Food and Beverage Service Management Competencies

Republic of the Philippines
City of Taguig
Gen. Santos Avenue, Central Bicutan, Taguig City
Taguig City University `

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CHAPTER I
THE PROBLEM AND ITS BACKGROUND
Introduction
The Food and Beverage management service is part of the hospitality
industry that promotes a warm and friendly experience which is helpful for the
consumers and is mainly concerned with providing food, drink and
accommodation. It is a service culture focuses on serving and satisfying the
customer and it may be defined as the system of values and beliefs that emphasize
the concept of providing consumers with quality service. Providing a good service
quality should have a highly consistent in all situations. All the customers look upon
the budget and always select the products according to their choice which offers
them the quality and the greatest value for the money. Some food parks provide
several services to the guests. The present-day modern concept of Food Parks is
not just a place to provide venue for family bonding it also envisioned to be a place
of gathering where friends and family can relax, play, and dine in a quiet and
serene setting.
Food and beverage also offer to its guest every possible facility, service,
and convenience. It also forms a substantial part of the activities of the hospitality
industry and, indeed, of the economy. As an industry, the major part of the food
and beverage operation are characterized by their diversity. Outlets include private
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and public sector establishment and range from small independently owned and
operated units to a large multi-national corporation.
One of the key problems faced by many food kiosk owners is the level of
competence based on their services in the food and beverage service industry
since these two newly open food parks located in Taguig City is introducing their
capability to provide a delightful and sumptuous experience to the customers.
Proper recruitment can be considered as vital part in the start of business
operation.
Being a Human Resource Unit, whom is In-charge in providing intense
training as an educational process which involves the sharpening of skills,
concepts, changing of attitude and gaining more knowledge to enhance the
performance of the employees.
Background of the Study
The Nest Food and Lifestyle Park Taguig is the perfect place to eat, shop
and to enjoy life! Coming from the name itself. The Nest Food and Lifestyle Park
Taguig is envisioned to be a place of gathering where friends and family can relax,
play, and dine in a quiet serene setting.
The Nest Food and Lifestyle Park is located along Cayetano Avenue and
it's a 5 minute away from Vista Mall, Taguig and its approximately 15-20-minute
drive from Bonifacio Global City or in McKinley. The soft opening was held last
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September 20, 2017, and the grand opening was announced a month after,
October 13th of the same year. The Park can easily be spotted for its eye-catching
facade. Its food park’s area is a bit spacious compared to other food parks in the
country. Just like other food parks, The Nest Food and Lifestyle Park Taguig has
this cool and hip ambiance. Food stalls are artistically designed and so as the
tables and chairs. It has also second level where guests who drink and smoke can
hang-out. If you want a picnic style dining experience, The Nest has a mini field
covered in Bermuda grass. E. Puno, (2017)
Also, the researcher visited next MERCADO DEL LAGO: A FLOATING
FOOD PARK WITH A SCENIC VIEW - Mercado del Lago (translates to “market
by the lake”) offers a unique dining experience. Customers get to enjoy their meals
while admiring the scenic view. Best part is- it’s just in Metro Manila. It’s the new
hangout place perfect for food and nature lovers.
Their soft opening was held last May 22, 2018 and they had performances
from UDD, SUD, Groove Manila, Drumbeater’s Festival Groups, Laser LED Poi
Trons, Buugeng and LED Wing Dancers. Ever since, people from Taguig and other
parts of Metro Manila had been visiting the place to try the food and enjoy the
relaxing view. People will also feel secured because security personnel are around
the place. They also roam around to make sure everything is in place and order.
They also have a playground where kids can play, and adults can exercise. It is
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located right beside the Taguig Lakeshore Hall. There are lots of hanging bulb
lights around the place, so you won’t miss it. Eattravelstylmnl (2018)
One good reason that the researcher chose the two newly-opened food
parks in the City of Taguig as locale of her study, simply because she believes this
will contribute to promote our tourism industry particularly the food and beverage
businesses and it was beneficial to the owner of selected food kiosk owners to
develop more, their management capabilities to retain and satisfy their people and
to give valuable service to their customers. It is not only the place to visit but also
the service they must experience as well.
Also, the researcher would like to share; that the main source of living of
her family is coming from having a food kiosk enterprise named Sandwich Corner
which is operated by the researcher’s spouse situated inside a university food court
zone, which offers a variety of sandwich menu, rice toppings, and beverages. Part
of their Mission/Vision is excellent customer service; where no customer will leave
who is dissatisfied and to strive for constant improvement and strict adherence to
the highest standards of quality service.
Li et al., (2016) stressed that the ability to deal with customers specially
students, employees of the university is vital in daily operation if the personnel is
lack of skill in implementing their task. The compliance and observance to
standards not only in terms of preparing the foods but also in the execution of job
performance and the most critical of all is the service. If the staff is lack of the
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necessary competencies required, he is unfit for the job, nevertheless short
courses training can solve competency issues.
THEORETICAL FRAMEWORK
This study is anchored to the Iceberg-Competency Theory by Ernest
Hemingway, 1923. An employee's level of competence in different areas
determined his potential for meeting the standards of a specific position. The
iceberg model below contains six competencies: skill, knowledge, social role, self-
image, traits and motives. Skill and knowledge are located on the portion of the
iceberg that sits above the water level, which is easily seen. The two
characteristics account for 20 percent of a person's competencies and are
relatively easy to be determined. Social role, self-image, traits and motives are
positioned on the iceberg below the water level -- hidden from the human eye.
These account for 80 percent of a person's competencies, but they're much more
difficult to assess than skill and knowledge.

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Iceberg-Competency Theory
Figure 1
Suppose an organization is promoting an open-door policy which literally
means that a manager or supervisor would keep the doors of his/her chamber
open to become accessible to their subordinates and encourage sharing of
opinions and feedback. A manager sitting at the farthest corner of the office keeps
his door open all the time, how does one evaluate whether it is for fresh air,
claustrophobia or an indication that his subordinates are invited to reach out to him
anytime. Therefore, intent behind a displayed action is necessary to understand
the action and its implication fully.

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In more complex jobs, these behavioral aspects, motives and traits become
more important than the skills and knowledge required to do the job. Think of a
soldier at the war front, he knows how to use the weapon he is holding but thinks
that the war is unjust and refuses to fire. In organizations, senior level hiring is
therefore a time consuming and elaborate affair as it becomes necessary to
establish the alignment between the organizational and individual motivation and
aspirations.
Developing the two levels of competencies also takes different routes. The
visible competencies like knowledge and skills can be easily developed through
training and skill building exercises however the behavioral competencies are
rather difficult to assess and develop. It takes more time and effort intensive
exercises, like psychotherapy, counseling, coaching and mentoring,
developmental experiences etc.
In the traditional method of hiring, most of the organizations looked at just
the visible components of competencies; the knowledge and skills, believing that
the behavioral aspects can be developed through proper guidance and good
management.
However, with major shifts in the conventional methods of people
management, the hiring process has also undergone a change therefore a lot of
emphasis is being put on the hidden behavioral aspects as well to make a sound
decision. Hence, a complete picture regarding the competence of a person

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consists of both visible and hidden aspects and it becomes necessary to
understand both to arrive at identifying the best man for a job. Spencer Lyle &
Spencer, Signe (2013).
Figure 2
Henri Fayol’s Administrative Management Theory
Henri Fayol was a French mining executive, mining engineer, director and
author of mines who introduced the general theory of business administration
called the Fayolism. Fayol’s work was the first comprehensive pronouncement of
the general theory of management. Based on his experience as a successful
director of a mining company, he designed various theories that are relevant even
to this day. He was the first theorist to define the functions of management in his
book “General and Industrial Management” in the year 1916. Motivational theorist
Henri Fayol put forth an argument that management in their everyday routine
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carries our five major functions. They are Planning, Organizing, Commanding,
Coordinating, and controlling.
The five (5) functions put forth by Henri Fayol may not entirely represent the
complexities encountered by the managers and the normative proposition is too
stiff to illustrate what functions the managers need to perform in the contemporary
organizations. Nonetheless, the 5 functions illustrated by him present a structural
overview of several tasks needed to be performed by all managers. This gives
managers an initial overview of the main functions to focus on their everyday
routine.
Each of these functions is about solving potential problems creatively. It
begins with an environmental analysis of the organization and ends with evaluating
the results of the solution that is implemented.
CONCEPTUAL FRAMEWORK
The system approach (Input-Process-Output system) was used in describing the
conceptual framework of the study. The input consists of the respondent’s profile;
extent of the Food and Beverage Service Management competencies in selected
kiosks at Taguig City as assessed by the two, groups of respondents in terms of
Skill, Knowledge, Social role, Self- image, Traits, and Motive; the significant
relationship between the food and beverage service management in selected
kiosks and the profile of the respondents; the significant difference between the
two group of respondents on the Food and Beverage Service Management

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Competencies in selected kiosks and the profile of the respondents; the possible
problems encountered by the respondents in terms of food beverage service
management competencies.
The framework specifies the variable to be examined, which are the inputs
and the total process. The process includes the types of directions of planned
collection, organization and analysis of data, finally the results is the products and
outputs.
The conceptual framework in Figure 3 represents the essential variables of
the study. Further, this research will serve as guide in answering the problems,
the proposed entrepreneurial development program, which is the output of this
study, should be taken conscientiously as an instrument to further improve in terms
of competency.
Research Paradigm
Figure 3 on the next page represents the Input-Process-Output (IPO) Model
in determining the Food and Beverage Service Management Competency
Standard Compliance of Mercado del Lago Floating Food Park and The Nest Food
and Lifestyle Park Taguig: Inputs for Entrepreneurial Development Program.

