standards (weighted mean=4.63), and
Attendance and Availability (weighted mean=4.51). The remaining seven (7) work
behavior components are Satisfactory. Overall, work behavior of rank and file
personnel is Satisfactory with a weighted mean=4.39 which indicated good work
behavior.
Job Performance
Majority or 10 of the supervisors (71.40%) were rated High Very
Satisfactory in their job performance. The rest were rated Satisfactory. Almost half or
41 of the rank and file personnel (49.40%) were also rated High Very Satisfactory.
None of the respondents were rated Satisfactory, Unsatisfactory and Poor.
Relationship Between Profile and Work Behavior
For the supervisors, tables 11 and 13 show that their profile in terms of length
of service and stress level has a significant relationship with work behavior. Hence, in
terms of length of service and stress level, H01 is rejected. Their relationship interprets
that as supervisors work longer in the corporation and as their stress level increases,
their work behavior diminishes. However, profile in terms of age, appointment status
and monthly salary have no significant relationship with work behavior of supervisors,
hence, H01 is accepted.
As for the rank and file employees, there is a significant relationship between
the salary profile and their work behavior as shown in table 17, hence in terms of salary,
H01 is rejected, such that the bigger the monthly salary, the better the work behavior is.
On the other hand, H01 is accepted in terms of the profile age, appointment status,
length of service and stress level.
Relationship Between Profile and Job Performance
For the supervisors, though age profile is significant to their performance
management, it is not significant to their overall job performance. Hence, for the profile
and job performance of the supervisors, H02 is accepted.
As for the rank and file employees, though age profile is significant to their
professional responsibility, test shows that it is not significant to their job performance,
hence, H02 is accepted.
Relationship Between Work Behavior and Job Performance
For the supervisors, test shows that overall work behavior has no significant
relationship with job performance, hence, H03 is accepted.
As for the rank and file, test shows that there is also no significant
relationship between their overall work behavior and job performance, hence H03 is
accepted. Therefore, work behavior of the supervisors and rank and file employees of
Agus 6 and 7 HPPC does not affect their job performance.
Other findings include the profile of the respondents which served as the
intervening variable in this study.
Profile of the Respondents
Age: More than half or 8 of the supervisors (57.15%) are within the 56-above age group,
while the highest frequency distribution or 30 of the rank and file (36.14%) are also
within the 56-above age group.
Appointment Status: All of the supervisors (100%) and majority or 72 of the rank and file
(86.75%) have a permanent appointment status.
Length of Service: Majority or 8 of the supervisors (57.14%) and the highest frequency
distribution or 32 of the rank and file (38.55%) have served the corporation for 31 years
and more.
Monthly Salary: Majority or 11 of the supervisors (78.57%) are earning P 45,001 and
above in a month. On the other hand, the rank and file are earning below the P 45,001-
above range.
Stress Level: More than half or 8 of the supervisors (57.14%) have fair stress level in
the workplace. While the highest frequency distribution or 40 of the rank and file
employees (48.19%) also have fair stress level.
CONCLUSIONS
On work behavior, supervisors are very satisfactory or very good in teamwork
skills and ethical awareness/integrity only, and satisfactory or good in the rest of the
work behavior components. Hence, overall work behavior of the supervisors is
satisfactory which indicates that they have a good work behavior, and it is influenced by
their length of service in the corporation and their stress level.
Work behavior of the rank and file employees are very satisfactory or very
good in Attendance and Availability, Safety/Health Awareness and Adherence to
Corporate Values and Ethical Standards. However, overall work behavior of the rank
and file is satisfactory, indicating good work behavior, and it is directly influenced by
their monthly salary.
In terms of job performance, the highest frequency distribution of both
supervisors and rank and file employees is high very satisfactory, and it is not
influenced by their profile.
Finally, work behavior of both supervisors and rank and file employees do not
affect their job performance. Based on this, Agus 6 and 7 HPPC employees are
satisfied and contented with their job as shown by Very Satisfactory performance, and
are not affected by other factors aside from the feeling and perception that as workers,
they should get the job done. Some factors indicated in the three dimensions could be
missing in the organization which when practiced, implemented and developed among
employees, will give a relevant and essential impact on employees performance.
