ABSTRACT

As in many other fields of employment, the security guards are the most valuable

asset for any organization who meet laid out objective and performance goals. The

performance of the employees depends on various factors. Due to obvious reasons, these

factors have a strong bondage with the employees and their behavior.

The main purpose of this study is to determine the factors that influence job performance

of Security Guards in University of Southern Mindanao.

The researchers utilized the descriptive method using interview guide questionnaire.

These were distributed to 48 Security Guards in University of Southern Mindanao. The

percentages, frequencies, and weighted mean were computed for the profile of the respondents

in terms of socio-economic characteristics (age, gender, employment status, educational

attainment, number of years of service, shifting schedule, post assignment, monthly salary,

trainings and benefits received) and job performance factors. In testing the hypothesis, Chi-

Square Test was used.

Results of the study showed that the overall computed means of all the factors found

to have an influenced with the job performance.

The study showed that all factors indicated in the study have significant influenced

to the job performance of the security guards.

Based on the findings, the following conclusions were derived; Majority of the

respondents are male and in their adult years. Most of them have reached college only

served for twelve years and still job order. More than half are assigned to day shift and
resides near to their post assignment. All have attended trainings and received benefits.

Almost all are receiving monthly salary of P5,000-7,000.

As a whole, the respondents are being agreed that employment status, years in

service, shifting schedule, health, educational attainment, distance to post assignment,

support of administration, salary, trainings and benefits have significantly influenced job

performance as security guards and therefore the hypothesis is rejected.

The study finally recommends an intervention from the administration to support

the security guards, especially the availability of technical facilities needed to perform their

jobs effectively and efficiently. Providing incentives, insurance and health benefits for

them and for their family to keep them motivated and satisfied in performing their duties.

Lastly, improve the skills, knowledge, and competencies among security guards through

national and local seminars and trainings and in employing modern technology to their line

of work.
 INTRODUCTION

Security and safety are among the most prominent basic needs of men from the

ancient times. People managed to place scientific, technological advances and living

conditions to healthier standards after providing security and safety which are the basic

needs of people. Basically, security is a means to protect lives, intellectual properties,

reputations and material resources needed to pursue one’s goals from loss or damage as a

result of the occurrence of risks. It involves the use of human intelligence, physical senses,

physical attributes, experience and flexibility to address a desired security need or result.

Essentially, a security guard is often the first person a visitor encounters when

entering a facility. For that reason, it is important that guards are well-trained and motivated

to perform their duties to the best of their abilities.

The breadth of scope of the guard functions is just a part of the human barrier as

one of the six elements of physical security to complete the security chain. The guard may

seem to occupy a very minute role in the security elements because its absence will make

all the other elements of security useless. As one principle of security states, “Security is

good only as its weakest link.” Therefore, it is only with the mastery of the guard functions

that a true security guard shall achieve his/ her worth as an instrument of security. It is only

with the mastery of the art and science of guarding that a guard would deserve to be called

a PROFESSIONAL!

As Security Agent, his fundamental duty is to serve the interest and missions of his

agency in compliance with the contract entered into with the clients or customers of the
agency he is to serve. Thus, he shall be honest in thoughts and deeds both in his official

personal actuations, obeying the laws of the land and the regulations prescribed by his

agency and those established by the company he is supposed to protect.

On the other hand, the job performance of the guards employed in this field is yet

another subject that requires focus of attention. Guards’ job performance, in other words

their gratification is important in terms of the efficiency of the employer organization.

Individual performance is of high relevance for organizations and individuals alike.

Showing high performance when accomplishing tasks results in satisfaction, feelings of

self-efficacy and mastery. Moreover, high performing individuals get promoted, awarded

and honored. Career opportunities for individuals who perform well are much better than

those of moderate or low performing individuals (Sonnentag, S., Spychala, A. and Volmer,

J., 2008).

Statement of the Problem

The performance of security office and individual performance of its personnel are

being reviewed, evaluated and contained in various reports in the University of Southern

Mindanao. The factors influencing their job performance however has not been as

thoroughly investigated and documented as those perhaps in other university offices,

departments and other security agencies. It is therefore along this context that this study

was conducted to find answer to the following questions:

1. What are the socio-economic characteristics of security guards in University of

Southern Mindanao, Kabacan, Cotabato?

 2. What are the factors that influence job performance of security guards in University

of Southern Mindanao, Kabacan, Cotabato?

Objectives of the Study

The study was sought to determine the socio-economic characteristics and the

factors that influence job performance of security guards in the University of Southern

Mindanao.

Significance of the Study

The significance of this study is to reveal which factors are important that will have

a greater impact to enhance the performance of the security guards in the future that will

be used by the top management to decide on what support to implement and to provide to

create meaningful change and transform their workplace. This study will be beneficial to

their line of work because it will give them a better view of factors that can be of great use

in doing their job efficiently. This will also reveal what should be done both to obtain

productivity at work and to raise the job performance of the workers.

For the researcher, the study will also benefit her as a student and even as a part of

the security force to further enrich her knowledge on the factors that influence the

performance of the security guards in relation to their kind of job.

It will be an important research material to the educators that can help them create

better teaching strategies which can improve the performance of their students. This will
help them understand the factors that influence job performance in the lives of security

guards.

