The University of the East

Caloocan City

THE IMPACT OF INDIVIDUAL DIFFERENCES TO THE SELECTION

OF PROSPECTIVE EMPLOYEES OF THE PHILIPPINE
POSTAL CORPORATION

In Partial Fulfilment
Of the Requirements in Human Behavior
In Organizations

Submitted by:
Santiago, Sara Andrea Nia P.

Submitted to:
Prof. Albert Enriquez

ACKNOWLEDGEMENT

The researcher would like to express her deepest gratitude to the

following persons who contributed greatly upon the completion of this research
undertaking:
To the Almighty Father, for the endless guidance and wisdom that he has
bestowed upon the researcher;
To Professor Alberto Enriquez, for the continuing assistance imparted to
the researcher for the ease of information gathering;
To Mr. Jojo Sarita, the researchers supportive uncle, for the generous
help in gathering the needed data relevant to the undertaking;
To Mr. Alfredo Santiago and Mrs. Marigold Santiago, the researchers
dearest parents, for the undying love and assistance to the researcher in times of need;
To Ms. Sophia Angelu Santiago and Ms. Marian Christine Aurea Santiago,
for the joy and laughter in times of exhaustion and loneliness;
To the Human Resource Department of the Philippine Postal Corporation
for the warm accommodation during the accumulation of information; and
To all writers and authors who made this study possible through detailed
guidelines and explanations of the topic.

TABLE OF CONTENTS

Philippine Postal Corporation

2

The researcher

Mandate

Goals

Mission

Vision

Core Functions

The Logo

History of PHLPost

Organizational Structure

Introduction
Individual Differences

11

Key Sources of Individual Differences

13

Objectives of the Study

18

Research Methodology

19

Presentation, Analysis and Interpretation of Data

21

Analysis

24

Interpretation

25

Summary of Findings and Conclusion

Summary of Findings

27

Conclusion

29

Philippine Postal Corporation (PHLPost)

Mandate:

 To plan, develop, promote and operate a nationwide postal system with a

network that extends or makes available, at least ordinary mail service, to any
settlement in the country; and
To provide for the collection, handling, transportation delivery, forwarding, and
exchange of postal matters between nations
Goals:

Improve employees competence and morale;

Shift to a sustainable business culture;
Strengthen core competencies;
Create and innovate products and services to meet customer demands;
Institutionalize standard operating systems;
Strengthen strategic international alliances; and
Review or propose to PCC Mandate or Charter.

Mission:
The Philippine Postal Corporation or PHLPost provides efficient, competitive, and
on- time delivery of communications, goods, and payment services in any Filipino
community.

Vision:
By 2020, PHLPost is the preferred universal delivery service provider
communications, goods, and payment in every Filipino community.
Core Functions:

of

 To provide for the collection, handling, transportation, delivery, forwarding,

returning and holding of mails, parcels, and like materials, throughout the
Philippines, and, pursuant to agreements entered into, to and from foreign
countries;
determine and dispose of, in a manner it deems most advantageous, with law
and settled jurisprudence, confiscated or non-mailable mail matters, prohibited
articles, dead letters and undelivered mails, except the sale of prohibited drugs,
dangerous materials, and other banned articles as defined by law; and
To plan, develop, promote, and operate a nationwide postal system with a
network that extends or makes available, at least ordinary mail service, to any
settlement in the country.
The Logo
In line with its move to reposition its product and services and achieve
rebranding, PHLPost adopted on April 10, 2012 its new corporate logo with the
design below:

The Philippine Postal Corporation logo has the following elements in its design:

 The abbreviation of PHLPost, as its official abbreviation by virtue of

Administrative Order No. 5 and enacted on December 9, 2010 which states:
"Adoption and use of ISO Codes PH and PHL for the Philippines", with PHL in
blue and Post in red;
The tri-color -- red, blue, and yellow, akin to the Philippine flag. The colors as
they appear on different screens may vary. The actual color values are provided
under "Signature Colors & Restrictions" and will ensure uniformity;
The three lines cutting across the name PHLPost depicting speed; and,
The yellow "Kartero" (Mr. Postman) icon in motion:
- floating on the left hand a dual rendition of a letter and parcel
-

package;
the left hand raised up in the air, positioning the package slightly
above the eye level and same hand almost touching the rim of the