IMPLICATIONS
Practical implications can be made from this study such as:
First, the way supervisors behave in the workplace is influenced by their
length of service and stress level, such that as length of service and stress level
increase, their work behavior diminishes. Results connoted that serving in the
corporation for many years could have caused an over-familiarity of the supervisors
toward their work that affected their motivation in their job. While the direct relationship
of salary of the rank and file towards their work behavior can be based on the notion of
money as a dominating motivator. Those with lower salary display lower work behavior.
Secondly, the insignificant relationship of work behavior to job performance
implies that other variables could have influenced performance of Agus 6 and 7 HPPC
employees, such as leader behavior; organizational policies, rule and procedures;
working conditions; relationship of co-workers and other related variables aside from the
ones used in this study.
Lastly, the results imply that as a power generating plant, Agus 6 and 7
HPPC is more inclined to hiring more male workforce than female because its major
function lies in the Operation and Maintenance Departments which are, in nature, manly
jobs. However, female employees also play a significant role in the plant particularly in
the support services. Majority of the employees have been serving in Agus 6 and 7
HPPC for a significant number of years already for them to develop and acquire that
expertise and sufficient knowledge skills in their work. Also, nature of work and work
environment itself do not cause much stress to the employees but rather is tolerable.
RECOMMENDATIONS
In view of this study, the following recommendations are presented:
1. The HR and the Plant Management
a. Train supervisors on motivating skills towards their subordinates to
improve their work behavior;
b. Establish and implement a reward and recognition system to build up the
self-esteem of the employees and inculcate both extrinsic and intrinsic
motivation towards work;
c. Enrich and enhance the potential of supervisors and rank and file
employees
by giving them opportunities to be sent to seminars and skills training that
would promote continuous learning among them;
d. Develop the stress management skills of supervisors which could sustain
them in their hectic work and still be efficient and effective;
e. Evaluation and assessment of the performance appraisal system must be
done to identify its weakness and make improvements on the system to yield
realistic information on employees performance.
2. Area for Future Research
Replication of the study to other Mindanao Generation hydropower plants for
specific data on the existing work behavior and employees performance in the
corporation. This will allow future researchers to specifically identify relationships of
these variables and come up with a more effective and efficient output that could
positively impact the human resource of the corporation. Moreover, it is also
recommended to include people in the managerial level of the corporation as
respondents of the study which will probably result to a different outcome and
perspective of the culture, performance and productivity of the corporation. And as far
as profile of the respondents is concerned, including civil status, educational attainment
and personality will be highly desirable as to explore possible relationships of these
variables to work behavior and job performance.
PROPOSED ACTION PLAN
I. Rationale
Findings reveal factors that are significantly affecting the work behavior and
job performance of the Agus 6 and 7 Hydroelectric Power Plant Complex employees.
These provide helpful insight on some characteristics of its workforce which could be a
good basis in providing programs, activities, trainings and seminars that are essential to
meeting the needs of the employees in the workplace.
The action plan proposed on implementing activities and programs that are
focused on the factors that have a significant relationship with work behavior and job
performance: length of service and stress level to the work behavior of supervisors; and
salary to the work behavior of the rank and file.
Though the data analysis shows that overall work behavior of the
respondents are satisfactory and a large percentage of the respondents has a high
very satisfactory job performance, programs and activities will help to not only sustain
the quality of employees performance but also to create avenues to develop and
maximize their value, their job knowledge and skills.
With these, the researcher sees motivation as one aspect that needs to be
strengthened. Rank and file employees need to be motivated not just by their salary to
do their jobs better. The supervisors, after so many years of service, needs to sustain
that motivation for continuous learning and development in their jobs, and handle stress
properly.