To the future researchers, this may be used as a reference material and guide in the

conduct of a study similar to the previously conducted one.

Above all, conducting research is a requirement in the course subject taken by the

researcher.

Scope and Delimitation of the Study

This study focused only on the factors that influence job performance and is limited

to the security guards in the University of Southern Mindanao, Kabacan, Cotabato. The

demographical information is limited in the survey forms in order not to reveal the

identities of the respondents. Because of this delimitation, results of this study may not be

applicable to security guards employed in other state universities in the regions of the

country or in other parts of the Philippines.

Operational Definition of Terms

In order to clarify their meaning as used in the current project, the following

frequently used terms are defined below.

Performance – something done by an employee; an important criterion for organizational

outcomes and success.

Post – a detailed placed or place of assignment of a security guard to perform his duty.
Security Guard – a person employs in the University assigned to protect its properties,

employees and students.

REVIEW OF RELATED LITERATURE

 There are several key determinants enhancing factors that could promote and

motivate performance towards work. The following studies show the various factors

needed to influence job performance.

Benefits

Benefits are often taken for granted, since almost all organizations offer them to

permanent employees. Organizations gain reward power, because they are able to provide

positive valences that employees find valuable. Research has found that reward systems

have a significant impact on employee’s perception of organizational leadership. The

incentive industry is booming. Organizations invest in developing programs that attract,

retain, and motivate employees. This is because incentive programs work. Basically, you

obtain the performance of employment you deliver in terms of benefits.

The results of employee rewards play an important role in organizational behavior.

The rewards an organization provides will be rewarded back to the organization by the

positive employee behavior. According to Maslow’s Hierarchy of Needs, one of the levels,

safety needs, includes rewards such as seniority plans, health insurance, employee

assistance plans, severance pay, and pensions. The secondary need, called the Need for

Security, may be met with benefits from the job. This drives them to do well.

Moreover, rewards bring motivation. Employee motivation occurs when

management takes steps to foster a work environment where employees are self-driven to

perform their job tasks at a level that meets or exceeds management’s standards. Employers
can see a spike in the level of interest among employees with a well-planned reward system.

If the system continues successfully, even greater performance level and job satisfaction

can be achieved. Rewards, whether in the form of gift cards, cash, or time off, increase

performance. Employees often come to work with a new attitude once a reward system is

put in place, and executives see a healthier and happier work environment. In fact,

employee incentives programs can increase overall reduce turnover, boost morale and

loyalty, improve employee wellness, and increase retention. Aside from motivation, many

believe that spending more on benefits is worth it, because it attracts, maintains, and retains

outstanding employees (Kelsey, 2013).

Salary

People are often motivated by money. The salary a worker is paid by his employer

can have a great influence on his performance in the administration. A worker doesn’t

simply view his salary as a dollar amount, he sees it as the value his employer places on

him as a worker. The level of appreciation he feels can have a direct impact on his overall

performance.

A worker is more likely to perform to his potential if he’s happy with the salary he

is earning. A person earning a high salary feels motivated to do a good job, because he

wants to please his employer to retain his position. His salary brings him a feeling of

security, allows him to feel accomplished and gives him a high status ranking that he

enjoys. A person is much more willing to put in extra hours at the office if he feels his

financial rewards are a fair trade-off. According to Zynep Ton, a professor at MIT Sloan
School of Management, research has shown that an employee satisfied with his pay is more

productive and motivated.

Furthermore a well-paid employee feels valued by his organization. He knows

management isn’t just paying him to get the job done, he’s also respected for his subject

matter expertise. This employee is more likely to be satisfied with his job and not feel the

need to look for a similar position with better pay. However, an employee who doesn’t feel

like his organization is paying him a high enough salary is much more likely to look for

and accept a higher paying position of a comparable nature at another company. In the

2012 Society for Human Resource Management Employee Job Satisfaction and

Engagement survey, employees rated compensation as the third most important aspect of

job satisfaction.

On the other hand, when a company doesn’t pay its employees well, the general

office morale is low. Many workers may need to get second job to make ends meet, which

leaves them tired, overworked and resentful. Performance rates are typically low, as

workers feel little motivation to exceed standards and absentee rates tend to be high.

Employee turnover in these companies is often very high, as people don’t want to work for

a company paying below industry standards. In the CNN Money article, "Worker wages:

Wendy's vs. Wal-Mart vs. Costco," a Costco employee noted that he's stayed working at

the company for a number of years because of the decent wages and benefits he receives.

Using a performance-based pay strategy can provide a worker with extra motivation

to do his job to the very best of his ability. This can be an effective way to align a worker’s

incentive to earn additional monetary bonuses with the goals of the company. If he knows
he will receive extra money when achieving a target set by his supervisor, it’s likely he’ll

do everything in his power to exceed expectations. The Inc.com article, "Performance

Based Pay," notes that an incentive program can increase employee productivity and create

a sense of shared responsibility among the team (Woods, 2016).