kartero's cap; and

- Head in an upright position, slightly tilted up and forward looking.
"The Postman" represents the thousands of dedicated men and women of the
Philippine Postal Service. A symbol of service excellence, the postman delivers
mail that touches the lives of people across the country and around the world.
History of PHLPost
The Philippine postal system has a history spanning over 250 years. The first
post office was established in the city of Manila in 1767. It was organized under a new
postal district of Spain in 1779, encompassing Manila and the entire Philippine
archipelago. In 1783, the postal service was organized in the Philippines-overseas mail
from the Philippines was conveyed to Europe by Spanish ships via eastbound routes
through Mexico. Later on, the postal district was re-established on December 5, 1837.
After a year, Manila became known as a leading center of postal services within Asia.
6

Spain joined the Universal Postal Union in 1875, which was announced in the
Philippines two years later.
During the Philippine Revolution, President Emilio Aguinaldo ordered the
establishment of a postal service to provide postal services to Filipinos during that time.
On September 5, 1902, it was organized as a bureau under the Department of Trade
(currently known as Department of Trade and Industry) by virtue of Act No. 426, which
was passed by the Philippine Commission. The Philippines finally joined the Universal
Postal Union in January 1, 1922 as a sovereign entity.
With the overhaul of the Philippine bureaucracy in 1987, the Bureau of Post was
renamed the Postal Service Office (PSO) by the virtue of Executive Order No. 125
issued by then-President Corazon Aquino on April 13, 1987. It was also that order which
placed PSO under the Department of Transportation and Communications (DOTC). On
April 2, 1992, by virtue of the Republic Act No.7354 issued by then-President Fidel V.
Ramos, PSO became a government owned and controlled corporation named as the
Philippine Postal Corporation of more commonly known today as PHLPost.

Organizational Structure

PPC Rationalization is primarily aimed at improving service responsiveness, and

self-sustaining and focused operational capability of each postal area. Similar or related
functions, programs and activities of different offices were grouped to eliminate overlaps
and promote efficiency. Some functional units were also renamed to better indicate the
functions being performed by such units. The same shall consist of the following
operating units with the corresponding functions:
A. Office of the Board of Directors - Formulates policies, prescribes and
promulgates the rules and regulations for the attainment of the objectives of PPC.
B. Office of the Postmaster General - lmplements plans, programs and policies
approved by the Board concerning the management and operationof the PPC.

C. Office of the Assistant Postmaster General for Administration and Finance

Provides administrative assistance to the Postmaster General in carrying out the
mandate of the Corporation by administering and overseeing functions related to the
procurement, acquisition management and development of resources.
D. Office the Assistant Postmaster General for Operations Administers and
oversees functions related to the development and implementation of policies, rules and
regulations relative to mail operations in the overall network including the international
arena.
E. Office of the Assistant Postmaster General for Management Support Services
- Provides assistance to the Postmaster General in carrying out the mandate of the
Corporation and administers and oversees functions related to the management of PPC
resources.
F. 9 Postal Areas - Oversees the implementation of all promulgated policies
approved by the PPC, monitors and evaluates on-going programs and operations
relevant to the overall functions of each unit in the region and recommend possible
improvements.

INTRODUCTION
Individual Differences
The workplace is considered as one of the most competitive environments
that a person can battle into since not just ones skills and abilities are being measured
but also his/ her capacity to easily adapt to that kind of environment. It may seem to be
a piece of cake, but the tricky part is, adapting to the situation involved also means
accustoming yourself to the people around you. Individual differences are variations on
how people respond to the same situation based on the personal characteristics.
Usually, the setting and situation dictates the attitude and personality that an individual
will express in order to efficiently fulfil his/ her work performance. A study was

10

conducted by Marcus Buckingham in order to emphasize the importance of citing the

differences among people. He surveyed over 80, 000 managers and concluded that
exceptional managers value the abilities and capabilities of their employees including
their oddities and quirks. These managers clearly know how to use and adjust the
strengths of their employees to the necessary workload, even modifying its job
description.
Below are the following consequences of individual differences that have a
major impact in managing people:
a. People differ in productivity. - Various researchers suggested that as the work
become more complex, individual differences create larger impact on the end
result.
b. Quality of work varies because people vary in their propensity for achieving
high- quality results. for instance, a conscientious person takes pride in
achieving a high quality work since they are very meticulous when it comes to
details, however, a less- conscientious individual does not usually care to the
quality of his end- result.
c. Empowerment is effective in some workers, but not with all. This practice
aims to let employees have the authority to decide in various cases and
enrich their decision- making letting them have the self-fulfilment in their
respective jobs. On the other hand, some employees are not fond of
additional responsibilities and mental involvement. They prefer easier and
entry- level working.
d. A given leadership style does not work with all people. The style that the
management implements may vary on the workplace involved. This may