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INPUT PROCESS OUTPUT
1.Profile of respondents in terms

of;
 Age;
 Sex;
 Civil status;
 Highest educational
attainment;
 Length of service in the
industry;
 Length of service in the
company; and
 Position?
2. What is the extent of the Food

and Beverage Service Unstructured
Management competencies in
selected kiosks at Taguig City as Interview
assessed by the two groups of
respondents in terms of;
2.1) Skill; PROPOSED
2.2) Knowledge; Survey
2.3) Social Role;
ENTREPRENEURIAL
Questionnaire DEVELOPMENT
2.4) Self-image;
2.5) Traits; PROGRAM
2.6) Motive;
3. Is there a significant
Statistical
relationship between the food Treatment of
and beverage service Data
management in selected kiosks
and the profile of the
respondents?
4. Is there a significant difference

between the two group of
respondents on the food and
beverage service management
competencies in selected kiosks
and the profile of the
respondents?
5. What are the possible

problems encountered by the
respondents in terms of food
beverage service management in
selected kiosks?
FEEDBACK
Figure 3 Research Paradigm
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STATEMENT OF THE PROBLEM:
This study determined the Food and Beverage Service Management
Competencies in selected kiosks at Taguig City.
Specifically, it sought answers to the following questions:
1. What is the profile of respondents in terms of:
1.1) Age;
1.2) Sex;
1.3) Civil status;
1.4) Highest educational attainment;
1.5) Length of service in the industry;
1.6) Length of service in the company; and
1.7) Position?
2. What is the extent of the Food and Beverage Service Management
competencies in selected kiosks at Taguig City as assessed by the two
groups of respondents in terms of:
2.1) Skill;
2.2) Knowledge;
2.3) Social Role;
2.4) Self-image;
2.5) Traits; and

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2.6) Motive?
3. Is there a significant relationship between the food and beverage service
management in selected kiosks and the profile of the respondents?
4. Is there a significant difference between the two group of respondents on
the Food and Beverage Service Management Competencies in selected
kiosks and the profile of the respondents?
5. What are the possible problems encountered by the respondents in terms
of food and beverage service management in selected kiosks? Kindly
specify, if any (others)?
6. Based on the findings, what possible recommendations may be proposed
for an entrepreneurial development program?
HYPOTHESIS
Ho:
1. There is no significant relationship between the food and beverage service
management in selected kiosks and the profile of the respondents.
2. There is no significant difference between the food and beverage service
management in selected kiosks and the profile as assessed by two (2)
groups of respondents.
SCOPE AND LIMITATION
The respondents of the study are the Owner/Managers and Staff/Food
Server/F&B Assistant, of selected food service kiosks of Mercado del Lago

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Floating Food Park and The Nest Food and Lifestyle Park Taguig. However, the
study does not include other restaurant concepts but limited to food kiosks
businesses, food cart franchise and other businesses outside the newly-installed
food parks like souvenir shops.
The variables used in the study are limited to the food and beverage service
management of front-of the-house food service core competencies. The study is
being conducted from the month of January 2019 until May 2019.
SIGNIFICANCE OF THE STUDY
This study is identified to be beneficial on the following:
To the stakeholders and the management of selected food kiosks of
Mercado del Lago and The Nest Food and Lifestyle Park Taguig - This study
will be useful to better improve services and food kiosks management to achieve
customer satisfaction and to closely monitor compliance to Food and Beverage
Competency standards, a factor to maintain operational excellence in terms of
meeting or exceeding customers’ satisfaction.
Food and Beverage Personnel
This study will impart to them the total quality outcomes not only from the
products and facilities, but more importantly from the hospitality industry’s lifeblood
which is “service”.
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Local Government of Taguig City
It will strengthen the mutual relationship with the private sector particularly
the fast-growing restaurant and fast food chain sector of Taguig City’s hospitality
industry as well as the booming of food parks since the city has emerged into a
dynamic and productive commercial and business district in the metro.
Department of Trade and Industry (DTI)
This will reinforce the food and beverage industry especially the food kiosk
businesses to be more competitive, enhanced, and a promising success for future
growth.
Technical Education, Skills and Development Authority (TESDA)
The results of this study will support the above-named authority in
pursuance of their campaign to develop the Filipino workforce with world-class
competence and positive work values and to provide quality technical-educational
and skills development through its direction, policies, and programs.
Customers
The outcome of this study will result to customer satisfaction which has now
become the key to compete and survive in today’s competitive scenario in the
business world.
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Future Researchers
This study aims to help future researches in hospitality and business
research in terms of conceptualization and completion of related research
activities. Since the industry is dynamic and continuous improvement is required.
The Researcher
The progression and outcome of this study will result professionalism,
competence, and countless fulfillment.
DEFINITION OF TERMS
For better understanding of the study, some terms are operationally defined.
Assessment. Are typically standardized tests used for the purposes of
accountability i.e., any attempt by the republic, state, or local government agencies
to ensure that students are enrolled in effective schools and being taught by
effective teachers.
Contribute to the Practice of Social Justice in the Workplace. Is
defined to covers ways and means to assume active roles in resolving local and
global challenges and to become proactive contributors to a more peaceful and
sustainable world.
Core Competencies. These are capabilities the firm emphasize and
performs especially well while pursuing its vision. Core competencies can lead to
competitive advantage when companies create value for customers exceeding the
value created by their competitors.

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Develop and Lead Teams. It defines to covers the skills, knowledge and
attitudes required to determined individual and team development needs and
facilitate the development of the workgroup.
Entrepreneurial Development Program (EDP). As the term itself denotes,
EDP is a program meant to develop entrepreneurial abilities among the people. In
other words, it refers to inculcation, development, and polishing of entrepreneurial
skills into a person needed to establish and successfully run his / her enterprise.
Food and Beverage (F&B). This refer to type of operation primarily
engaged in preparing meals, snacks, and beverages, to customer order, for
immediate consumption on and off the premises.
Food and Beverage Services NC II. TESDA qualification consists of
competencies that a person must achieve to provide food and beverage service to
guests in various food and beverage service facilities.
Food and Beverage Services NC IV TESDA Qualification consists of
competencies that a person must achieve to assist in the management of a food
and beverage team in a foodservice establishment. The units of competencies will
provide the skills necessary in maintaining the smooth and efficient daily
operations while assisting in the organization, management and administration of
the food and beverage outlet or unit.
Food Kiosk. Is generally a temporary structure used to prepare and sell
food to the general public, usually where large groups of people are situated
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outdoors in a park, at a parade, near a stadium or otherwise. Sometimes the term
also refers to the business operations and vendors that operate from such kiosk.
Management Competencies. It refers to Human Resource, Workplace,
Management the skills that a manager needs to do the job well.
The management competencies have been organized under four headings:
Leadership, People Management, Resource Management, and Organizational
Awareness.
Manage Food and Beverage service team. Is the define as Responsible
for overall operation for the restaurant, food and beverage managers hire staff,
purchase food and stock, and make sure everyone is trained on proper
food preparation, proper and legal alcoholic beverage service kitchen safety
techniques and understand health standards.
Manage Innovative Work Instruction. It defined to covers the knowledge,
skills and attitudes required to sustain and develop a workplace environment in
which improvement, innovation and learning are promoted and reinforced.
Oversee Dining Area Operations. Is define that deals with the skills and
knowledge required in monitoring daily dining area operations to ensure high
quality service and guest satisfaction.
Prepare the dining room/restaurant area for service. Is define as the
knowledge and skills required in the preparation of the dining room /restaurant area
before the start of the service operations. It involves opening duties or the dining
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room mise-en-place prior to service. This unit includes the knowledge and skills in
taking reservations, preparing service stations, table-setting, and setting the
ambiance of the food service facility.
Promote Food and Beverage Products. Is defined as the knowledge and
skills required in providing advice to customers on food and beverage products in
foodservice enterprises.
Provide Food and Beverage Services to guests. Is define as the
knowledge and skills required in the provision of food and beverage service to
guests in various types of dining venues and diverse styles of service. This unit
focuses on the procedures in the delivery of food and beverages to the guest as
well as on the knowledge and skills that underpins the efficient work performance
in assisting the dining guest during and after the meal service.
Receive and handle guests concerns. Is define as the knowledge and
skills required in receiving and handling guest complaints.
Service Management. Is define that service is an intangible product that
brings utility or value to the customer. Service Management is thus a managerial
discipline focused on a customer and a service. Service management is
multidisciplinary field which is related to many other management fields.
Welcome guest and take food and beverage orders. Is defined as the
knowledge and skills required in providing pre-meal services to the dining guests
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as soon as they arrive in the foodservice facility. It covers the dining room or
restaurant service procedures before the food and beverage orders are served.
Skill is defined as the ability to use one's knowledge effectively and readily
in execution or performance.
Knowledge is defined as acts, information, and skills acquired by a person
through experience or education; the theoretical or practical understanding of a
subject.
Social Role is defined as a set of connected behaviors, rights, obligations,
beliefs, and norms as conceptualized by people in a social situation. It is an
expected or free or continuously changing behavior and may have a given
individual social status or social position.
Self-image is defined as the way a person feels about his or her personality,
achievements and value to society.
Traits is defined as a distinguishing quality or characteristic, typically one
belonging to a person.
Motive is defined as a reason for doing something, especially one that is
hidden or not obvious.