Motivated employees look forward to coming to work every day. They
contribute to the organization and its success, improving the organizations competitive
edge. Inspiring employees to perform their best requires a different approach for each
employee. Some employees are self-motivated, while others require quite a bit of
motivation from their supervisors or managers. Good leaders know how to identify what
motivates each team member and how much motivation each team member needs.
II. General Objectives
To propose an action plan for the management of Agus 6 and 7 HPPC to
undertake that would focus on the variables that are significant to work behavior job
performance.
In particular, this Action Plan aims to:
1. Provide avenue for employees to develop and enhance their technical
skills;
2. Provide avenues to strengthen intrinsic and extrinsic motivation of
employees to perform their work efficiently and effectively;
3. Propose ways and means to create a motivated work environment;
4. Provide avenue for employees to develop their stress tolerance in the
work setting; and
5. Evaluate and improve the existing performance appraisal system.
NEEDS/
WEAKNESSES
OBJECTIVES
PROGRAMS/PROJECT
S/ACTIVITIES
TIMEFRAME
PERSONS
IN-CHARGE/
INVOLVED
BUDGET
EVALUATION
AND
MONITORING
STRATEGIES
I. EFFICIENCY
OF EMPLOYEES
1. Motivation and
morale of
employees
2. Reward and
recognition
system
3. Commitment to
achieve
objectives and
targets
To develop and
enhance their
technical skills
To strengthen their
commitment to
work through active
participation in goal
setting during the
departmental
planning session.
To reinforce the
desired behaviour of
employees through
a reward and
recognition system
To stir and create
determination and
commitment of
employees to be
achievers in terms
of organizational
goals
Avail of more
seminar and trainings
for technical skills
offered by Civil
Service and even by
other private
enterprises
Preparation of a year
plan of activities and
events
Employee recognition
through public
acknowledgement of
achievements
Employee of the
Year award for
employees displaying
exemplary work
behavior and high task
performance
To give incentives or
perks to departments
who have complied
targets and deadlines,
and contributed to high
ratings during external
audit (i.e., IMS, QMS)
All year-round
October
(every year)
before end of
the last quarter
1
st
Monday of
every month
Annually
-will be given
at the 1
st
month of the
next CY
After every
scheduled
performance
audit
Division
Managers,
Section Chiefs
and staff
personnel
Supervisors
Plant Manager,
Division
Managers and
HR
Plant Manager,
Division
Managers and
HR
P 50,000
(P10,000 per
department for
meals and
snacks)
N/A
P300 (for plaque
or trophy)
P10,000
In a year
Minutes of
meeting
Calendar of
events
File performance
management
assessment forms
Update records
of achievements
and awards of
employees
Planning and
evaluation among the
supervisors and
manager
Monitoring of
objectives, plans
and targets per
department

7
4
NEEDS/
WEAKNESSES
OBJECTIVES
PROGRAMS/PROJECTS
/ACTIVITIES
TIMEFRAME
PERSONS
IN-CHARGE/
INVOLVED
BUDGET
EVALUATION
&
MONITORING
STRATEGIES
4. Motivational
skills of
supervisors
To train those in
the managerial
and supervisory
level how to
motivate their
subordinates to
improve their
work behavior
Provide activities on
team building and
group dynamics
Conduct proposed
seminar on Motivating
Team Members that
will include the basic
theories of motivation
Perform an individual
assessment of
subordinates to identify
their weaknesses and
strengths in order to
understand how and
what areas employees
need motivation
Feedback from
subordinates
Once a year
(start of
calendar year)
2 days
- at the start of
calendar year
Twice a year
(per semester)
HR Officer,
Section Heads and
Superintendents
and employees
HR Officer/
Division
Managers,
Superintendents
and Section
Chiefs
Division
Managers,
Superintendents
and Section
Chiefs