Meanwhile, a study conducted by Heneman, Robert, I. and the company, with 104

hospital employees to assess the relationship between pay-for-performance perceptions

and pay satisfaction. As hypothesized, the results indicated a positive relationship between

pay-for-performance perceptions and pay-raise satisfaction, pay-level satisfaction, and

overall pay satisfaction even after the effects of salary level, salary increases, performance

ratings, job tenure, job satisfaction, and promotions were controlled. The importance of

gathering perceptual data on characteristics of the pay system believed to have differential

relationships with the sub dimensions of pay satisfaction is discussed.

Training

On the study of Audra Bianca (2007) on the relationship between training and

employee performance, she recognizes that employee training is a tool that managers can

utilize to help employees bridge the gap between their present level of performance and

their desired level of performance. Managers have different views of how much training is

needed for an employee to produce desired performance outcomes. It's important to

understand that most employees do not come to their jobs with the total knowledge and

experience required to perform perfectly.

 Employees can receive two kinds of training to improve their performance. First, a

company can offer general training to give employees new knowledge and skills, which

will be transferable to any future job. Second, a company can offer training in skills specific

to its technologies and work processes. Although those skills may not be transferable to

future jobs, they are critical to the company. Focusing on company-specific training is

important because a company derives its competitive advantage from what its employees

know and can do that cannot be found elsewhere in the market.

Moreover, the availability of effective training programs, both mandatory and

elective, is essential to a firm's overall performance. Some employees are motivated

primarily by career goals and need flexibility to request training when needed. Other

employees will only complete required training. Employers should design training options

to motivate workers of all types and give them feedback during training. Employers with

more intensive training in general -- which means training is more frequent and more

demanding -- are likely to see more business growth and innovation.

Each employee or group of employees must be assessed for training needs. Then,

trainers must confer with managers to decide what kinds of training activities will produce

improved performance. Finally, trainers will design the training activities and test them on

a few employees before offering them to the larger group of workers. Trainers can use their

assessments and employees' self-assessments to ascertain if more training is needed after

employees complete the prescribed training.

Meanwhile, a unique dataset collected from the personnel records of a large

company is used to study the relationship between on-the-job training and worker
productivity. The analysis shows how information contained in a company database is

useful for eliminating heterogeneity bias in the estimation of training's impact on wages

and job performance. Even when selection bias in assignment to training programs is

eliminated, training is found to have a positive and significant effect on both wage growth

and the change in job performance scores, thereby confirming the robustness of the

relationship between training and productivity (Bartel, Ann P., 1995).

Health

Recent headlines from the human resources and the health, wellness, &

fitness sectors reflect a renewed focus on the connection between employee health and

workplace productivity, absenteeism (i.e., unscheduled and habitual or excessive absence

from work), and presenteeism (i.e., the act of coming to work despite illness, injury, or

anxiety, and not performing optimally).

Specifically, in the face of rapidly escalating health insurance premiums and

healthcare expenditures, employers are reevaluating health benefits coverage as a

worthwhile cost-reduction opportunity.

Ray Merrill and associates conducted a survey of 20,114 employees from three

geographically dispersed companies in the United States to examine the effects of health

behaviors, physical health, and work environment on employee productivity. They

determined that health-related productivity losses account for 77% of all employee

productivity losses and cost employers two to three times more than their annual healthcare

expenses.
 In addition, they found that employees who had a history of high blood pressure,

high cholesterol, diabetes, depression, myocardial infarction, or asthma were less likely

than those who didn’t to rate their job performance highly. Higher self-rated job

performance was most strongly associated with those who didn’t have a history of

depression or heart attack and those who did not have pain or activity-limiting conditions.

Ate healthy all day and employees who ate at least five servings of fruit and vegetables,

four days a week were 25% and 20% more likely, respectively, to highly rate their job

performance than those who did not. In addition, those who reported rarely eating healthy

snacks at work were 93% more likely to report a loss in productivity.

Those of healthy body weight were 11% more likely to rate their job performance

higher than those who weren’t. Likewise, exercised for at least 30 minutes, three days a

week were 15% more likely to report higher productivity than those who did not.

A healthy diet of at least five servings of fruit and vegetables, four days a week;

exercised for at least 30 minutes, three days a week; and didn’t smoke experienced 16% –

27% less absenteeism incidents than their counterparts. Those who had a history of chronic

disease and pain and activity-limited conditions were most likely to have absenteeism

incidents (Moy, 2016).

Similar study on job satisfaction levels and health was conducted by E.B.

Faragher, M. Cass and C.L. Cooper (2002). The relationships found suggest that job

satisfaction level is an important factor influencing the health of workers. Organizations

should include the development of stress management policies to identify and eradicate

work practices that cause most job dissatisfaction as part of any exercise aimed at
improving employee health. Occupational health clinicians should consider counselling

employees diagnosed as having psychological problems to critically evaluate their work

and help them to explore ways of gaining greater satisfaction from this important aspect of

their life.

Employment Status

It has been noticed during the research that loyalty and job security are positively

related to performance. In relations to the independent variables, loyalty behaves positively

with job performance and knowledge and skills negatively to the job performance.

Being the sole asset for an organization, it is the employee’s performance which

recognizes an organization in the market. The organizations have to provide job security,

take measures to improve knowledge/skills and also appreciate their work of employees

with incentives in order to retain their employees and win their loyalties. (Anwar, Aslam,

Tariq, 2011).