11

include close or lenient supervision by the manager depending on the

performance of the employee.
e. People differ in their need for contact with other people. Socialization is one
part in order to adapt to ones surroundings. However, human contact may
depend based on the personality, traits, values, and beliefs of such individual.
Some people become restless when left alone, and therefore, the outcome
created was of a lesser quality. Also, other people can work alone and still
maintain high productivity in their jobs.
f. Company management will find that commitment to the firm varies
considerably. Loyalty and commitment to the company has diversity among
the employees. These also become factors to the productivity of employees
and the quality of the end- products of the company.
g. Workers vary in their level of self- esteem, which, in turn, influences their
productivity and capacity to take on additional responsibilities. individuals
who have high self- esteem tend to believe that they can cope of with the
challenges of life and they are worthy of being happy (self- efficacy and selfrespect). Education, basic skills, and work experience have been found out to
have a big impact to the economy. People who reached higher educational
degrees or have the technical skills and experience become confident in their
own abilities, and thus, there is high productivity in the company.
Key Sources of Individual Differences
A. Demographic Diversity refers to the differences in background factors
relating to the workforce that help share workers attitudes and behavior.
Key Sources of Demographic Diversity:

12

 Sex and Gender Differences. Studies show that disparity of both

affects the work and performance of individuals. Sex differences
refer to the actual biological variations, such as the weight and
height. On the other hand, gender differences refer to the
distinction of perception between male and female roles. In terms of
communication, men communicate in order to clearly convey facts
and ideas, but women communicate to establish rapport and solve
problems. According to Janet Shibley Hyde, too much emphasis on
gender differences can critically affect the performance and endresult of the work.
Generational and Age- Based Differences. Typically, people vary
their attitudes and behavior in the workplace based on the
generation they have lived in, together with the values inclined
during their time. However, generational differences often bring
about the concept of stereotyping. For instance, other people
believe that younger individuals tend to slack off during their
working hours and therefore, there is less productivity in the
workplace. Based on the research of Constance Patterson, social,
political, and economic events create great impacts to the lifestyle
of every generation. One specific example is the Great Depression.
Another is the continuous advancing of technology in the society.
Age differences include a focus on mental and physical capabilities.
It should not, however, be confused with the experience of an

13

individual. Experience varies on the employment and work of a

person regardless of his/ her age.
Ethnic, Racial, and Cultural Differences. Attitudes and values may
be distinct based on the differences in races and ethnicity. It usually
forms part on the culture or way of living of a certain group. It has
been concluded that the greater the similarities among diversified
employees within a company, the greater the positive influence to
the results or outputs.
B. Mental Ability or Cognitive Intelligence is the capacity to acquire and apply
knowledge which includes problem solving. The use of mental ability tests
has been consistently proven to accurately measure the capacity of an
individual to perform a task. Intelligence is not merely limited to problem
solving. Researchers have proposed the Triarchic Theory of Intelligence. It
is composed of three subtypes: analytical, creative, and practical. The (1)
analytical subtype is the traditional type of intelligence needed for solving
difficult problems with abstract reasoning; the (2) creative subtype is the
type of intelligence required for imagination and combining things in novel
ways; and the (3) practical subtype is the type of intelligence required for
adapting to an environment to suit an individuals needs. In laymans term,
being practical means being street smart. Multiple intelligence shows the
ability of a person to know and understand the world in distinctly different
ways and angles and look into various views. According to Howard
Gardner, people possess eight faculties:
Linguistics;
Logical- mathematical;
Musical;
14