P10,000 (for
snacks and
supplies)
Php 33,450.00
(includes
professional fee
of speaker/
facilitator, meals
and training
materials)
N/A
Feedback and
evaluation
Documentation
of activity
Report on
Training
Program
HR file on
individual
assessment/
matrix of
competence

7
5
NEEDS/
WEAKNESSES
OBJECTIVES PROGRAMS/PROJECTS
/ACTIVITIES
TIMEFRAME PERSONS
IN-CHARGE/
INVOLVED
BUDGET EVALUATION &
MONITORING
STRATEGIES
5. Stress tolerance
of employees
6. Wellness
Program
To train
supervisors ways
to cope up stress
and to manage
oneself while
keeping
themselves
effective and
efficient
To improve the
well-being of
employees
Conduct in-house
seminar on Stress
Management for
Team Leaders
For the rank and file
employees: Conduct
seminar on Stress
Management for
Workers
Provide employees
healthy and fun
ways to get exercise
while at work
Recommend and
ensure that healthy
foods be served at
the canteen
September
16, 2013
September
17-18, 2013
(2 batches)
Every Friday
afternoon
Daily or
weekly
HR Officer/
Superintendents
and Section
Chief
HR Officer/
Rank and File
Employees
Senior Nurse
Senior Nurse
Php 5,465.00
(includes meal
and materials
expense)
P 22,045.00
(includes meal
and materials
expense)
P500/week
N/A
Report on
training
program
Pre-Training
and Post
Training
Evaluation
Record
File record of
wellness program
implemented
Record/
monitoring of
status and health
conditions of
employees
Comment box
or evaluative of
the canteen

7
6
NEEDS/
WEAKNESSES
OBJECTIVES
PROGRAMS/PROJECTS/
ACTIVITIES
TIMEFRAME
PERSONS
IN-CHARGE/
INVOLVED
BUDGET
EVALUATION
&
MONITORING
STRATEGIES
II. IMPROVEMENT
OF
PERFORMANCE
MANAGEMENT
ASSESSMENT
1. A more efficient
and effective
performance
appraisal
procedure
To evaluate and
assess efficiency
of existing
administration of
performance
appraisal
system;
To refresh
managers and
supervisors
importance of
proper appraisal
of employee to
avoid perceiving
it merely as
another chore to
be complied.
Education and
communication on the
rationale behind modifying
appraisal procedure and the
benefits in training and
development
participation and involvement
during the development of the
new performance appraisal
system to encourage
ownership;
negotiation and agreement on
the final mechanism of
appraisal and of the areas to
be
appraised to ensure alignment
with the corporate direction;
Facilitation and support
during the implementation
phase of the new system of
the employees and line
managers involved.
March 1-14,
2013
Plant Manager,
Division
Managers, and
HR Officer
N/A Planning
session and
minutes of
meeting
Internal Memo
records
Provision of
procedure thru
Procedure
Manual

7
8
BIBLIOGRAPHY
A. Books
Corpuz, Crispin Rafol, Ph.D. (2006). Human Resource Management, Revised
Edition. Manila: Rex Book Store.
Decenzo, D. A. and Robbins, S. P. (2007). Fundamentals of Human Resource
Management. 9
th
Edition. NJ: John Wiley & Sons, Inc.
Dubrin, Andrew J. (2009). Fundamentals of Organizational Behavior.
Singapore:Cengage Learning Asia Pte. Ltd.
Ivancevich, J.M. and Matteson, M.T. (1996). Organizational Behavior and
Management. 4th Edition. McGraw-Hill Co.
NEEDS/
WEAKNESSES
OBJECTIVES
PROGRAMS/PROJECTS/
ACTIVITIES
TIMEFRA
ME
PERSONS
IN-
CHARGE/
INVOLVED
BUDGET
EVALUATION
&
MONITORING
STRATEGIES
II. IMPROVEMENT
OF PERFORMANCE
MANAGEMENT
ASSESSMENT
1. A more efficient
and effective
performance
appraisal procedure
To evaluate and
assess
efficiency of
existing
administration
of performance
appraisal
system
Hold performance review
meetings, active
performance appraisal
conversation ,
performance appraisal
feedback and
performance consulting
After first
administration
of new
assessment
procedure
Plant
Manager,
Division
Managers,
and HR
Officer
P1,000
(for
snacks)
Planning
session and
minutes of
meeting
Internal Memo
records
Martires, Concepcion Rodil, Ph.D. (2004). Human Resources Management
Principles and Practices. 3rd Edition. Mandaluyong City: National Book
Store, Inc.