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CHAPTER II
REVIEW OF RELATED LITERATURE AND STUDIES
This chapter represents related writings and deals with significant studies
conducted locally and in other countries, which in some way or another; it bears
importance to the current study. The foregoing concepts and search were
gathered from foreign and local sources.
Foreign Literature
Food and beverage (or foodservice) operation in the hospitality industry are
concerned with the provision of food and drinks ready for immediate consumption
(but excluding retailing and food manufacturing). Cousins et al., (2014) cited that,
“Today more people than ever eating outside the home and to meet this demand
there is increasing diversity in the nature and type of food and beverages on offer.
Because of the expansion of the industry and increasing requirements for
improved professionalism in food and beverage service staff, there is even greater
need for people to make their careers in this noble profession. In addition, there
is a need for improved confidence and performance of staff, through higher
standards of knowledge and skills.
Service is defined in English Oxford Dictionary as “the action of helping or
doing work for someone”. It is the act of aiding or to serve.
Wong, S. & Lee. Patrick C. (2017), stated that competence is the capacity
to use one’s acquired knowledge, abilities and personal attitudes in different

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contexts and situations. Going beyond knowing and knowing how to, it also
includes knowing how to be. Basic competencies learning targets and objectives
set out in the curriculum for each key stage. The basic competencies represent
just part of the curriculum requirement.
https://opentextbc.ca/introtourism/chapter/chapter-4-food-and-beverage- services
Basic competencies feature the following characteristics which focus on the
development of abilities rather than the assimilation of theoretical content:
individuals become competent when they learn how to solve problems effectively.
They are dynamic because they develop progressively and can be acquired
in different learning situations and institutions.
They are interdisciplinary and transversal because they integrate
knowledge that originates in different academic disciplines.
Competencies that are prerequisites for food and beverage service
personnel are Grooming ang Hygiene, Basic Etiquettes, Hygiene and Sanitation,
Teamwork, Attitude, Discipline, and Courtesy.
Government of Canada, (2012). In this article, according to Statistics
Canada, the food and beverage sector comprises “establishments primarily
engaged in preparing meals, snacks and beverages, to customer order, for
immediate consumption on and off the premises”
The food and beverage sector grew out of simple origins: as people
travelled from their homes, going about their business, they often had a need or
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desire to eat or drink. Others were encouraged to meet this demand by supplying
food and drink. As the interests of the public became more diverse, so too did the
offerings of the food and beverage sector. Mak, Lumbers, Eves, & Chang, (2014).
In 2014, Canadian food and beverage businesses accounted for 1.1 million
employees and more than 88,000 locations across the country with an
estimated $71 billion in sales, representing around 4% of the country’s overall
economic activity. Many students are familiar with the sector through their
workplace, because Canada’s restaurants provide one in every five youth jobs in
the country with 22% of Canadians starting their career in a restaurant or
foodservice business. Furthermore, going out to a restaurant is the number one
preferred activity for spending time with family and friends Restaurants Canada,
(2014a).
Tripp & Marshall (2015), food and beverage sector are a vibrant and
multifaceted part of our society. According to Michael Hurst, a famous restaurateur
and former chair of the US National Restaurant Association, championed the idea
that all guests should be received with the statement “Glad you are here”. That
statement is the perfect embodiment of what Food and Beverage to the hospitality
industry, a mix of service providers who welcome guests with open arms and take
care of their most basic needs, as well as their emotional well-being. Also, Michael
Hurst preached to students, industry participants, and university colleagues alike,
saying that “The most precious gift you can give your Guests is the gift of
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Friendship”. Managing a Food and Beverage operation is challenging because of
the diverse skill set it requires. Since both manufacturing and service are involved,
managers need to have a technical expertise, business knowledge and people
skills, how both are marketed to consumers and numerous other operational
functions and activities. Above all managers must be able to interact well with
people including guest, staff members, suppliers, and potential customers.
Food and Beverage operation are part of the hospitality industry which in
turn is part of travel and tourism industry. So, it is helpful to appreciate the
interrelationships that exists among these related enterprises.
D. Hill and Jowett (2016), stated that food and beverage service are a
dynamic industry covering a wide range of job roles. From baristas to head waiters,
mycologists and sommeliers, it is a career with many opportunities for
development. Food and beverage service managers supervise the daily
operations of a dining establishment or bar. In addition to overseeing wait staff and
kitchen workers, managers order supplies, ensure customer satisfaction, create
schedules, and train new employees. Food and beverage service managers also
handle administrative duties, including payroll, employee records, and customer
complaints.
J. Hillan (2017), in his article that food and beverage service managers work
at upscale restaurants, fast food chains, or even school cafeterias. The job often
requires long hours, and many establishments are busiest on evenings and
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weekends. Managers also must deal with customer problems. Food and beverage
jobs are exciting career options for professionals who excel at sales and
management and want to work within the economically vibrant hospitality industry.
Food and beverage jobs are increasing and should continue to do so through the
foreseeable future.
According to the Bureau of Labor Statistics, food and beverage job
opportunities will see a growth rate of eight percent through 2018. Many verticals
within the hospitality industry are expected to increase the need for new staff at a
more rapid rate. Food and beverage jobs in large hotels and resorts, casinos and
cruise ships may include food and beverage director positions. Typically, a food
and beverage director manage the all food and beverage related operations of an
establishment. Daily responsibilities often include overseeing employees,
inventory management and managing budgets. Responsibilities may also include
coordinating food and beverage and associated staff for banquets, weddings,
conferences and other special events.
Briscoe &Tripp (2014), stated that food and beverage services is defined as
the F & B service operations are the process of making, presenting and serving of
food and beverages to the consumers at the F&B premises, which can be:
Restaurants, Bars, Hotels, Airlines, Cruise Ships, Trains, takeaways and Food
Parks. F&B service is also the responsibility of sustaining the best and the high
quality of food cooked in kitchen and beverages made in the bar for the guests.
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F&B operations in the hospitality sector focuses on immediate utilization of food
and drinks and includes different types of restaurants.
As per Cousins, Lillicrap & Weekes (2014), therefore, Service is the entire
experience that an individual or guest gets from the staff who is fulfilling the needs
and requirements during the stay in the F&B premises. F&B service is of many
types such as: table service, self- service, assisted service and single point
service.
Kandampully & Suhartanto (2014), Food & Beverage services is a vital part
of everyday life of any sector of hospitality industry. It encourages assortment of
food and beverage concepts and cuisines. F&B services plays a primary role in
functions of hospitality. Therefore, it can mold itself as per the need of the business.
Davis, Lockwood, Alcott & Pantelidis, (2013), From a customer’s point of view F&B
services is an experience which starts, when a customer enters the premises
follows it with meal/drink and it ends when the customer leaves the premises. The
entire F&B service team are involved to perform extensive variety of tasks that
incorporate service preparation, welcoming and acknowledging the guests, order
taking, settlement of the bills and last but not the least executing the various tasks
after the guests leaves the premises.
Mok, Sparks & Kadampully (2014) stated that food & beverage stores are
segregated in to following categories: Restaurants: they are of many kinds such
as All-day dining restaurants, lounge, bars, room service, conference rooms and
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ball rooms. Therefore, in these restaurants the food and drinks are served and give
various types of F&B services. There are many ways disclosed in scholarly journal
articles which helps in maintain the service quality in hospitality industry.
According to K. Ferasat (2019), he believes that consistently solid basics
(CSBs) and resonating points of differentiation (RPDs) comprise the winning
formula for a strong value proposition. CSBs are basic dining elements, such as
service, food attributes, and venue appearance. RPDs consist of six categories
that represent the unique aspects of a food parks: lifestyle integration, hospitality,
menu desirability, atmosphere, concept essence, and manager presence. In
addition, there are five tactics that must be incorporated into an overall strategy in
order to maintain a competitive advantage: consistent food service, food quality
and safety, embracing technology, marketing, and creativity. So how can you
create and maintain a profitable food parks while adding value, increasing
sustainability, and providing fresh food for the consumer? Whether you want to
start a new venture or improve an existing one, incorporating the value
propositions and tactics into your operations should improve your brand and
increase its long-term profitability.
According to online journal Graziadio Business Review (2018), consumers
say that to gain their loyalty, a restaurant needs to offer a better environment, that
is, employees who deliver fun and friendly service, a good menu selection that fits
the brand, new and seasonal offerings that create excitement for the customers
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and employees, and, finally, an appreciation for the customer’s business. Personal
touches like having the manager or owner stop by a table to assure quality or
sending a complementary dessert for a birthday can leave a lasting impression
and help to make an emotional connection with customers and instill loyalty.
K. Ferasat (2014), stated about employing the five tactics will help to figure
out what a restaurant’s RPDs should be (while keeping in mind its demographic’s
wants and needs) will help set apart, while leveraging its creativity as a manager
or restaurateur. If the feedback is positive, patrons will look to you as the creative
director and designer and commend you for a job well done. This, in turn, will
increase the overall sustainability of the business.
An article from Lillicrap et al (2017), Knowledge management is a
systematic and integrative process of coordinating organization wide activities of
acquiring, creating, storing, sharing, diffusing and deploying knowledge by
individuals and groups, in pursuit of organizational goals. Knowledge Management
is multidimensional construct with a large number of interrelated attributes.
However, its three components or attributes that are commonly found in the
literature are: knowledge acquisition or adaptation, knowledge dissemination or
sharing responsiveness to knowledge or knowledge use. The knowledge
management practices in the organization depend on some prerequisites. One of
the important preconditions for effective knowledge management is organizational
culture.
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A stated by Smith (2014), in the interest of customers the staff should have
a certain knowledge of the area in which they work so they may be able to advise
the guests on the various form of entertainment offered, the best means of
transport to places of interest and so on. And the ability to smile at the right time
pays dividends. With these attributes the staff will help the management by
becoming good salespeople.
Food service managers are responsible for all functions of the business,
related to employees. Managers also schedule work hours, making sure that
enough workers are present to cover each shift. During busy periods, they may
expedite the service helping to serve customers, cashiering, or cleaning tables.
National Restaurant Association Education Foundation. (2017)
According to Bruce (2015), staff should have a pleasant manner, showing
courtesy and tact, an even temper and good humor, and never displeasure even
though at time things may be difficult. They should never argue with a customer
and, if they cannot deal with the situation, it should be referred immediately to a
senior member of the team who, because of his/her greater experience, will be
able to claim the guest and put right any fault
Based on the statement of Doyle (2019), in a restaurant and food service,
skills are first to be consider in working to a food service and are almost always
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available and often well paid. Additionally, they can be opportunities to develop
further skills that can apply to many other professions.
Local Literature
Related article to Uriarte Jr. (2018), there is no universal accepted definition
of knowledge management, but there are numerous definitions preferred by
experts. Put very simply, Knowledge Management is the conversion of tacit
knowledge into explicit knowledge and sharing it within the organization. Putting
it more technically and accurately, knowledge management is the process through
which organization generate value from their intellectual and knowledge- based
assets. Defined in this manner, it becomes apparent the knowledge management
is concerned with the process of identifying, acquiring, distributing and maintaining
knowledge that is essential to the organization.
Alvarez (2014), states that “Cleanliness and personal hygiene of food
workers are extremely important in the food service and food processing
establishments”. It means that all employees shall maintain a high degree of
personal cleanliness and shall conform to good hygienic practices during all those
working periods. Alvarez enumerated several guidelines for food service
employees.
Carino et al, (2014), Employees hygiene practices includes the following,
first all employees must wash their hands with soap and water when they are arrive
at work and before starting food preparation, all employees mush wash their hands
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with soap and water after they used the toilet, after covering mouth or nose after
sneezing or coughing, employees with long hair must wear hats, hair nets or other
form of hair restraint, employees must wear clean clothes, employees with cuts or
sores on their hands must wear disposable latex gloves, finger cots or other water
proof covering as needed, employees with diarrhea or severe coughing are not
allowed to work, employees coats and other private articles must be stored in a
designated area, employees should eat only during assigned breaks, not while
working in the kitchen, and lastly all non-working and unauthorized persons must
be restricted from the food preparation and service areas.
Ang (2014) Furthermore, personal habits affect food safety. In preparing
food, food workers must remove their watches, rings, bracelets and all other
jewelry on the arms or hands out of food. Finger nails must be trimmed so they
are easy to clean. Hair restraints are intended to keep hands out of hair and hair
out of food. Hair must be effectively restrained whenever you are working around
food or food preparation areas. Poor personal hygiene practices can contaminate
food and food surfaces.
De Vera (2014), The most common source of food borne illness can be
traced to food handlers. Common personal hygiene violations that can result in
food borne illness include failure to wash hand properly, failure to follow proper
hygiene habits, working when sick, and lack of training in personal hygiene
practices. Furthermore, cross contamination occurs when microorganisms are