 Spatial;
Bodily- kinaesthetic;
Intrapersonal;
Interpersonal; and
Naturalist.
C. Personality refers to the persistent and enduring behavior patterns of an
individual that are expressed in a wide variety of situations. It is the
combination of traits, attributes, and characteristics that make each and
every individual unique.
Eight Major Personality Factors:
Neuroticism or the lack of emotional stability. People with this
condition tend to have more distress and breakdowns in
times of stress;
Extraversion or the outgoing and social personality. It
involves being talkative and active;
Openness to experience or people who think outside the box
because they wanted something new and original rather
than sticking to their comfort zones;
Agreeableness or the quality of the persons interpersonal
orientation. Usually, this type of individual is friendly and
cooperative;
Conscientiousness implies dependability. It consists of selfcontrol, responsibility, and virtue. It includes that number of
goals on which the individual focuses;
Self- monitoring behavior or the process of observing and
controlling how people appear to others. High self- monitors
tend to do what they want others to say about them. They
become overly conscious of their actions and behavior;

15

 Risk taking and thrill seeking or the people who crave

constant excitement on the job and are willing to take the
risk; and
Optimism or the tendency to experience positive emotional
states and to typically believe that positive outcomes will
come forth in most of their activities.
D. Emotional Intelligence or EQ is the extent to which people recognize selfawareness and has the ability to manage their feelings and emotions thus,
exercising empathy for others and developing social skills. The following are the
dimensions of emotional intelligence:

Self- awareness or an individuals capability to identify what

they are feeling. Generally, people who have high selfawareness tend to become more efficient and productive
because they guide properly their own behaviors;
Managing emotions refers to a persons control over
negative emotions such as anxiety, fear, and anger so as to
not interrupt with the individuals goals;
Motivating oneself involves the continuous perseverance
and the drive to complete tasks, reduce barriers, and
decrease failure. It also includes being optimistic and
determined;
Empathy is the ability of a person to put oneself into the
situation of another. In this sense, that individual is able to

16

impliedly determine the feeling or attitude of another if they

were in the same instance; and
Social skill refers to the capability of an individual to adapt
with his/ her environment by getting along well with others
and establishing rapport in the workplace.

Objectives of the Study

The primary objective of this study is to determine the impact of individual
differences to the selection of prospective employees of the Philippine Postal
Corporation or PHLPost. Below are the following specific objectives needed in order to
gather the relevant information for this research:
To be able to determine the requirements by the Human Resource Department
needed by the prospective employees in order to be selected in the organization;
To be able to identify the key sources of individual differences present in the
selection process of the HR department; and
To be able to analyze the difference inclined within each individual based on the
same environment -- the selection process.

RESEARCH METHODOLOGY
17

In order to complete this study, the researcher gathered the necessary data
relevant to the impact of individual difference to the selection of prospective employees
of PHLPost. The researcher made used of a 16- item descriptive type of questionnaire.
She surveyed a total of 20 employees from the Human Resource Department of the
Philippine Postal Corporation. In comparison to the qualitative process, the researcher
considered the flexibility of the descriptive type wherein she could easily translate and
interpret the findings of her survey using figures that would be generated. The Human
Resource Department is primarily responsible for the application, selection, interviews,
and hiring of the potential employees in the organization. In that sense, they require
certain qualifications, as well as restrictions on who should be included in their
company. The selection of employees may become beneficial or a hindrance to the
overall success of an organization. Detailed assessment must be made and follow- up
evaluations must be done in order to select the needed individuals for the job. The
conducted survey played a great role to the completion of the study. Accurate and
relevant data have been tallied and went through the process of analysis and
interpretation.
Inclined with this, the researcher used the Likert Scaling Technique, which was
developed by Dr. Rensis Likert, an American educator and organization psychologist.
The purpose of this statistical treatment of data is to determine the level of
agreeableness of an individual to a certain situation. Below is a 5- Point Likert Scale
which serves as a basis to the level of likelihood of the respondents:

18

Numerical Value

Point Range

Verbal Interpretation

4.50-4.99

Always True

3.50-4.49

Usually True

2.50-3.49

Occasionally True

1.51-2.49

Usually Not True

1.00-1.49

Never True

5
4
3
2
1

PRESENTATION, ANALYSIS AND INTERPRETATION OF DATA

The main goal of this research is to determine the impact of individual differences
to the selection process of the Human Resource Department through the guide of
specific objectives:
First is to determine the requirements that must be present in an individual;
Second, to be able to understand the key sources of individual differences which
makes up the overall uniqueness of an employee; and
Third is to assess the difference of each individual adapting the same
environment which is the selection process.