Martires, Concepcion R., et.al. (1993). Management of Human Behavior in
Organizations. Mandaluong City: National Book Store, Inc.
Maximiano (2006). Managing Human Resources in the 21st Century, 1st
Edition.. Manila: Rex Book Store, Inc
McShane, S. and Glinow, M.V. (2008) Organizational Behavior, 4
th
Edition. NY:
McGraw-Hill/Irwin.
Newstrom, John W. Ph.D. (2007). Organizational Behavior: Human Behavior
at Work. 12th Edition. NY: McGraw-Hill/Irwin.
Noe, R. A. and et.al. (2004). Fundamentals of Human Resource Management,
International Edition. New York:McGraw-Hill/Irwin.
Sison, Perfecto S. (2003). Personnel Management in the 21st Century. 7th
Edition. Manila: Rex Book Store.
B. Published/Unpublished Materials
Blumberg, M. and Pringle, C.D. (2001). The Missing Opportunity in
Organizational Research: Some Implications- for a Theory of Work
Performance. Academy of Management Review, Vol. 7 No. 4, 560-569.
Klein, K. E. (2002). Motivating from the top down. Business Week Online,
1/9/2002, pN.PAG,01p.
Marchant, Teresa (2000). Strategies for Improving Individual Performance
and Job Satisfaction at Meadowvale Health. Journal of Management
Practice, Volume 2, 63-65.

Miller, Lynn. (2000). Executive Briefing: Strategic Intelligence. HR Magazine.
Volume 45, No.10.
Motowidlo, S. J., et. al. (2000). A Theory of Individual Differences in Task
and Contextual Performance. Human Resource Management Review
Volume 10, Issue 1, 115126.
Riskin, G. (2002). Attitude, behavior from top down affect profitability.
Texas Lawyer, 18(17), 1-3.
Roos, Wanda (2005). The Relationship Between Employee Motivation, Job
Satisfaction and Corporate Culture.
Sonnentag, S. (2002) Psychological Management of Individual
Performance. UK:John Wiley & Sons, Ltd.
Sonnentag, S. and Frese, M. (2005). Chapter 1 Performance Concepts and
Performance Theory. UK:John Wiley & Sons, Ltd.
C. Others/Internet
Heathfield, S.M. Attendance. www.a bout.com
Pierce, G. Importance of Employees or the Human Workforce
http://EzineArticles.com/4797345
http://businessdictionary.com
http://en.wikipedia.org
http://www.workplaceflexibility.com.au
http://www.vital-learning.com/group.cfm?g=266
13 April 2012
MR. ANTONIO F. SUEZO, JR.
Plant Manager
Agus 6 & 7 Hydroelectric Power Plant Complex
Fuentes, Maria Cristina, Iligan City
Dear Mr. Suezo:
In partial fulfillment of the requirements of Master of Management-
Human Resources Management of the Graduate School in Iligan Medical
Center College, I, Krisna Mae A. Salatandre, a registered student of the said
APPENDIX A
institute, am working on my thesis entitled The Profile and Work
Behavior of Agus 6 & 7 HPP Complex Employees and Its Implication
to Job Performance.
In relation to this, I would like to ask for permission to distribute my
questionnaires to my respondents. They are all the employees in the
supervisory and rank-and-file level of Agus 6 & 7 HEP Plants. Attached are
the questionnaires which are designed to elicit the information needed for
the study. Rest assured, that all information obtained will be kept in strict
confidence and will be solely used for the purposes of this study.
Hoping for your kind consideration to this request. Thank you and God
bless!
Very truly yours,
KRISNA MAE A.