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transferred from a contaminated food contact surface of food to a non-contact
surface or food.
According to Environmental Health Department, National Environment
Agency (2017), considering all persons working in a retail food establishment
should practice good personal and food hygiene to ensure that food served to
consumers is safe for consumption. It is important for front-line service staffs,
waiters and waitresses to observe good hygiene practices to avoid introducing
contamination into the food being served. Their food handling and personal
hygiene practices may also influence customer decisions in re-visiting the food
establishment. The following guidelines inform food establishment operators and
service staff of the good hygiene practices that should be adopted when serving
food to customers.
Cruz (2014), emphasized that Food safety hygiene applies to any venue
that operates a permanent or temporary kitchen or smaller food preparation area
for storing, preparing, displaying and serving food, for example: commercial
catering and retail venues like restaurants, cafes, clubs, hotels, event venues,
conference venues fast food outlets retail food outlets such as sandwich shops
and food courts, tour operators who prepare and serve food at temporary sites.
Cabuhal (2014), stated that food manager preventive measures implement
to ensure food safety should begin during hiring stage of food service industry
workers. This strategy is accomplished through the health screening and careful
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training of food service employees after they had been hired. Policies should be
designed, implemented and monitored to cover employees’ illnesses, proper attire,
and personal hygiene habits. The specific methods aimed to fulfill the intent of
these policies are frequently referred to as infection control procedures.
From the online sourcewww.kitchendining.com the most important food
safety tool is clean hands. Hand washing gets rid of the microorganisms on hands
that can make people sick. It is important to wash your hands often throughout the
day, even when they look clean. Washing your hands often is the most important
thing you can do to keep microorganisms out of your body and out of the food you
prepare.
Marcelino (2013), stated that food workers must know when and how to
wash their hands. Workers are required to wash their hands before they begin food
preparation and any time hands may be contaminated, such as after using the
toilet, after handling raw meat, fish, or poultry, after handling garbage or dirty
dishes, after taking a break, eating, drinking, or smoking, after sneezing, coughing,
or blowing the nose, after using chemicals, after handling money or a cash register.
According to Subida (2017), food is being contaminated as a result of food
handlers with poor personal hygiene whose hands are not washes in between
preparing different type of food, after touching any source of bacteria like nose,
mouth, hair, contaminated equipment, contaminated raw food or ingredient,
contaminated kitchen utensils like chopping boards and knives, using the same
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utensil for preparing two or more different foods. There are basic principles of food
protection against bacteria. First, wash hands, cutting boards and all dishes that
met raw meat, fish, or poultry. Second make sure raw food and cooked foods are
kept separated. Third cover all foods. Fourth cook all meat, fish and poultry
thoroughly. Fifth get rid of garbage or refuse carefully in covered bins. And lastly
sanitize all equipment.
Ponseca (2014), stated that “small batch preparation” is a technique can be
used to promote safety during preparation. There are several guidelines in
preparing safe food. First, handle foods as little as possible. Second, use tongs,
spatulas, or other utensils instead of hands. Third, use clean sanitized equipment
work tables. Clean and sanitize cutting surfaces and equipment after handling raw
poultry, meat, fish or eggs before working on another food. Fourth, clean as you
go. Do not wait to clean the workplace until the end of the workday. Fifth, wash
raw fruits and vegetables thoroughly. Sixth, when bringing foods out of
refrigeration, do not bring out more than what can be processes in an hour.
Seventh, keeps foods cover whenever possible unless in immediate use. And last,
do not mix leftover with freshly prepared foods.
Local Studies
Based on the study conducted by Joyce Macaraeg (2014), a person
behavior in sanitation and personal habits can have a significant effect on the
safety of food product. Food handlers should be trained to ensure appropriate

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behavior. The cleanliness and personal hygiene of food workers are extremely
important. Therefore, good personal hygiene is essential for those who handle
foods. A desirable behavior includes when and how to wash hands properly.
Maintaining good personal habits such as bathing, restraining hair, keeping finger
nails short and clean, washing hands after using toilets etc. and maintaining good
health and reporting when sick to avoid spreading possible infections.
Furthermore, based on the study conducted by Grimaldo (2013), food shall
be protected from cross-contamination by separating raw foods from ready-to-eat
foods during storage, preparation, holding, and display. Equipment and utensils
including knives, cutting boards, and food storage containers must be thoroughly
cleaned and sanitized after being used for raw animal foods and before being used
for ready-to-eat food. In addition, she suggested that organizations should
establish personal hygiene rules that are clearly defined and uniformly and rigidly
enforced. These regulations should be documented, posted and clearly spelled out
in booklets. Policy should address personal cleanliness, working attire, acceptable
food handling practices, and the use of tobacco and other prohibited practices.
Foreign Studies
There are several studies that have discussed that the main causes of
microbial contamination typically occurring in foodservice establishments are
contaminated supplies, dirty food contact surfaces, poor personnel hygiene
practices, inappropriate storage temperatures, and insufficient cooking Käferstein,

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(2013); Griffith & Clayton, (2015); WHO, (2017); EFSA,(2017); Jones et al., (2018).
More in detail, various studies have demonstrated that the main sources of cross
contamination during processing come from food contact surfaces, equipment and
employees Gill et al., (2014); McEnvoy et al., (2014); Tsalo et al., (2017); Aarnisalo
et al.,(2016); Bagge-Ravn et al., (2013); Cools et al., (2015); Fuster-Valls et al.,
(2018). Equipment and surfaces can be source of direct contamination when they
have not been effectively cleaned or remained wet between cleaning and use
Evans et al., (2014).
Food handlers have a major role in the prevention of food borne diseases
since they may cross contaminate raw and ready-to-eat food and be asymptomatic
carriers of food poisoning microorganisms Walker et al., (2013).
Hand washing interventions may be more effective if perceptions of food workers
are considered. For example, concern for customers health, concern for personal
health, and taking pride in providing a quality product were factors seen by
participants as positively influencing hand washing practice. Developing an
understanding of how these factors could be incorporated into hand washing
training could enable development of behavioral interventions to encourage hand
washing. Much of the current hand washing training relies on the knowledge,
attitude, and practice (KAP) model Clayton et al., (2014).
https://www.academia.edu/6507971/Level_of_Competence_of_Food_and_Bever
age_Services_NC_II_Passers_Basis_for_Strengthening_the_Training_Program_in_Wes
tern_Visayas. According to R. Moreno (2014), of Asia Pacific Journal of

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Multidisciplinary Research, the related study aimed to assess the level of
competence of Food and Beverage Services NC II certified passers in Western
Visayas as part of ensuring that what industry wants (stated as a competency
standards) comes back in outcomes of training (represented by a credential issued
to a learner). Moreover, the result of the study serves as the basis for designing a
proposed training plan in strengthening the Food and Beverage Services NC II
Training Program in Western Visayas. The study surveyed 50 Food and Beverage
Services Certified NC II Passers and 8 supervisors assigned in different hotel
establishments in Western Visayas using the survey questionnaire based from
TESDA’s training regulations for Food and Beverage Services NC II to collect
relevant data from the population of the study. The data was analyzed using
frequency count, means, standard deviation, ranks and SPSS software for
statistical analysis. Results of the study based on the data culled from the
respondents’ collated scores showed that NC II passers are fully aware of the
competencies required by the industry in their workplace.
Bookbinder (2016) found in his research that customers spend more,
employees accomplish more, and vendors are more likely to pay on time, if they
receive regular gratitude. Unfortunately, when considering how to express your
appreciation to B2B clients and customers. It can be challenging to find the right
balance between staying professional, but still crating a personal connection.