19

Shown below is the table corresponding to the impact of individual differences to

the selection of prospective employees of the Human Resource Department. It
represents the level of agreeableness or disagreeableness to various statements. The
information presented here are substantial to the development of the study.

Table 1. Degree of Likelihood of the Impact of Individual Differences to the

Selection Process

Statement

Strongly
Agree
F
X5

Agree
F

Neutral

Disagree

X4

X3

X2

Strongly
Disagree
F
X1

Weighted
Mean

Verbal
Interpretati
on

1.
Proper
time
management is a vital
factor to the productivity of
the employees.

14

70

24

4.70

Strongly
Agree

2.
Individuals
who
accumulated greater work
experience are preferable
over newly- graduates.

15

20

21

3.25

Neutral

24

10

2.63

Neutral

3. Women are given

additional responsibilities
20

than men because of their

trustworthiness.

4. An individual who has

taken and passed a Civil
Service Examination is
more likely to be hired than
those who did not take the
test.

10

50

28

4.25

Agree

5. People who tend to be

conscientious have the
capability to achieve the
quality targets of the
company.

25

32

18

3.85

Agree

15

16

12

10

2.85

Neutral

30

36

3.95

Agree

15

75

20

4.75

Strongly
Agree

25

11

44

3.95

Agree

20

15

60

4.15

Agree

25

12

48

4.10

Agree

6. Ethnical differences
become a hindrance to the
work performance of the
employees.
7.
Close
supervision
among employees must be
practiced
within
the
workplace.
8. Commitment and loyalty
to the organization can
become
beneficial
in
achieving the goals of the
company.
9. An individual with high
self- esteem has the
capability to handle greater
responsibilities.
10. A technology savvy
increases the finished
number of workloads
through its easy access of
the computer.
11. Mental ability tests are
necessary in order to

21

determine the skills and

capacity of an individual.
12. Good communication
starts with a person having
high interpersonal skills.
13. An impulsive behavior
may lead to the delay of
the job performance.
14. A worker exercising
self- awareness clearly
knows his/ her strengths
and weaknesses.
15.
Relationship
management
decreases
the barrier between the
employer and his/ her
employees.
16. Constructive criticism
is not a form of punishment
to the employee.

20

12

48

3.90

Agree

25

10

40

12

3.95

Agree

35

11

44

4.25

Agree

30

12

48

4.20

Agree

35

32

15

4.10

Agree

Analysis
In the first statement, the respondents strongly agreed that proper time
management is a vital factor to the productivity of the employees with a weighted mean
of 4.70. Same results have occurred in statement eight in which the commitment and
loyalty of an individual to the organization can be beneficial to the attainment of their
goals, with a weighted mean of 4.75.
22

Most of the results have shown that the respondents agreed to various instances
in the workplace. As seen in the fourth statement, with a weighted mean of 4.25, an
individual who has taken and passed a Civil Service Examination is most likely to be
hired than those who did not. Another is the ninth statement whereby an individual with
high self- esteem has the capability to handle greater responsibilities, accumulating a
weighted mean of 3.95. In statement 13, impulsiveness in the behavior may lead to the
delay on the productivity of the company, gathering a weighted mean of 3.95. It was
also agreed on the 16th statement that constructive criticism is not a form of punishment
to the employee, with a weighted mean of 4.10.
On the other hand, some of the data revealed neutrality in which undecided
answers were present.

As in the case of the second statement, an individual

accumulating greater experience in work is preferable over newly- graduated

individuals, accumulating a weighted mean of 3.25. Similarly, statement six gave
impartiality to ethnical differences becoming a hindrance to the work performance of an
employee, with a weighted mean of 2.85.