SALATANDRE
Noted by:
DR. ERNESTO ILAGO
Dean, Graduate School
Iligan Medical Center College
Dear Respondent:
I, Krisna Mae A. Salatandre, a registered student of Master of
Management-Human Resources Management in Iligan Medical Center
College, am currently working on my thesis entitled The Profile and
Work Behavior of Agus 6 & 7 HEP Complex Employees and Its
Implications to Job Performance as part of the requirement in my
graduate studies in the said institute.
As the thesis title indicates, my respondents are all the employees in
APPENDIX B
the supervisory and rank and file level of Agus 6 & 7 HPP Complex. This
study aims to determine the relationship of employees profile and their
work behavior which influences employee performance in the organization.
It is in this regard that I would be very grateful if you could complete
the attached questionnaire and return it to me immediately after
completion. As much as possible, please do not leave any item in the
questionnaire blank. Your cooperation in this undertaking is very valuable in
its success.
Rest assured, that all information obtained in this study will be kept in
strict confidence and will be used solely for the purposes of this study.
Thank you very much and God bless you more.
Very truly yours,
Krisna Mae A. Salatandre
Researcher
QUESTIONNAIRE FOR SUPERVISORY LEVEL
Thesis Title: The Profile and Work Behavior of Agus 6 & 7 HPP Complex
Employees
and Its Implication to Job Performance
I. PROFILE
A. Instruction: Place a CHECK mark on the space provided before the answer.
Name of Supervisor or the Ratee (optional):
___________________________________________
APPENDIX C
B. STRESS DIAGNOSTIC TEST. This test will determine your level of stress.
Instruction: Indicate whether the conditions below are sources of stress to
you in the work setting.
Write the number of your corresponding answer on the space
provided:
1 NEVER 2 RARELY 3 OCCASIONALLY 4 SOMETIMES 5 OFTEN 6
USUALLY 7 - ALWAYS
_____ 1. The work objectives are not clear to me.
_____ 2. My job duties and responsibilities are unclear.
_____ 3. Unnecessary tasks or projects are given to me to be accomplished.
_____ 4. I work on company matters in the evenings or on weekends at home.
_____ 5. Reporting to somebody above me is not clear.
_____ 6. Individuals reporting to me are not definite and clear.
_____ 7. The tasks assigned to me are too difficult and/or complex.
_____ 8. I lack sufficient training or experience to perform my duties properly.
_____ 9. The number of projects or assignments to be performed by me at the
Same time is unmanageable.
_____ 10. Opportunities for advancements for me in this organization are lacking.
_____ 11. My career progress is affected by staying in this organization.
_____ 12. There are few opportunities for me to grow and learn new knowledge
and skills in this organization.
_____ 13. There is not enough time for me to take an occasional break.
_____ 14. I am made responsible for the development of my colleagues or associates.
_____ 15. I have to give counseling to my subordinates in their problems.
II. WORK BEHAVIOR
Rate the degree of your supervisory skills by placing a check mark according to
the different criteria.
Length of service (in
years):
[ ] below 10 [ ] 21-25
[ ] 11-15 [ ]
26-30
Legend: 5 Very Satisfactory 3 Undecided
4 Satisfactory 2 Unsatisfactory 1 Very
Unsatisfactory
Monthly salary (in Php):
[ ] 15,000 and below [ ]
35,001-45,000
[ ] 15,001-25,000 [ ] 45,001 &
above
Age (in years):
[ ] 35 and below [ ] 41-45 [ ] 51-55
[ ] 36-40 [ ] 46-50 [ ] 56 and
above
Appointment Status:
[ ] Permanent
[ ] Casual
[ ] Contractual (Job
Order)
LEGEND:
SCORE STRESS
LEVEL
91-105 - Very High
76-90 - High
51-75 - Moderate
31-50 - Fair
16-30 - Low
7-15 - Very Low
TOTAL SCORE: _____ STRESS ELVEL: ________________
Job Position (Write complete
answer):
__________________________________
1. PLANNING AND ORGANIZING
1.1Develop monthly objectives and priorities
1.2Standardize routine And detailed work
1.3Anticipate crisis
1.4Do difficult task first
1.5Follow through planned action
2. TEAM WORK SKILLS
5 4 3 2 1
2.1work collaboratively with others
2.2Develop plans for group effort
2.3Analyze work plans
2.4Listen and understand new concepts from the group
2.5Convene the group in meeting deadlines
3. COMMUNICATION SKILLS
3.1Understand new concepts and theories
3.2Analyze work plans/gives clear and complete instruction
3.3Formulate clear and measurable objectives
3.4Keep confidential matters
3.5Choose effective medium for the message
4. PERFORMANCE MANAGEMENT SKILLS
4.1Believe that high productivity results to high pay
4.2Create atmosphere of improved working conditions
4.3Give constructive feedback and performance appraisal
4.4Provide high employee morale
4.5Work with proper utilization of time and energy
5. PROFESSIONAL DEVELOPMENT SKILLS
5.1Exhibit self confidence in professional relationships
5.2Build harmonious relationships
5.3Negotiate deals with professionalism
5.4Give scholarship and attend seminar to deserving employees
5.5Common interest should be discussed and explained.