Being the backbone of any organization, the employees fulfilling the requirements

of skills, knowledge and motivation are the choice of all organizations. The employees

work for them and meat the performance targets laid down by the organizations. The

overall performance of the organization depends upon selection of the employees. In order

to keep them well motivated, mentally sound and secure; the organizations provide them

certain perks and privileges which can be of several types and forms. These privileges

provide motivation and enhance capacity of employees to innovate and perform (Rogers,

1995). Although the contract employees are easy to handle and employed only when
required, yet they have their own ills as far as the productivity and performance is

concerned.

It has been observed that the temporary workers work harder than the permanent

workers just to retain their employment in the organization. However their work is seldom

recognized. The difference of behavior and performance of both temporary and permanent

employees have been proved in various researches (Dyne&Ang,1998; Broschak & Davis,

1999; Bishop & Goldsby, 2000).

Nature of contract plays a very important role in the display of output in an

organization regardless of their capabilities. Inference can be drawn that the job security

and employees performance are inter-related. The obvious reasons are job insecurity and

related perks. As per (Anwar, Aslam &Tariq, 2011) factors of perceptions of being unjust,

keeping employees away from decision-making, incentives for permanency, tenure limits,

scarcity of commitment and very less motivation are the major causes of reduced

performance. As the temporary and contract employees are not offered permanent posts,

the loyalty is adversely affected. Job duration and loyalty are directly proportional to each

other. The employees owing to their temporary status keep searching for alternate

and better salaried jobs which are the main cause of decrease in loyalty.

The available literature illustrates that job skills and knowledge are found more

in permanent employees as compared to the temporary employees which then contributes

towards the performance in an organization.

Moreover an empirical study of employees from ten companies found support for

the basic hypothesis that employee responses differ under the four types of relationship. In
general, employees performed better on core tasks, demonstrated more citizenship

behavior, and expressed a higher level of affective commitment to an employer when they

worked in an overinvestment (by the employer) or mutual investment relationship than

when they worked in a quasi-spot-contract or underinvestment relationship. These results

were obtained even after we controlled for several other variables that could affect

employee performance and attitudes (Tsui, et.e., 1997).

Shifting Schedule

There is evidence that temporal organization in the shift work schedules of

companies/industries is one of the factors that raises stress and anxiety levels by negatively

affecting physical and mental health and human performance (Almondes & Araújo, 2009).

This occurs because temporal organization in work schedules at non-usual times forces

individuals to successive physiological and behavioral adaptations because of: 1) the

broken phase relations between the organism and the work hours and the broken relation

between the phases of the different endogenous rhythms (circadian alterations); 2)

shortened, irregular or fragmented sleep (homeostatic alterations) and 3) absence of family

life because of the work schedule, loss of relationships, and social activities, among others

(psychosocial alterations).

All these alterations and their consequences (gastrointestinal diseases, chronic

fatigue, mood alterations, cardiovascular disorders, hypertension, etc. are partly a result of

the schedules and demands of work, which may be interpreted by individuals as threatening

factors that generate conflict and thus provoke stress and anxiety responses.
 They also observed an association between shift work and symptoms of stress and

anxiety in family and social life. They showed that even the wives of workers in continuous

shifts complained of stress, since they were often alone, had more responsibility for the

children, ate at irregular hours and were concerned about noise interfering in their

husband's sleep. Workers, on the other hand, complained of tiredness related to sleep

deprivation and stress linked to social and family life.

Educational Attainment

Some prison managers assume that recruitment of correctional officers with

postsecondary educational credentials promotes job satisfaction and offender

rehabilitation. This assumption was tested using a sample of 218 officers. Results

supported earlier findings that postsecondary education correlates with endorsement of

rehabilitation and job dissatisfaction. However, university graduates were not more willing

than less-educated officers to engage in offender treatment and there were no apparent

effects of education on job performance, job involvement, and career development needs.

The findings imply that education alone cannot enhance correctional outcomes and lead to

the professionalization of correctional officers (Robinson, David, Frank J. Porporino, and

Linda Simourd, 1992).

Support from Top Management

Diane R. Edmondson (2008) conducted a study on a meta-analysis examining the

effects of perceived organizational support on four employee outcomes: organizational

commitment, job satisfaction, performance, and intention to leave. The authors also

examine the extent to which these effects are moderated by job type (frontline vs. non-

frontline employee). Findings from the study indicate that perceived organizational support

has a strong, positive effect on job satisfaction and organizational commitment; a moderate,

positive effect on employee performance; and a strong, negative effect on intention to

leave. Study findings also indicate that the effects of perceived organizational support are

more pronounced for non-frontline employees.

Meanwhile, Rhoades, L., & Eisenberger, R. (2002) reviewed more than 70 studies

concerning employees' general belief that their work organization values their contribution

and cares about their well-being (perceived organizational support; POS). A meta-analysis

indicated that 3 major categories of beneficial treatment received by employees (i.e.,

fairness, supervisor support, and organizational rewards and favorable job conditions) were

associated with POS. POS, in turn, was related to outcomes favorable to employees (e.g.,

job satisfaction, positive mood) and the organization (e.g., affective commitment,

performance, and lessened withdrawal behavior). These relationships depended on

processes assumed by organizational support theory: employees' belief that the

organization's actions were discretionary, feeling of obligation to aid the organization,

fulfillment of socio-emotional needs, and performance-reward expectancies.