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Ballantyne (2019), revealed that the trends transforming the food and
beverage industry re more diverse, comprehensive and interconnected. The future
of the sector revolves around being healthier, more sustainable and more
concerned about how the food we eat affects the environment and society at large.
There is clear evolution toward a more natural and holistic approach to nutrition
and its role in overall well-being, that’s why the food listed in the menu should be
nutritious and better for the options, alternative fats and personalized nutrition are
ways for companies to keep up with customer’s evolving demands.
Shariff (2015), variables such as service, food, atmosphere or environment
and price fairness were significantly related with customer satisfaction. The
service and food factor emerged as the most important attribute. The result also
shows, that service quality and food quality dimensions to restaurant attributes was
the most important to customers.
In the study of Suh (2016), revealed that had no significant difference
between managers and staff on food and beverage skills and traits. Findings
provide the useful insight when planning for enhancement of skill and improvement
of the traits should be based on for competencies of future employees and leaders
on food and beverage sectors.
Synthesis
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The above related studies are all significant to the researcher’s study on
Food and Beverage Service Management Competencies in selected Kiosk at
Taguig City. The essential researched related studies above and the researcher’s
study focused on its required competency standard, which discuss different areas
in the field of food and beverage services in the hospitality sector.
Foreign and local related studies stated common F & B services and
management as key process routines likewise to the researcher’s studies as part
of systematic planning and process in managing employees. The key areas are:
Prepare the dining room/restaurant area for service; Welcome guests and take
food and beverage orders; Promote food and beverage products; Provide food and
beverage services to guests; Receive and handle guest concerns; Manage food
and beverage service team;
A related study from Cousins et al. (2014) stated the fact that, “Today more
people than ever eating outside the home and to meet this demand there is
increasing diversity in the nature and type of food and beverages on offer.
Simon C. K. Wong, Patrick C. Lee. (2017), stressed that competence is the
capacity to use one’s acquired knowledge, abilities and personal attitudes in
different contexts and situations.
An article from the famous restaurateur and former chair of the US National
Restaurant Association Michael Hurst, championed the idea that all guests should
be received with the statement “Glad you are here”. That statement is the perfect
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embodiment of what F&B is to the hospitality industry, a mix of service providers
who welcome guests with open arms and take care of their most basic needs, as
well as their emotional well-being.
D. Hill and Jowett, (2016) postulated that food and beverage service are a
dynamic industry covering a wide range of job roles. From baristas to head waiters,
mycologists and sommeliers, it is a career with many opportunities for
development.
According to the Bureau of Labor Statistics, food and beverage job
opportunities will see a growth rate of eight percent through 2018. Many verticals
within the hospitality industry are expected to increase the need for new staff at a
more rapid rate.
Briscoe &Tripp (2014) stated that the food and beverage services is defined
as the F & B service operations are the process of making, presenting and serving
of food and beverages to the consumers at the F&B premises, which can be:
Restaurants, Bars, Hotels, Airlines, Cruise Ships, Trains, takeaways and Food
Parks.
According to Cousins, Lillicrap & Weekes, (2014), F&B service is also the
responsibility of sustaining the best and the high quality of food cooked in kitchen
and beverages made in the bar for the guests.

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Therefore, as per Kandampully & Suhartanto (2014), service is the entire
experience that an individual or guest gets from the staff who is fulfilling the needs
and requirements during the stay in the F&B premises.
And based to the book of Davis, Lockwood, Alcott & Pantelidis, (2013).
Food & Beverage services is a vital part of everyday life of any sector of hospitality
industry. It encourages assortment of food and beverage concepts and cuisines.
F&B services plays a primary role in functions of hospitality.
Kasra Ferasat (2019), he believes that consistently solid basics (CSBs) and
resonating points of differentiation (RPDs) comprise the winning formula for a
strong value proposition. CSBs are basic dining elements, such as service, food
attributes, and venue appearance. RPDs consist of six categories that represent
the unique aspects of a food parks: lifestyle integration, hospitality, menu
desirability, atmosphere, concept essence, and manager presence. In addition,
there are five tactics that must be incorporated into an overall strategy in order to
maintain a competitive advantage: consistent food service, food quality and safety,
embracing technology, marketing, and creativity.
In an article of Lillicrap et al (2017), entails that Knowledge management is
a systematic and integrative process of coordinating organization wide activities of
acquiring, creating, storing, sharing, diffusing and deploying knowledge by
individuals and groups, in pursuit of organizational goals.

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Similar article of, Uriarte Jr. (2018) stated that there is no universal accepted
definition of knowledge management, but there are numerous definitions preferred
by experts. Put very simply, Knowledge Management is the conversion of tacit
knowledge into explicit knowledge and sharing it within the organization.
Alvarez, (2014) “Cleanliness and personal hygiene of food workers are
extremely important in the food service and food processing establishments”.
Furthermore, based on the study conducted by Grimaldo (2013), food shall be
protected from cross-contamination by separating raw foods from ready-to-eat
foods during storage, preparation, holding, and display.
On Foreign studies cited that Equipment and surfaces can be source of
direct contamination when they have not been effectively cleaned or remained wet
between cleaning and use Evans et al., (2014). It also stated that Food handlers
have a major role in the prevention of food borne diseases since they may cross
contaminate raw and ready-to-eat food and be asymptomatic carriers of food
poisoning microorganisms Walker et al., (2013).

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CHAPTER III
RESEARCH METHODOLOGY
This chapter discusses the method of research that was used, locale of the
study, the respondents, sample/sampling design, the data gathering techniques
and instruments, validation of data and the statistical treatment of data.
Research Methods Used
The descriptive method of research was used to obtain information
concerning the current status of a phenomenon to describe “what exists” with
respect to variables or conditions in a situation. Relative to this, Salkind and
Rasmussen (2007) stated that this type of research provides a detailed account of
a social setting, group of people, community, situation, or some other phenomena.
It strives to paint a complete and accurate picture of the world by focusing on the
factual details that best describe a current or past event. It may deal with the cross
– section of the present, of the duration enough for examination that is of the
present time or not now. Its purpose is to get groups of classified, generalized and
interpreted data for the guidance or practice in the immediate future Pecayo
(2000).
The researcher deems it necessary to employ the descriptive method of
research. She believes that it is the type of research suited to her current study for
it would gather information and test the significant relationship between the food
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and beverage service management competencies in selected kiosks and the
profile of the respondents. Besides, her study was more of quantitative than
qualitative in nature using the descriptive method of research that would help her
analyze and interpret data needed in responding more objectively to the research
questions of the study.
Population Technique
In this study, the survey method was used quota sampling with actual
number of respondents. In quota sampling, a population is first segmented
into mutually exclusive sub-groups, just as in stratified sampling. Then judgment is
used to select the subjects or units from each segment based on a specified
proportion. This second step makes the technique non-probability sampling. In
quota sampling, there is non-random sample selection and this can be unreliable.
This sampling method was draw information and data about the perception of two
(2) group of respondents in determining the extent of Food and Beverage Service
Management Competency Standard of Mercado del Lago and The Nest Food and
Lifestyle Park Taguig employees and owner/manager.
The respondents of the study were the staff/food server/F&B assistant, and
owner/managers of selected kiosks of Mercado del Lago Floating Food Park and
The Nest Food and Lifestyle Park Taguig.
On the next page, Table 1 shows the population and sampling of the
respondents.
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Table 1
Population and Sampling of Respondents
NUMBER OF EMPLOYEES/ or
LOCATION RESPONDENTS
1st Group 2nd Group

Owner/Managers Staff
MERCADO DEL LAGO 21 80
THE NEST FOOD 13 19
LIFESTYLE PARK TAGUIG
TOTAL: 34 99
Instrumentation
The research instrument was based from the TESDA Training Regulations
on Food and Beverage Services NC II and NC IV core competencies. The same
was converted to a survey form for brevity and specificity.
The instrument contains three (3) parts. The first part determined the profile
of the respondents in terms of their age, sex, civil status, educational attainment,
length of service in the company, length of service in the industry and position.
Part two was determined the extent of Food and Beverage Service Management
Competency Standard Compliance of Mercado del Lago and The Nest Food
Lifestyle Park Taguig employees, as perceived by the respondents focusing on the

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front- of the house FBS NC II and NC IV core competencies. Finally, Part three
was determined the problems encountered by the respondents.
Validation of Instrument
The survey questionnaire - checklist was be validated before its actual
distribution to the respondents. It was validated by the adviser, subject professor,
the chairman, and the members of the panel. Their comments and suggestions
were incorporated for the refinement of the said instrument prior to its finalization.
Collection and Management
After the determination of the ‘validity and reliability’ of the research
instrument to be of ‘good’ scale, the administration of the same followed suit:
The administration of the research instrument was started in the fourth week of
April,2019 or right after the Colloquium. Each instrument was administered to all
target respondents during their availability;
Research assistants was employed by the researcher to gather all survey
returns within a week’s time. Each respondent was given ample time to answer the
research instrument. The said questionnaire could be answered within a minimum
time of 15 minutes. The research assistants were leaved the questionnaires to the
respondents who was required more time, but they were collected at their
convenience;
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The researcher was tallied and encoded the answers of the respondents
using the Microsoft Excel. The raw data was transferred, or copy paste into the
SPSS version 20.0 spreadsheet to treat the data using appropriate statistics;
The researcher was asked the assistance of a Statistician so she can never go
wrong in providing the necessary statistical treatment of the data and had guided
her in analyzing/interpreting the same.
Statistical Treatment of Data
The following statistical measures and treatments was used in the gathered
data.
Frequency Distribution (f). This tool was to facilitate the tallying and
counting of frequencies falling under each category. In addition, the same was
used to measure the responses on the profile of Mercado del Lago Floating Food
Park and The Nest Food and Lifestyle Park Taguig employees who was served as
the respondents of this study.
Percentage (%). This tool was used to find out the part of the whole
respondents’ profile based on the frequency/ tally gathered. The following formula
was used to determine the same based on the profile variables determined.
f
--------------------------- X 100 = Percentage
N
Where:
f = Frequency
N = Total Population
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100 = constant
Weighted Mean (Wx).
The Weighted Mean (WM) was used to determine the average evaluation
on the effectiveness. The Weighted Mean was computed using this formula:
TWF
WM= ----------
Where:
WM = Weighted Mean
TWF = Total Weighted Frequency
N = Total Population
Mann–Whitney U test
In statistics, the Mann–Whitney U test is a non-parametric test of the null
hypothesis that it is equally likely that a randomly selected value from one sample
was less than or greater than a randomly selected value from a second sample.
Unlike the t-test it does not require the assumption of normal distributions.
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A chi-squared test, also written as χ2 test, is any statistical hypothesis
test where the sampling distribution of the test statistic is a chi-squared
distribution when the null hypothesis is true. Without other qualification, 'chi-
squared test' often is used as short for Pearson's chi-squared test. The chi-
squared test is used to determine whether there is a significant difference between
the expected frequencies and the observed frequencies in one or more categories.
Arbitrary Scale of Value
To determine the extent of Food and Beverage Service Management
Competencies in Mercado del Lago Floating Food Park and The Nest Food and
Lifestyle Park Taguig. The Four-point scale was used to determine the perception
of the respondents. The following rating and verbal interpretation were used:
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TABLE 2
Adjectival Rating
Food and Beverage Service Management Competencies in Mercado del
Lago Floating Food Park and The Nest Food and Lifestyle Park Taguig:
Verbal Interpretation
Scale Mean Range
Assessment
4 3.5 – 4.00 Strongly Agree (SA)
3 2.5 – 3.49 Agree (A)
2 1.5 – 2.49 Disagree (DA)
1 1.00 – 1.49 Strongly Disagree (SD)
Possible Problems Encountered in Food and Beverage Service Management
Competencies:
Option Scale Rating Verbal Interpretation