6. TECHNICAL EXPERTISE
6.1Operate in perfect timeline
6.2Keep on continuous improvement
6.3Resourceful and alert
6.4Well-informed and updated in recent trends of technology
6.5Knowledgeable in crisis prevention
7. ETHICAL AWARENESS
7.1Make thoughtful and ethical decisions under stressful conditions
7.2Adherence to ethical practice
7.3Keep promises and commitments
5 4 3 2 1
7.4Believe that leadership is in practice than theory
7.5Assume responsibility in ones sphere of work
8. PROBLEM SOLVING/DECISION MAKING SKILLS
8.1Solve problems creatively
8.2Get things done on time
8.3Assess negative consequences
8.4Ability to find good solutions
8.5Detect facts and develop alternatives
9. ATTENDANCE AND AVAILABILITY
9.1Utilize time and material resources wisely
9.2Set priorities for program of activities
9.3Assertiveness in meeting deadline
9.4Concludes assignment dependably
9.5Very thorough and prompt
10. HUMAN RELATION SKILLS
10.1 Ability to work collectively with others
10.2 Well-liked by everybody
10.3 Effective leader
10.4 Attend to employees concerns
10.5 Create a motivated workforce
QUESTIONNAIRE FOR RANK AND FILE EMPLOYEES
Thesis Title: The Profile and Work Behavior of Agus 6 & 7 HPP Complex
Employees
and Its Implication to Job Performance
I. PROFILE
A. Instruction: Place a check mark on the space provided for your answer.
Name of Employee or the Ratee (optional):
___________________________________________
Age (in years):
[ ] 35 and below [ ] 41-45 [ ] 51-55
[ ] 36-40 [ ] 46-50 [ ] 56 and above
Job Position (Write complete
answer):
__________________________________
B.STRESS DIAGNOSTIC TEST. This test will determine your level of stress.
Instruction: Indicate whether the conditions below are sources of stress to
you in the work setting.
Write the number of your corresponding answer on the space
provided:
1NEVER 2RARELY 3OCCASIONALLY 4SOMETIMES 5OFTEN 6
USUALLY 7-ALWAYS
_____ 1. The work objectives are not clear to me.
_____ 2. My job duties and responsibilities are unclear
_____ 3. Unnecessary tasks or projects are given to me to be accomplished.
_____ 4. I work on company matters in the evenings or on weekends at home.
_____ 5. Reporting to somebody above me is not clear.
_____ 6. Individuals reporting to me are not definite and clear.
_____ 7. The tasks assigned to me are too difficult and/or complex
_____ 8. I lack sufficient training or experience to perform my duties properly.
_____ 9. The number of projects or assignments to be performed by me at the
same time is unmanageable.
_____ 10. Opportunities for advancements for me in this organization are lacking.
_____ 11. My career progress is affected by staying in this organization.
_____ 12. There are few opportunities for me to grow and learn new knowledge
and skills in this organization.