Distance of Work Assignment

 Research by Evolv as stated by Dr. John Sullivan (2015) on his study, found that

even having an extremely short 0-5 mile commute distance “leads employees to remain at

their jobs 20 percent longer.”

Acknowledging the value associated with living close, Facebook in the past offered

a $7,000 yearly bonus for employees who lived within a mile of its headquarters, making

it easy for workers with new ideas to stop by at any time. The messaging company Imo

offered a $6,000 annual bonus for living within five miles of its office, and most employees

have taken advantage of it.

Similar study of Dr. John Sullivan (2015) on the Gate Gourmet, the world’s largest

independent provider of airline catering, had a turnover rate among new hires of nearly 50

percent. Then it used both external and internal data to precisely determine the real factors

that led to poor new hire performance and turnover.

Rather than finding out that traditional selection factors were the key predictors to

new hire success, it instead found that commute times (that averaged nearly 35 minutes) to

be the major cause of the new-hire performance and turnover problems. As a result, the

firm changed its hiring criteria to put more weight on an applicant’s “accessibility to public

transportation” and “how far the employee lived from the job site.”

As a result of this new focus on commute time, the firm reached “fully staffed”

status for the first time and it was able to lower unwanted turnover to 27 percent.”

Length of Services
 Employees’ commitment to an organization is necessary for contemporary

organizational success because it positively affects job performance. Investigation about

commitment is more important for managers and organizations. Hence, it is important to

understand how organizational commitment and occupational commitment affect

contemporary employees, especially the professionals who choose to leave their

organizations for professional advancement.

A study done by Chang and Choi in 2007 was designed to determine the effect of

years of service on the organizational commitment of workers. The purpose of this research

was to study the relationship between the length of service of nurses with different

commitments.

This study examined the role of length of service on organizational commitment

and occupational commitment. Our results indicate that length of service has significant

effect on continuance commitment and occupational commitment. These findings highlight

the critical roles of years of service in continuance commitment of the nurse's population

in hospitals. With increasing years of service in nurse's society, the occupational

commitment decreased and continuance commitment increased. In this study, the length of

service was positively related to organizational commitment (general), affective

commitment and normative commitment of the nurses. The results of the correlation

analysis indicated that there is not a relationship between the length of service and

organizational commitment (general), affective and normative commitment. Popoola

found that the personal factors like length of service affect the organizational commitment

of records management personnel in Nigerian state universities. In the same vein, studies
indicated that organizational commitment followed a U-shaped pattern, while occupational

commitment followed the inverse of the U-shaped pattern over the same period of years of

services.

More studies similar to our own, McNeese-Smith and Mowdy et.al, analyzed the

effects of years of service and commitment found that both the organizational commitment

and occupational commitment have a strong positive correlation with years of service in

employees. These studies have similar results in this paper about occupational commitment

and continuance commitment and in conflict with current research about organizational,

commitment, affective commitment and normative commitment in which these differences

may be searched in the nature of the commitment component. However, Steers reported

that there was not any significant correlation between age, length of service and

organizational commitment wherein this finding also confirms one of the hypothesis about

the relationship between length of service and organizational commitment (general).

In conclusion, the results show that the length of service was related to continuance

commitment and occupational commitment. There were no relation between other

variables. Also, pre-retirement of the nurses after 20 years of work can result in an increase

in average commitment of the nurses. The possible limitations were the effect of social

desirability that existed on the part of employees. Because the respondents were asked to

answer questions about their feelings toward their job and organization, it was possible that

they might have answered the questions according to the expectations of others. Employees

may have felt hesitant to respond honestly to the survey because of fear that their

information would be disclosed. Another limitation of this study was the nature of the
sample. The participants were selected from hospitals in Tehran. Therefore, the

generalization cannot be made to the entire population of other similar hospitals. Future

studies can also examine the proposed relationships in other countries.

In summary, the results show that the length of service was related to continuance

commitment and occupational commitment. There were no relations between other

variables. Also, pre-retirement of the nurses after 20 years of work can result in an increase

in average commitment of the employees.

Moreover, early investigation of the relationship between length of service and

employee performance ratings--in three separate studies--indicated a direct, an inverse and

no relationship between the variables (Gordon, Howard L., 1981). As a result of recent

legislative changes to mandatory retirement ceilings, the need for a better understanding of

this relationship has become extremely important to the corporate personnel function.

The current study was undertaken to explore what, if any, relationship exists

between length of service and employee performance ratings in today's large industrial

corporation. An intensive review of related research was undertaken prior to surveying

leading U.S. companies. All subjects of this study were professional employees in the

occupations of engineers, programmers and salesmen. Participating companies were

chosen from the Fortune 500 industrial corporations and each had 40,000 or more

employees and gross sales of at least two billion dollars. Two instruments were used in the

collection of data: an Appraisal Survey Data Sheet and a Background Questionnaire.