4 3.5 - 4 Always
3 2.5 – 3.49 Often
2 1.5 – 2.49 Seldom
1 1.00 – 1.49 Never
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CHAPTER IV
PRESENATATION, ANALYSIS AND INTERPRETATION OF DATA
This chapter presents the interpretation and analysis of the data gathered
from the questionnaire in accordance with the research problems of the study. It
discusses in detail the relationship of the respondents’ profile and on the Food and
Beverage Service Management Competencies and the difference of the two
groups of respondents on Food and Beverage Service Management
Competencies.
Part 1. Respondents’ Demographic Profile
Table 3
Profile Distribution of the Respondents by Age
AGE Frequency Percentage

(years old) (f) (%)
18-22 41 37.27
23-27 32 20.09
28-32 6 5.45
33-37 17 15.45
38 & above 14 12.73
TOTAL 110 100.00

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Table 1 presents the age profile of the respondents. Out of one hundred
ten (110) there were age range of 18-22 years old with 41 (37.27 percent)
considered with the highest number of respondents; followed by age range of 23-
27 years old with 32 (20.09); next with 17 (15.45 percent) under age range of 33-
37 years old with 17 respondents (15.45 percent); 28 and above years old with 14
respondents (12.73 percent); lastly, with the least number of respondents under
age range of 28-32 years old (5.45 percent).
It revealed that most of the employees of Mercado del Lago and the Nest
Food and Lifestyle Park Taguig were under the young adulthood as a critical
development period in the life course a critical period of development with long-
lasting implications for a person’s economic security, health and well-being. The
key contributors to the nation’s workplace and can help to pave the way to a more
productive and equitable tomorrow. Pickhardt (2017)
Table 2
Profile Distribution of the Respondents by Sex
Sex Frequency Percentage

(f) (%)
Male 70 63.64
Female 40 36.36
TOTAL 110 100.00

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The variable sex was investigated for this study. Data related to sex of the
respondents is presented in the Table 2 above that out of the total respondents
investigated for this study, majority were males with 70 (63.64 percent) and 40 for
females (36.36 percent). Based on the results, Mercado del Lago Floating Food
Park and the Nest Food and Lifestyle employees predominantly were males.
Table 3
Profile Distribution of the Respondents by Civil Status
Civil Status Frequency Percentage

(f) (%)
Single 76 69.09
Married 34 30.91
TOTAL 110 100.00
Table 3 shows the profile of the respondents by civil status, majority with 76
(69.09 percent) were single, and the remaining 34 (30.91 percent) were married.
In this situation, the single respondents were most likely to work and serve at the
Mercado del Lago and the Nest Food and Lifestyle Park Taguig rather than married
respondents.
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Table 4
Profile Distribution of the Respondents by Educational Attainment
Educational Frequency Percentage

Attainment (f) (%)
College Graduate 23 20.91
College Level 37 33.64
High School Graduate 50 45.45
TOTAL 110 100.00
Table 4 presents the profile of respondents by educational attainment. Most
of the respondent’s educational attainment was high school graduate with 50
(45.45 percent); followed by college level with 37 (33.64 percent); and with 23
(20.91 percent) who have completed/graduated college and considered as the
least number of respondent’s educational attainment.
It revealed that most of the Mercado del Lago Floating Food Park and The
Nest Food and Lifestyle Park Taguig employees were high school graduate
manifested that after their high school, more so on their senior high school as
shown in Table 5 with less than 2 years length of service, wherein in this period
the senior high school graduates now are accepted in the field of work.
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Table 5
Profile Distribution of the Respondents by
Length of Service in the Company
Length of Service Frequency Percentage

(years) (f) (%)
Less than 2 67 60.91
2-4 17 15.45
5-7 3 2.73
8 - 10 12 10.91
11 and above 11 10.00
TOTAL 110 100.00
As revealed in the Table above regarding the length of service of the
respondents in the company, majority of them belonged to less than 2 years of
service with 67 (60.91 percent); followed by with length of service 2-4 years with
frequency of 17 (15.45 percent); 8-10 years with 12 (10.91 percent) and 11 and
above years with 11 (10.00 percent) close near to 8-10 years in service; and with
the least number of respondent’s length of service in the company with 3 (2.73
percent) under 5-7 years.
Its shows that Table 4 and Table 5 have relevance to one another, based
on the analysis of the researcher after the respondents finished the senior high
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school level then they started to work, as evidenced in the previous Table with the
most number of respondents length of service in the company less than 2 years
wherein it is the period of acceptance of senior high graduates in the field of work.
Table 6
Profile Distribution of the Respondents by
Length of Service in the Industry
Length of Service Frequency Percentage

(years) (f) (%)
Less than 2 49 44.55
2-4 36 32.73
5-7 19 17.27
8 - 10 2 1.82
11 and above 4 3.64
TOTAL 110 100.00
Table 6 represents the profile of the respondents by length of service in the
industry. As shown in the Table above most of the respondents length of service
in the industry was less than 2 years with frequency of 49 (44.55 percent); followed
by 2-4 years with 36 (32.73 percent); 5-7 years with 19 ( 17.27 percent); 8-10 years
with 2 (1.82 percent); lastly, with frequency of 4 (3.64 percent) with 11 and above
years old.
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Based on the table above, the respondents were still in the period of
adjustment, gaining more experiences, need more training, and with eagerness to
learn. As the years of service in the industry increases the number of respondents
decreases. Manifestation that the respondents are trying to gain more experiences
as steppingstone to move on the higher level. The minimal qualification in terms of
experiences or length service with less than 2 years is one reason why there are
many employed on the mentioned years range of length of service in the industry.
Table 7
Profile Distribution of the Respondents by Position
Position Frequency Percentage

(f) (%)
Manager 23 20.91
Staff/Food Server/
F & B Assistants 87 79.09
TOTAL 110 100.00
Table 7 represents the profile distribution of the respondents by position.
Out of 110 respondents there were eighty-seven (87 frequencies) with position as
Staff/food server/ F & B assistants, and twenty-three (23 frequencies) with position
as manager.
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It revealed that majority of the respondents belonged to staff/food sever/
F & B assistants (79.09 percent) position and with the least number of respondents
under manager (20.91 percent).
In any company, most of the employees were under the staff office and
lesser number of managerial or supervisory position, researcher concluded that
the Mercado del Lago Floating Food Park and The Nest Food and Lifestyle Park
Taguig were in the normal procedure of employee’s acceptance and position
distribution.
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Food and Beverage Service Management Competencies
Table 8
In terms of Skill (Kasanayan)
Indicators Mean Interpretation Rank

(x)
1.Tinitingnan ang mga stocks o ang laman 3.77 Strongly Agree 2

ng bodega ng mga kinakailangang supplies
na gaggamitin sa serbisyo. (Check stocks or
server’s station with supplies necessary for the
service)
2.Ibinibigay ang order na pagkain at inumin 3.75 Strongly Agree 3

sa tamang kustomer na nagpahayag ng
pagbili nito. (Serve food orders to the right guests
who ordered them)
3.Inu-ulit sa customer ang mga order na

pagkain at inumin upang malan kung tama 3.85 Strongly Agree 1
ang mga ito. (Repeat back orders to the guests to
confirm items.)
4.Inaalam at sinusulat ang kahinaan ng

bawat empleyado para sa pagpaplano at 3.57 Strongly Agree 4
hangaring paunlarin ang mga ito.
(Employee weaknesses are identified and
measurable goals for improvement are planned.)
5.Paggamit ng mga epektibong pamamaraan 5

upang alamin ang puna ng mga kustomer or 3.45 Agree
Customer feedback at ito ay tinatalakay sa
mga empleyado.
(Effective collecting tools for customer feedback
are applied and discussed with the staff.)
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Gen. Mean 3.68 Strongly Agree
Std. Dev. 0.39

Legend: 1.0-1.49 Strongly Disagree 1.5-2.49 Disagree 2.5-3.49 Agree 3.5-4.0 Strongly Agree
As shown in the table above the food and beverage service management
competencies in terms of skill (Kasanayan). It was revealed that majority of the
respondents were strongly agreed with regards to skill (kasanayan) as evidenced
with mean range of 3.57-3.85 interpreted as strongly agreed on the following
indicators: “Inu-ulit sa kustomer ang mga order na pagkain at inumin upang
malaman kung tama ang mga ito” (Repeat back orders to the guests to confirm items)
with mean of 3.85; “Tinitingnan ang mga stocks o ang laman ng bodega ng mga
kinakailangang supplies na gagamitin sa serbisyo” (Check stocks or server’s station with
supplies necessary for the service) with mean of 3.7; “Ibinibigay ang order na pagkain at
inumin sa tamang customer na nagpahayag ng pagbili nito” (Serve food orders to the
right guests who ordered them) with mean of 3.75; lastly, “Inaalam at sinusulat ang
kahinaan ng bawat empleyado para sa pagpapalano at hangaring paunlari ang
mga ito” (Employee weaknesses are identified and measurable goals for improvement are planned.)
with mean of 3.57. And the respondents agreed only on “Paggamit ng mga
epektibong pamamaraan upang alamin ang puna ng mga customer or customer
feedback at ito ay tinatalakay sa mga empleyado” (Effective collecting tools for customer
feedback are applied and discussed with the staff) with mean of 3.45.
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The general mean of 3.68 manifested that the respondents were strongly
agreed on the food and beverage service management competencies in terms of
skill (Kasanayan), and the standard deviation (Std=0.39) shown that it was
dispersed or far from the average. Researcher concluded that the respondents are
well trained and guided wherein the respondents check the stock, see to it that the
respondents repeat the order of the customers in order to give the right order/s.
According to Ferasat (2019), the unique aspect of a food parks is
customer’s menu desirability in order to maintain a competitive advantage
consistent food service.
Table 9
In terms of Knowledge (Kaalaman)
(x)
1.Nagbibigay ng mga karagdagang 3.55 Strongly Agree 5