_____ 13. There is not enough time for me to take an occasional break.
_____ 14. I am made responsible for the development of my colleagues or associates
_____ 15. I have to give counseling to my subordinates in their problems.
II. WORK BEHAVIOR
Rate the degree of your skills by placing a check mark according to the
different criteria.
Length of service (in
years):
[ ] below 10 [ ] 21-25
[ ] 11-15 [ ] 26-
30
[ ] 16-20 [ ] 31
Monthly salary (in Php):
[ ] 15,000 and below [ ] 35,001-
45,000
[ ] 15,001-25,000 [ ] 45,001 &
above
[ ] 25,001-35,000
Legend: 5 Very Satisfactory 3 Undecided
4 Satisfactory 2 Unsatisfactory 1 Very
Unsatisfactory
Appointment Status:
[ ] Permanent
[ ] Casual
[ ] Contractual (Job
Order)
LEGEND:
SCORE - STRESS
LEVEL
91-105 - Very High
76-90 - High
51-75 - Moderate
31-50 - Fair
16-30 - Low
7-15 - Very Low
TOTAL SCORE: _____ STRESS LEVEL: __________________
1. CUSTOMER SERVICE
1.1Extends quality and excellent service to clients
1.2Deals with tact and diplomacy
5 4 3 2 1
1.3Has deep concern for people
1.4Ability to work under pressure
1.5Manifests consideration and understanding to customers
2. ATTENDANCE AND AVAILABILITY
2.1Always on the job and cooperates and participates in companys programs
and activities
2.2Practices effective time management
2.3Recognizes the value of time
2.4Informs supervisor in case of absence from work
2.5Work schedules are properly disseminated in advance
3. COMMUNICATION SKILLS
3.1Ability to write reports
3.2Ability to express ones ideas
3.3Ability to sort and categorize data
3.4Ability to explain and describe information accurately
3.5Ability to understand what others are saying
4. SELF-AWARENESS
4.1Ability to detect ones attitude towards co-workers
4.2Possesses a keen sense of awareness on things that are not in the norms of
proper conduct
4.3Interprets ones motives, needs and desires in a given situation
4.4Immediately responds to a stimulus
4.5In good health and condition for work
5. STRESS TOLERANCE
5.1Ability to accept change
5.2Uses proper ways on how to work
5.3Ability to manage and prioritize conflicting individual and organizational
goals
5.4Has support and understanding from families
5.5Unaffected in stressful events like flood, death and accidents
6. TEAM WORK
6.1Works collaboratively with others
5 4 3 2 1
6.2Develops plans for group effort
6.3Analyzes work plans
6.4Listens and understands new concepts from the group
6.5Cooperates with the group in meeting deadlines
7. SAFETY/HEALTH/SANITATION AWARENESS
7.1Conscious of environmental health and safety in the workplace
7.2Adheres and complies to organizations rules/guidelines and safety signages
7.3Aware of the presence of the safety, health and environment personnel or
committee in the workplace
7.4Uses PPEs as needed and required
7.5Promotes the improvement of an environment friendly and healthy
technology
8. FLEXIBILITY
8.1Allows new processes to evolve
8.2Willing to learn new procedures
8.3Flexibility in handling process exceptions
8.4Ability to adapt to changing environment
8.5Changes are made from plans to strategies
9. ADHERENCE TO CORPORATE VALUES AND ETHICAL STANDARDS
9.1Believes that values and ethics are central to any organization
9.2Knows and understands the corporate values of the company
9.3Professional ethics are at the core of work
9.4Practices ethical standards and values in the workplace
9.5Duty, honor and integrity are evident to the company.
10. PROFESSIONAL DEVELOPMENT
10.1Skills and knowledge are attained for career advancement
10.2There is interest in life long learning
10.3Keeps in step with new technology and practice
10.4Pursues professional development offered by the company
10.5There is shared learning with people who have common goals

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WORK BEHAVIOR AND JOB PERFORMANCE OF

AGUS 6 AND 7 HYDROELECTRIC POWER PLANT COMPLEX EMPLOYEES:

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