Interpretation
In an organization, psychological contracts exist. This is when an employee
provides various contributions such as loyalty, commitment, his/ her skills and
competencies, effort, time, and ability. In exchange for these, the employer or company
practices inducements like pay and career opportunities, benefits, status, and even
promotion opportunities. As in the case of statement eight, wherein the respondents
23

agreed that commitment and loyalty are important factors to the productivity and
achievement of the goals of the company. It should, however, be noted that these
psychological contracts must be balanced between both parties. It should be fair and
equitable so as to not create unnecessary insecurity and anxiety to the employee and
the organization. Such imbalance may generate dissatisfaction to one party resulting to
an attempt to change the relationship.
Researchers have been constantly studying thousands of personality traits
relevant to the workplace. One of which is an individuals agreeableness. This trait
makes an individual to become cooperative, understanding, and good- natured in terms
of dealing with their co- workers. In statement 15, gathering a weighted mean of 4.20,
relationship management decreases the barrier between the employee and the
organization. It goes to show that people with high level of agreeableness tend to
develop good working relationship to others while people who are less agreeable find it
hard to adapt with the environment of the organization.
Cases occur when stereotyping is present in the workplace. Stereotyping
is the process of labelling a person based only on a single attribute. However, this
generation has become open to the fact that skills, capabilities, attitude, personality, and
more are factors to be considered before hiring must be done. This competitive
environment changes rapidly. As for the case on the third statement, with a weighted
mean of 2.63, the respondents became impartial as to women are given more
responsibilities than men because of their trustworthiness. In most organizations,
gender does not take up a great percentage to the important factors to be hired,
although some companies still make it specific whether they wanted to hire male or
24

female employees. Overall, it depends upon ones skills and capabilities, together with
the proper attitude and personality, that a person may be qualified to a company.

SUMMARY OF FINDINGS AND CONCLUSION

Summary of Findings
The following are findings acquired through the analysis and interpretation of
relevant data inclined with the first specific objective which determines the requirements
needed by the prospective employee in order to be selected in the process:

25

1. With a weighted mean of 4.25, the organization prefers an individual who

has taken and passed the Civil Service Examination for this test
determines a persons eligibility to work in any government office, in which
it includes the Philippine Postal Corporation;
2. Gathering a weighted mean of 4.10, mental ability tests are necessary in
order to further determine the skills, capabilities, and weaknesses of an
individual. Through this, the organization may properly give the right tasks
to the employees. This is also one way to avoid job mismatch or the
tendency to create disparity between the employee and his/ her
capabilities;
3. Gender is not the only basis as to the selection process of the company
which was based on the third statement, accumulating a weighted mean
of 2.63. An individuals skills and how he/ she behaves in the workplace
become other vital factors in order to hire them; and
4. Good communication skills must also be present in order to promote
rapport among the members of the organization. With a weighted mean of
3.90, people who develop interpersonal skills may become more efficient
and avoid the delay when it comes to job performance.
Based on the second specific objective in which the researcher aims to identify
the key sources of individual differences inside the workplace, the following are the
accumulated data through their interpretation and analysis:
1. With a weighted mean of 3.85, conscientiousness or the ability of an
individual to prioritize his/ her goals through careful planning, responsible

26

decision- making, and a self- disciplined behavior greatly helps in the

production of quality targets and meet deadlines;
2. Individuals who recognize themselves with high self- esteem boost their
confidence to be able to work effectively and create fewer delays in their
work performances. Acquiring a weighted mean of 3.95, self- esteem is
the extent to which an individual believes that he deserves credit and is
worthwhile in whatever job he/ she is doing; and
3. Self- awareness is another key dimension present in the workplace which
gathered a weighted mean of 4.25. A person aware of his/ her strengths
and weaknesses has the tendency to balance it all out in the work
environment.
Lastly, enumerated below are the following findings through analysis and
interpretation of the third specific objective, which is the difference of each
individual in the same situation and its impact to the selection process of the
organization:
1. An impulsive behavior is a form of negative emotionality. This attitude
does not benefit the company nor its employees. With a weighted mean of
3.95, the respondents have agreed that impulsiveness causes setback to
the target goals of the company;
2. People who have a broad range of knowledge in the technical aspects are
more likely to easily access the computer and efficiently produce the
target tasks. With a weighted mean of 4.15, technology savvy individuals
decrease the errors to be made and ease the workloads; and
3. Cultural diversity in the workplace may be a hindrance to the productivity
of the overall organization. Gathering a weighted mean of 2.85, the
27

respondents became impartial as to its impact to the organization.