impormasyon tungkol sa produktong pagkain
at serbisyo kung kinakailangan.
(Provide additional information about the food
service establishment when necessary)
2.Isine-serve ang mga produktong inumin ng 3.58 Strongly Agree 3.5

maayos base sa itinakdang pamamaraan ng
establisamento o standard of service.
(Serve beverages efficiently according to
established standards of service)
3.75 Strongly Agree 1
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3.Kabisado at tamang binibigkas ang iba’t -
ibang uri ng lutong pagkain sa menu.
(Master names and pronunciations of dishes in the
menu)
4. Ang mga staff ay may kaukulang
pagsasanay o tinturuan ukol sa prinsipyo ng
tamang pagse-serbisyo sa mg kustomer.
(Staff are properly trained or coached on the
principles of guest service)
5.Ang mga bagong empleyado ay binibigyan

ng pangunahing pagsasanay at kaalaman Strongly Agree
base sa pamantayan ng tindahan o shop. 3.58 3.5
(New hires are oriented and trained in accordance

with enterprise standards.)
Std. 0.38
Table 9 as it compared to table 8 although both on Food and Beverage
Service Management Competencies but table above presented in terms of
knowledge (kaalaman) while table 8 on skill (kasanayan). The respondents were
strongly agreed on all the indicators indicated with regards to knowledge with mean
range from lowest of 3.55 to highest mean of 3.75 interpreted as strongly agree.
It means that the respondents were strongly agreed on the following indicators:
with mean of 3.75 “Kabisado at tamang binibigkas ang iba’t-ibang uri ng lutong
pagkain sa menu” (Master names and pronunciations of dishes in the menu); with mean of
3.60 indicated “Ang mga staff ay may kaukulang pagsasanay o tinuturuan ukol sa
prinsipyo ng tamang pagse-serbisyo sa mga customer”; (Staff are properly trained or

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coached on the principles of guest service) with mean of 3.58 regarding “Isine-silbi ang
mga produktong inumin ng maayos base sa itinatakdang pamamaraan ng
establisamento o standard of service” Serve beverages efficiently according to established
standards of service) and “Ang mga bagong empleyado ay binibigyan ng pangunahing
pagsasanay at kaalaman base sa pamantayan ng tindahan o shop” Staff are properly
trained or coached on the principles of guest service ; and “Nagbibigay ng mg karagdagang
impormasyon tungkol sa produktong pagkain at serbisyo kung kinakailangan”
(Provide additional information about the food service establishment when necessary) with mean
of 3.55.
In general, the respondents were strongly agreed on all the indicators
indicated under knowledge (kaalaman), and the standard deviation (Std=0.38)
shown that it was spread out about the average. It manifested that the
respondents were knowledgeable in terms of giving services and right information
about the products. In addition, respondents are well trained on the principle of
right services to the customers.
A stated by Smith (2014), in the interest of customers the staff should
have a certain knowledge of the area in which they work so they may be able to
advise the guests on the various forms of entertainment offered, the best means
of transport to places of interest and so on. And the ability to smile at the right
time pays dividends. With these attributes the staff will help the management by
becoming good salespeople.

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Table 10
In terms of Social Role (Panlipunang Tungkulin)
(x)
1. Ibinibigay ang pagpapa-halaga at pagbati 3.70 Strongly Agree 2

sa sinumang customer sa oras na sila ay
dumating. (Acknowledge and greet the guest with
an appropriate welcome as soon as they arrive).
2.Itinatala at binibigyan ng karampatang 3.66 Strongly Agree 3

aksyon and anumang reklamo o pagdating
ng customer. (Record and take proper action on
the complaint)
3.Nagpapasalamat sa mga customer dahil sa
malugod na pagtangkilik nito.
(Thank guests and give a warm farewell)
4. Ang mga empleyado ay masusing

sinubaybayan tungkol sa ligtas at tamang Strongly Agree 4
3.60
paghahanda ng mga pagkain ng mga
pagkain uang makaiwas sa anumang
panganib sa kalusugan ng mga customer.
(Food safety practices of employees are closely
monitored to reduce potential adverse health risks
of guests.)
5. Hinihingi o inaalam ang puna (customer 3.51 Strongly Agree 5

feedback) ng bawat customer upang mas
maintindihan ang kanilang mga
pangangailangan at inaasahan.
(Guest feedback is solicited to understand their
needs and expectations.)
Std. 0.37
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Legend: 1.0-1.49 Strongly Disagree 1.5-2.49
Disagree 2.5-3.49 Agree 3.5-4.0 Strongly Agree
Table 10 signified the food and beverage service management
competencies of the respondents in terms of social role (panlipunang tungkulin).
The respondents were strongly agreed in all the indicators mentioned with regards
to social role as an evidenced of mean range from 3.51 lowest mean to 3.71 as
the highest mean interpreted as strongly agreed on the following:
“Nagpapasalamat sa mga customer dahil sa malugod na pagtangkilik nito” (Thank
guests and give a warm farewell) with the highest mean of 3.71; followed by indicator
“Ibinibigay ang pagpapa-halaga at pagbati sa sinumang customer sa oras na sila
ay dumating” (Acknowledge and greet the guest with an appropriate welcome as soon as they
arrive) with mean of 3.70; next with mean of 3.66 stated “Itinatala at binibigyan ng
karampatang aksyon and anumang reklamo o pagdating ng customer” (Record and
take proper action on the complaint); more so, with mean of 3.60 indicated “Ang mga
empleyado ay masusing sinubaybayan tungkol sa ligtas at tamang paghahanda
ng mga pagkain ng mga pagkain uang makaiwas sa anumang panganib sa
kalusugan ng mga customer” Food safety practices of employees are closely monitored to
reduce potential adverse health risks of guests.); lastly, with mean of 3.51 “Hinihingi o
inaalam ang puna (customer feedback) ng bawat customer upang mas
maintindihan ang kanilag mga pangangailangan at inaasahan” (Guest feedback is
solicited to understand their needs and expectations.)

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Therefore the researcher concluded that respondents were strongly agreed
that they really give thanks and courtesy to the customers, given immediate action
to customer’s complained, and the respondents were highly monitored by the
owner of the company with regards to proper handling and preparation to the
foods, and always ask the customers feedback. It means that the respondents are
well trained and monitored through continual supervision of the company’s owner
with regards to social role.
Walker (2019), believed in proper handling and preparation to the foods,
since food handlers have a major role in the prevention of food borne diseases
since they may cross contamination raw and ready-to-eat food and be
asymptomatic carriers of food poisoning microorganisms.
Based on the study of Bookbinder (2016) shows that customers spend
more, employees accomplish more, and vendors are more likely to pay on time, if
they receive regular gratitude. Unfortunately, when considering how to express
your appreciation to B2B clients and customers. It can be challenging to find the
right balance between staying professional, but still crating a personal connection.
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Table 10
In terms of Self-Image (Pagtingin sa Sarili)

(x)
1. Inaalam ang mga dapat gampanan at 3.72 Strongly Agree 1

responsibilidad. (Roles and responsibilities are
identified)
2. Disiplina sa trabaho. (Workplace discipline) 3.64 Strongly Agree 3
3. Maagap sa oras ng trabaho at hindi

lumiliban. 3.70 Strongly Agree 2
(Punctuality and attendance are checked.)
4.Ipinagkaloob ang sarili kung kulang ng 3.59 Strongly Agree 4

kasama sa trabaho upang maiasan ang
abala sa pagbibigay ng serbisyo.
(Assistance is given when staffing constraints

require so that service was not be hampered.)
5. Masusing ipinatupad ang disiplina sa oras 3.56 Strongly Agree 5

ng trabaho at ito ay idunu-dukyomento o
nire-record kung may mga paglabag
patungkol sa pag-uugali ng mga empleyado.
(Workplace discipline is properly administered and

documented when employee misconducts are
reported.)

Std 0.38
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As presented in the table above, respondents were strongly greed in terms
of self-image (pagtingin sa sarili) on food and beverage service management
competencies with general mean of 3.64 interpreted as strongly agreed, and the
standard deviation and the standard deviation (Std=0.38) shown that it was
dispersed or far from the average. All indicators signified the strong
agreeableness of the respondents mostly likely on “Inaalam ang mga dapat
gampanan at responsibilidad” (Roles and responsibilities are identified), and with least
strong agreeableness on “Masusing ipinatupad ang disiplina sa oras ng trabaho at
ito ay idunu-dukyomento o nire-record kung may mga paglabag patungkol sa pag-
uugali ng mga empleyado.” (Workplace discipline is properly administered and documented
when employee misconducts are reported). The rest were more on discipline and devotion
to their works.
In composition, respondents known their self-image being employees of the
company and how to deal with the customers that made them satisfied. The
respondents applied the discipline not only to themselves but also to the customers
and co-employees.
As stated by National Restaurant Association Education Foundation (2017),
Food service managers are responsible for all functions of the business, related to
employees. Managers also schedule work hours, making sure that enough
workers are present to cover each shift. During busy periods, they may expedite
the service helping to serve customers, cashiering, or cleaning tables.