Actual length of service and performance appraisal data was the primary data source;

opinions of staff-head executives in the personnel function provided supplementary

information. Both instruments yielded similar results regarding the relationship between

the variables.

The Statistical Package for the Social Sciences (S.P.S.S.) was used to prepare

detailed matrices, scattergrams, Pearson correlations, and related statistical reports.

Diametrically opposite conclusions were derived from quantitative and qualitative analysis

of the data. The first conclusion was that no relationship of practical significance exists

between length of service and employee performance ratings--in the companies surveyed-

-as a total group, by individual company or by occupational group. The second conclusion

was that no valid determination of this relationship was possible because of the imprecise

measurement of employee performance indicated by participating personnel executives.

Suggestions for future study include the need for developing valid appraisal systems better

tailored to the specific company; focusing upon the relationship between length of service

and productivity rather than performance ratings; separating performance appraisal from

company compensation plans; and ensuring that current performance evaluation systems

are reviewed to improve objectivity and to enhance employee career development.

 Conceptual Framework

This study attempted to examine a number of factors influencing job performance.

The following review of related literature and studies brings support to a number of

concepts and assumptions.

This study conceptualizes those factors such as years in service, salary, shifting

schedule, distance of post assignments, trainings, employment status, education, benefits,

health status and support of management play a crucial role in job performance.
Independent variables Dependent variables

Factors that Influence Job

Performance:

1. Benefits

2. Salary

3. Trainings

4. Health

5. Employment Status
Job Performance
6. Shifting Schedule

7. Education

8. Support of Administration
Figure 1. Schematic diagram showing factors that influence job performance of security
guards in University of Southern Mindanao, Kabacan, Cotabato.

Hypothesis

Ho1: There is no significant influence between benefits and job performance of security

guards.

Ho2: There is no significant influence between salary and job performance of security

guards.

Ho3: There is no significant influence between trainings and job performance of security

guards.
Ho4: There is no significant influence between health and job performance of security

guards.

Ho5: There is no significant influence between employment status and job performance of

security guards.

Ho6: There is no significant influence between shifting schedule and job performance of

security guards.

Ho7: There is no significant influence between education and job performance of security

guards.

Ho8: There is no significant influence between support of administration and job

performance of security guards.

Ho9: There is no significant influence between distance of post assignment and job

performance of security guards.

Ho10: There is no significant influence between years in service and job performance of

security guards.

METHODOLOGY

This chapter describes the research methodology used in this study specifically, it

focuses on the techniques and procedures of gathering the data, the population and

sampling design, the instruments to be used and the statistical tools and techniques

necessary for analysis of data.

Research Design
 The research design used in this study is descriptive in nature in order to attain its

objectives. The researcher conducted a descriptive survey in obtaining information about

the factors that influence job performance of security guards in University of Southern

Mindanao, Kabacan, Cotabato through the use of an interview guide. Regression was also

conducted to analyze the significant influence between the dependent and independent

variables. The true meaning of data collected should be reported from the point of view of

the objectives to and the basic assumptions of the study.

The Population

The population of the study includes the 92 security guards in the University of

Southern Mindanao, Kabacan, Cotabato.

The Sample

Selection of the respondents was based on the list of security guards from the

Security Services and Management Office. Stratified random sampling was used in

selecting the 48 sample respondents. The population was divided into 3 levels namely:

permanent, casual and job order. From each level, a random sample of security guards were

drawn and served as the respondents of the study. The sample size of this study was

determined following Slovin’s formula, which takes into consideration the precisions and

accuracy required in sampling. The formula is as follows:

 n = N/(1+Ne2 )

where: n = sample size; N = population size; e = desired margin of error

N = 92; e = 10%

n = 92/(1+92(.10)2)

n = 92/1+(92)(.01)

n = 92/1+0.92

n = 92/1.92

n = 47.9 or 48

Level N % Distribution n

Permanent 17 18% 9

Casual 7 8% 3

Job Order 68 74% 36

TOTAL 92 100% 48

Research Instrument

Instrumentation for this study included a questionnaire designed to identify factors

influencing job performance. The response mode was arranged in numeric scales with the

following interpretations:

1 Disagree

2 Agree

Data Gathered
 The data gathered by the researcher included: socio-economic characteristics of the

security guards in University of Southern Mindanao; and the factors that influence job

performance of security guards in University of Southern Mindanao.

Methods of Data Collection

After consultation with the head of Security Services and Management Office, data

collection proceeded. The data were obtained through personal interview with the

respondents. The interview process was employed in a friendly approach to get accurate

and relevant responses.

Methods of Data Analysis

The data gathered were analyzed using statistical tools and techniques. Percentage,

frequency counts, and averages was used in determining the profiles of the respondents in

terms of socio-economic variables such as age, gender, length of service as security guards,

employment status, shifting schedule, distance of post assignment, trainings, benefits,

educational attainment and monthly salary.

The Weighted Arithmetic Mean was used in determining the factors that influence

job performance of security guards. In particular, the mean is denoted by numerical and

qualitative rating system:

1.00 – 1.49 Disagree

1.50 – 2.00 Agree

 The analysis was also complemented by Chi-Square Test analysis to determine if

there is significant influence between the factors used in the study and job performance.