Although ethnic differences are globally accepted, some companies tend
to become conscious to its effects in the work environment.
Conclusion
Individual differences are the individuals personal attributes that vary from one to
another. It may be physical, psychological, and even emotional. The determination of
these differences increases the chance of a person- job fit attribute. It is whereby the
contributions of an individual balances out the inducements of the organization provided
to them. However, the rapid changes in the society affect the behavior and skills of an
employee. Simple performances may be difficult to measure objectively and accurately.
Continuous reassessments and evaluations must be done in order to maintain and
improve the capabilities of these workers.
Personality, on the other hand, is part of the individual differences which takes up
mostly on the impression of the human resource department. Aside from the
technicalities such as the age, gender, educational experience, and the like, how an
individual behaves himself in an environment has been critically inspected. The attitude
of an employee must become an asset and not a liability to the company in order to
achieve its goals. Moreover, various attributable traits are specifically needed in every
task that an employee will be doing. Socialization is another factor to the continuous
harmonic relationship within the company. It must be made known that good rapport
establishes less delay in the job performance. Overall, it is important for the individual to
evaluate himself in order to distinguish his/ her strengths and weaknesses. Ethnicity

28

must be taken into account since diverse workplaces have become immense during the
recent years. Therefore, there is a great impact to the human resource department to
recognize the difference of the individuals before hiring the latter into the organization.

BIBLIOGRAPHY
Dubrin, A. J., (2013). Individual differences, mental ability, and personality. Principles of
Organizational Behavior. 20- 37. Singapore: Cengage Learning Asia Pte Ltd.
Merriam- Websters collegiate dictionary. (2015). Springfield, MA: Merriam- Webster.
Moorhead, G. & Griffin, R. W., (2010). Behavior of individuals. Organizational Behavior:
Managing People and Organizations. 56- 70. China: China Translation & Printing
Services Limited.

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Philippine Postal Corporation. (n.d.). History of PHLPost. Retrived on August 23, 2015
from www.phlpost.gov.ph.
Philippine Postal Corporation. (n.d.). Corporate Profile. Retrived on August 23, 2015
from www.phlpost.gov.ph.

30

APPENDICES

APPENDIX A: Letter to the Respondents

Greetings!

31

The researcher would like to conduct a survey regarding her study entitled THE
IMPACT

OF

INDIVIDUAL

DIFFERENCES

TO

THE

SELECTION

OF

THE

PROSPECTIVE EMPLOYEES OF PHILIPPINE POSTAL CORPORATION.

Please answer the questions truthfully and honestly. Rest assured that all the
gathered information will be treated with utmost confidentiality. Thank you for your
cooperation!

Sara Andrea Nia P. Santiago

The Researcher

APPENDIX B: Survey Questionnaire

Greetings!
The researcher would like to conduct a survey regarding her study entitled THE
IMPACT OF INDIVIDUAL DIFFERENCES TO THE SELECTION OF THE PROSPECTIVE
EMPLOYEES OF PHILIPPINE POSTAL CORPORATION.

32

Please answer the questions truthfully and honestly. Rest assured that all the gathered
information will be treated with utmost confidentiality. Thank you for your cooperation!
Sara Andrea Nia P. Santiago
The Researcher

Name:

Gender:

Number of years in service:

Age:

Directions: Read the statements carefully. Check the box which corresponds to your answer.
Legend:
SA Strongly Agree

N Neutral

A Agree

D Disagree

SD Strongly Disagree

SA

1. Proper time management is a vital factor to the productivity of

the employees.

2. Individuals who accumulated greater work experience are

preferable over newly- graduates.

3. Women are given additional responsibilities than men because

of their trustworthiness.

4. An individual who has taken and passed a Civil Service

Examination is more likely to be hired than those who did not take
the test.

5. People who tend to be conscientious have the capability to

achieve the quality targets of the company.
SA
A
N
6. Ethnical differences become a hindrance to the
work performance of the employees.

33

SD

SD

7. Close supervision among employees must be

practiced within the workplace.

8. Commitment and loyalty to the organization can

become beneficial in achieving the goals of the
company.

9. An individual with high self- esteem has the

capability to handle greater responsibilities.

10. A technology savvy increases the finished

number of workloads through its easy access of the
computer.

11. Mental ability tests are necessary in order to

determine the skills and capacity of an individual.

12. Good communication starts with a person

having high interpersonal skills.

13. An impulsive behavior may lead to the delay of

the job performance.
14. A worker exercising self- awareness clearly
knows his/ her strengths and weaknesses.

15. Relationship management decreases the

barrier between the employer and his/ her
employees.

16. Constructive criticism is not a form of

punishment to the employee.

34