The data was encoded, processed and analyzed using SPSS.

RESULTS AND DISCUSSION

This section deals with the presentation, analysis and interpretation of results of the

study on the factors influencing job performance of security guards in University of

Southern Mindanao, Kabacan, Cotabato.

Socio-Economic Characteristics of Security Guards in University

of Southern Mindanao, Kabacan, Cotabato
 It could be seen from Table 1 that the average age of the respondents was 44 years.

This indicates that majority of the respondents are in the adult years.

Out of the total number of respondents 98% are male security guards, and only 2%

are female. This indicates that in matters concerning security and safety, there is a domain

of male for the position.

In terms of years of service as security guards, majority have been in service for 12

years. Majority of the respondents, 75% are job order, 19% are permanent and 6% are

casual. Findings reveal that in terms of employment status, majority of the security guards

in University of Southern Mindanao, Kabacan, Cotabato are job order or contractual.

Most of the respondents, 44% are College Level, 29% are High School Graduate

and 27% have Bachelor’s Degree. This indicates that to be a security guard in the

University of Southern Mindanao, the educational qualification should be at least High

School Graduate.

The profile of the respondents in terms of shifting schedule, the 60% of them have

been assigned on day shift while the rest 40% was assigned in night shift.

With regards to the distance of their post assignments, more than half (56%)

revealed that their residence are near to the place of their assignments while the other 44%

are assigned far from their residence.

In terms of their received monthly salary, 74% have received P5,000 – P7,000

monthly, 12% have received P10,001 – P12,000, 8% have received P7,001 – P10,000 and

6% have received P12,001 – P15,000. This reveals that salary distribution was also vary
based from their employment status. The security guards under job order status have

received lower salary compared to the salary received by the permanent and casuals.

When asked if they have attended trainings, all the respondents (100%) answered

positively. The security guards have an average of 4 trainings attended.

When it comes to the benefits received by the respondents, majority revealed that

only 2 benefits were received by them. This could be attributed to the fact that majority of

the respondents are under job order status where they have a limited benefits such as

overtime pay and medical services provided by the University Hospital compared to the

benefits received by permanent and casual such as bonuses, clothing allowances, firearms

equipment, retirement benefits, medical and dental services and educational assistance for

their dependents.

Table 1. Socio-Economic Characteristics of Security Guards in University of Southern

Mindanao, Kabacan, Cotabato, July 2017.

VARIABLES FREQUENCY PERCENTAGE AVERAGE

(n=48)
Age 44
Gender
Male 47 98
Female 1 2
Years in Service 12
Employment Status
Permanent 9 19
Casual 3 6
Job Order 36 75
Educational Attainment
High School Graduate 14 29
College Level 21 44
 College Graduate 13 27
Shifting Schedule
Day Shift 29 60
Night Shift 19 40
Distance of Post Assignment
Far 21 44
Near 27 56
Monthly Salary
P5,000- P7,000 36 74
P7,001-P10,000 3 8
P10,001-P12,000 6 12
P12,001-P15,000 3 6
Number of Trainings Attended 4
Number of Benefits Received 2

Factors Influencing Job Performance of Security Guards in

University of Southern Mindanao, Kabacan, Cotabato

The factors affecting job performance of security guards in University of Southern

Mindanao are presented in Table 2.

The Support of Administration factor has the highest weighted mean with 1.88

while the Salary and Training Attended factor has the weighted mean of 1.83 and the

Benefits factor has a weighted mean of 1.81. The computed weighted mean shows that it
falls under the 1.50 – 2.00 with the verbal interpretation of “Agree”. The result implies that

the respondents are agreeing to have an influence on their job performance.

Meanwhile, the respondents disagreed that Employment Status with a weighted

mean of 1.35, Years in Service with a weighted mean of 1.31, Shifting Schedule and Health

factor which have a weighted mean of both 1.27, Educational Attainment with a weighted

mean of 1.21 and Distance to Post Assignment factor which have a lowest weighted mean

of 1.19 could influence their job performance. This means that as a call of duty, the exerted

effort to perform their job as security guards is the same regardless of other factors

mentioned above.

The entire computed weighted mean has a grand mean of 1.50 with the verbal

interpretation of “Agree”. The result concludes that the respondents are agreed that there

are factors to be considered that could influence their job performance as security guards.

Table 2. Factors Influencing Job Performance of Security Guards in University of Southern

Mindanao, Kabacan, Cotabato.

VARIABLES WEIGHTED QUALITATIVE

MEAN DESCRIPTION
1. Employment Status 1.35 Disagree

2. Years in Service 1.31 Disagree

3. Educational Attainment 1.21 Disagree

4. Shifting Schedule 1.27 Disagree

5. Distance of Post Assignment 1.19 Disagree

 6. Salary 1.83 Agree

7. Attendance to Trainings 1.83 Agree

8. Benefits Received 1.81 Agree

9. Health 1.27 Disagree

10. Support of Administration 1.88 Agree

AVERAGE 1.50 Agree

Qualitative rating system:

1.00 – 1.49 Disagree

1.50 – 2.00 Agree

The Chi-Square Test Analysis of the Factors that Influence Job Performance of
Security Guards in University of Southern Mindanao, Kabacan, Cotabato

To test the level of significance of the factors that could influence to the job

performance of the security guards, Chi-Square Test analysis was used.

As indicated, the result of Chi-Square Test revealed that significance value (Table

3) of all factors such as Employment Status, Length of Service, Education, Shifting

Schedule, Distance to Post Assignment, Salary, Trainings, Benefits, Health and Support of

Administration factors are less than the significance level of 0.05. Therefore, the decision
was to reject the null hypothesis that there is no significant influence between the factors

indicated in the study to the job performance of security guards. As a whole, results imply

that job performance is influenced of all the foregoing factors in the study that has

something to do with their ability to perform as security guards.

Table 3. Chi-Square Test Analysis of the Factors that Influence Job Performance of
Security Guards in University of Southern Mindanao, Kabacan, Cotabato.

Variables Chi-Square df Asymp. Sig.

Employment Status 4.083a 1 .043

Length in Service 6.750a 1 .009

Education 16.333a 1 .000

Shifting Schedule 10.083a 1 .001

Distance to Post Assignment 18.750a 1 .000

 Salary 21.333a 1 .000

Trainings 21.333a 1 .000

Benefits 18.750a 1 .000

Health 10.083a 1 .001

Support of Administration 27.000a 1 .000

Level of significance = 0.05

SUMMARY, CONCLUSION AND RECOMMENDATION

Summary

After the data have been treated and interpreted, the significant findings of the study

are; as to the profile of the respondents in terms of age, respondents were 44 years old. This

indicates that majority of the respondents are in the adult years. Second, on the profile in

terms of gender, there is a domain of male for the position. Third, on the profile in terms
of employment status, majority of the Security Guards in USM are job order. Fourth, on

the profile in terms of educational attainment, Security Guards at least have reached

college. Fifth, on the profile in terms of length of service, majority have been in the service

for 12 years. Sixth, on the profile in terms of shifting schedule and post assignment,

respondents have been assigned in day shift and the distance from post assignment was

near to their residence. Seventh, on the profile in terms of trainings and benefits, all of them

have received 2 benefits and attended 4 trainings. Last, on the profile in terms of salary,

majority have receiving P5,000-P7,000 monthly.

As indicated, the respondents rated the factors such as support of administration,

salary, trainings and benefits which have a computed weighted means that falls under the

1.50 – 2.00 with the verbal interpretation of “Agree”. The result implies that the

respondents are agreeing with those factors to have an influence on their job performance.

Meanwhile, factors such as employment status, years in service, shifting schedule, health,

educational attainment and distance to post assignment have no influence with their job

performance as security guards. This explains that as a call of duty, the exerted effort to

perform their job as security guards is the same regardless of those factors mentioned

earlier. The grand mean of 1.50 with the verbal interpretation of “Agree”, concludes that

the respondents are agreeing that as a whole, factors have an influenced to their job

performance as security guards.

On the significant influence of the factors and job performance, the hypothesis that

there is no significant influenced between factors such as employment status, years in

service, shifting schedule, health, educational attainment, distance to post assignment,

support of administration, salary, trainings and benefits with the job performance of the

security guards is rejected. The result implies that all factors indicated in the study were in

one way or another could have a great impact or significant influenced to the behavior of

security guards which encourage them to perform on their duties.

Conclusion

Based on the above-mentioned findings, the following conclusions were drawn:

1. Majority of the respondents are male and in their adult years. With regards to

educational attainment, security guards have reached college only. Most of them

served for twelve years and majority are job order. More than half were assigned to

day shift and the distance of post assignment was near to the place of their

residence. All of the respondents have attended four trainings and has received only

two benefits namely; overtime pay and hospital services. Almost all security guards

are receiving monthly salary of P5,000-7,000.

2. As a whole, the respondents are being agreed that employment status, years in

service, shifting schedule, health, educational attainment, distance to post

assignment, support of administration, salary, trainings and benefits have

influenced job performance as security guards.

3. The study showed that there is a significant influenced between the factors

indicated in the study and job performance of security guards.

 Recommendation

In the light of the foregoing conclusions, the following recommendations are

hereby forwarded:

1. As the level of job performance among respondents is significantly influenced by

the factors used in the study, there is a need to support more on the kind of

motivation the institution is giving to the security guards. The study recommends

providing monetary support of the administration to improve job performance of

the security guards, especially the availability of technical facilities needed to

perform their jobs effectively and efficiently. Safety and security are also important

factors to be improved. This can be achieved by providing incentives, insurance

and health benefits for them and for their family to keep them motivated and

satisfied in performing their duties. It is also recommended that administration

should improve the skills, knowledge, and competencies among security guards

through national and local seminars and trainings and in employing modern

technology to their line of work.

2. Security Guards should pursue and finish their College degree to make them fully

equipped with gainful skills and expertise so as to have a greater degree to perform

their duties.

3. It is recommended that the present study may be reviewed, criticized, and even

replicated using more varied samples, variables and other surveys and measurement

techniques to provide a deeper comparisons of the results.

 4. Future researchers may widen the coverage of their studies by extending to other

SUCs or other sectors such as the University faculty, administrative staffs and labor

groups within this University.

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