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Table 11
In terms of Traits (Katangian)

(x)
1.Pinakikinggan ang mga daing at reklamo. 3.73 Strongly Agree 2

(Listen to the complaint)
2. Humihingi ng paumanhin kung 3.79 Strongly Agree 1

kinakailangan. (Apologize to the guest)
3. Kinikilala at inire-rekumenda ang mga 5

bagay na pang promosyonal na naaayon 3.56 Strongly Agree
sa kapaligiran at kalikasan.
(Eco-friendly promotional materials are identified
and recommended.)
4. Sinisiguro ang patuloy at magandang 3.67 Strongly Agree 3

kalidad ng produkto at serbisyo.
(Consistent quality products and services are
ensured)
5. Sinisigurado ang kalidad ng pagkaing 3.62 Strongly Agree 4

ibinebenta base sa pamantayan ng
establisimento.
(Secure quality of food in accordance with
enterprise standard.)
Std 0.39
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Table 11 uncovered the competencies of the respondents in terms of traits
(katangian). The general mean of 3.67 interpreted as strongly agree, make known
that all indicators in the table above, respondents were strongly agreed on the
following: with highest mean of 3.79 on “Humihingi ng paumanhin kung
kinakailangan at inakikinggan ang mga daing at reklamo.” (Apologize to the guest); also
strongly agreed on “Pinakikinggan ang mga daing at reklamo” (Listen to the complaint )with
mean of 3.73; with close near means of 3.67 and 3.62 regarding “Sinisiguro ang
patuloy at magandang kalidad ng produkto at serbisyo at Sinisigurado ang kalidad
ng pagkaing ibinebenta base sa pamantayan ng establisimento” (Secure quality of food
in accordance with enterprise standard). The lowest competency of strongly
agreeableness of the respondents was on “Kinikilala at inire-rekumenda ang mga
bagay na pang promosyonal na naaayon sa kapaligiran at kalikasan” Eco-friendly
promotional materials are identified and recommended with mean of 3.56. Eco-friendly promotional
materials are identified and recommended
Based on the results, respondents had awareness on traits of service to the
customers to maintain the good quality of the product and promote it based on the
customers need. The respondents asking apologized if needed and was listen to
customers concerned.
Like the statement of Bruce (2015) that the staff should have a pleasant
manner, showing courtesy and tact, an even temper and good humor, and never
displeasure even though at time things may be difficult. They should never argue
with a customer and, if they cannot deal with the situation, it should be referred
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immediately to a senior member of the team who, because of his/her greater
experience, will be able to claim the guest and put right any fault.
Table 12
In terms of Motive (Motibo)
(x)
1. Nagbibigay ng iba’t ibang pagpipilian

upang makapili ang mga customer. 3.63 Strongly Agree 1
(Give several choices to provide more options to
guests/customer)
2. Isinusulat o itinatala kung may espesyal

na kahilingan o kinakailangan ang customer.
(Note special requests and requirements
accurately)
3. Sumusunod kung may pagbabagong

teknolohiya patungkol sa trabaho. 3.36 Agree 5
(Observe work technology)
4. Sinisigurado ang kalidad ng produkto at 3.50 Strongly Agree 3

serbisyo. (Consistent quality products and
services are ensured)
5. May nakatalagang antas at pamantayan 3.38 Agree 4

na trabaho (Performance objectives) base
sa pagganap at ito ay masusing ipinaliwanag
sa lahat ng empleyado.
(Performance objectives are established and
discussed with staff.)
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Gen. Mean 3.48 Agree
Std 0.37
Table 12 deals with the motive (motibo) competencies of the respondents.
There were some indicators signified that the respondents were strongly agree and
the remaining were agreeing. The highest mean of 3.63 to lowest mean of 3.50
were under range of strongly agree on the following indicators: “Nagbibigay ng iba’t
ibang pagpipilian upang makapili ang mga customer, isinusulat o itinatala kung
may espesyal na kahilingan o kinakailangan ang customer, at sinisigurado ang
kalidad ng produkto at serbisyo”. The respondents were agreed on the following
indicators: “May nakatalagang antas at pamantayan na trabaho (Performance
objectives) base sa pagganap at ito ay masusing ipinaliwanag sa lahat ng
empleyado at sumusunod kung may pagbabagong teknolohiya patungkol sa
trabaho” with mean range from 3.36 near close to 3.38
In general, the company’s owner make sure that the employees-
respondents understood the performance objectives of the company before they
start with their works in order to serve the customers base on the objectives. More
so, respondents are well trained on how to handle customers order if not in the list
of menus.
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Ballnatyne (2019), based on the result of his study, found that the trends
transforming the food and beverage industry are more diverse, comprehensive and
interconnected. The future of the sector revolves around being healthier, more
sustainable and more concerned about how the food we eat affects the
environment and society at large. There is clear evolution toward a more natural
and holistic approach to nutrition and its role in overall well-being, that’s why the
food listed in the menu should be nutritious and better for the options, alternative
fats and personalized nutrition are ways for companies to keep up with customer’s
evolving demands.
Table 13
Composite Mean of Food and
Beverage Service Management Competencies
Service Management Mean Std Interpretation Rank

Competencies (x)
Skill 3.68 0.39 Strongly Agree 1
Knowledge 3.61 0.38 Strongly Agree 5
Social Role 0.37

3.64 Strongly Agree 3.5
Self-Image
0.38
Traits 3.64 Strongly Agree 3.5
Motive 0.39
3.67 Strongly Agree
2
0.37
3.48 Agree
6
Over-all Mean 3.62 Strongly Agree
Std 0.38
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Legend: 1.0-1.49 Strongly Disagree 1.5-2.49 Disagree 2.5-3.49 Agree 3.5-4.0 Strongly
Agree
Legend: 1.0-1.49 Strongly Disagree 1.5-2.49 Disagree 2.5-3.49 Agree 3.5-4.0 Strongly
Agree
As gleamed in table 13, composite means of food and beverage service
management competencies. Based on the rank and mean range of 3.5-4.0
interpreted as strongly agree, the following were under these mean range: skill
(kasanayan) got the highest mean of 3.68; followed by traits (katangian) with mean
of 3.67; social role (panlipunang tungkulin) and self-image (pagtingin sa sarili) with
the same mean of 3.64; and knowledge (kaalaman) with mean of 3.61.
The remaining competency satisfied with agreeableness with mean of 3.48
under lowest rank was on motive (motibo).
In general notion, respondents were strongly agreed on skill (kasanayan)
wherein they are well trained before the start of their work and guided through the
supervision of the company’s owner for them to be equipped and skillful. In the
lowest rank which was the motive (motibo) need the respondents to strengthening
on how to follow the trend of technology with regards to their work especially on
food and beverage competency.
Similarly, on the statement of Doyle (2019), in a restaurant and food service,
skills are first to be consider in working to a food service and are almost always
available and often well paid. Additionally, they can be opportunities to develop
further skills that can apply to many other professions.

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Table 14
By Position
Staff/Food Server/
Manager/Owner F & B Assistants
Indicators X V.I. Rank x V.I.

Rank
SKILL
1. Tinitingnan ang mga stocks o ang laman ng 3.83 SA 2 3.75 SA 3

bodega ng mga kinakailangang supplies na
gaggamitin sa serbisyo.
(Check stocks or server’s station with supplies

necessary for the service)
3.78 SA 3 3.76 SA 2
2.Ibinibigay ang order na pagkain at inumin sa
tamang kustomer na nagpahayag ng pagbili nito.
(Serve food orders to the right guests who ordered

them)
1
3.Inu-ulit sa customer ang mga order na pagkain at 4.00 SA 1 3.79 SA
inumin upang malan kung tama ang mga ito.
(Repeat back orders to the guests to confirm

items.)
4
4. Inaalam at sinusulat ang kahinaan ng bawat 3.22 A 5 3.66 SA
empleyado para sa pagpaplano at hangaring
paunlarin ang mga ito.
(Employee weaknesses are identified and 5

measurable goals for improvement are planned.)
3.26 A 4 3.49 SA
5.Paggamit ng mga epektibong pamamaraan
upang alamin ang puna ng mga customer or
Customer feedback at ito ay tinatalakay sa mga
empleyado. (Effective collecting tools for customer
feedback are applied and discussed with the staff.)
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Sub-Mean 3.62 SA 3.69 SA
KNOWLEDGE
1.Nagbibigay ng mga karagdagang impormasyon 3.13 A 5 3.66 SA 3

tungkol sa produktong pagkain at serbisyo kung
kinakailangan.
(Provide additional information about the food

service establishment when necessary)
2.Isine-serve ang mga produktong inumin ng

maayos base sa itinakdang pamamaraan ng 1.5
3.22 A 4 3.67 SA
(Serve beverages efficiently according to

established standards of service)
3.Kabisado at tamang binibigkas ang iba’t -ibang

uri ng lutong pagkain sa menu.
(Master names and pronunciations of dishes in the 4.00 SA 1 3.67 SA 1.5

menu)
4. Ang mga staff ay may kaukulang pagsasanay o

tinturuan ukol sa prinsipyo ng tamang pagse-
serbisyo sa mg kustomer.
3.61 SA 3 3.60 SA 3
(Staff are properly trained or coached on the
principles of guest service)
5.Ang mga bagong empleyado ay binibigyan ng

pangunahing pagsasanay at kaalaman base sa
pamantayan ng tindahan o shop. (New hires are
3.70 SA 2 3.54 SA 4
oriented and trained in accordance with enterprise
standards.)
SOCIAL ROLE
1.Ibinibigay ang pagpapa-halaga at pagbati sa 3.39 A 3 3.77 SA 1

sinumang customer sa oras na sila ay dumating.
(Acknowledge and greet the guest with an

appropriate welcome as soon as they arrive).
2.Itinatala at binibigyan ng karampatang aksyon 3.61 SA 2 3.68 SA 3.5

and anumang reklamo o pagdating ng customer.
(Record and take proper action on the complaint)

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3.Nagpapasalamat sa mga customer dahil sa 3.65 SA 1 3.72 SA 2
4. Ang mga empleyado ay masusing sinubaybayan 3.30 A 4 3.68 SA 3.5

tungkol sa ligtas at tamang paghahanda ng mga
pagkain ng mga pagkain uang makaiwas sa
anumang panganib sa kalusugan ng mga
customer. (Thank guests and give a warm farewell)
5. Hinihingi o inaalam ang puna (customer 3.17 A 5 3.61 SA 5

feedback) ng bawat customer upang mas
maintindihan ang kanilang mga pangangailangan
at inaasahan. (Guest feedback is solicited to
understand their needs and expectations.)
Sub-Mean
3.43 A 3.69 SA
SELF-IMAGE
1. Inaalam ang mga dapat gampanan at 3.61 SA 1.5 3.71 SA 2.5

responsibilidad. (Roles and responsibilities are
identified)
2. Disiplina sa trabaho. (Workplace discipline) 3.22 A 4 3.74 SA 1
3. Maagap sa oras ng trabaho at hindi lumiliban. 3.61 SA 1.5 3.71 SA 2.5

4.Ipinagkaloob ang sarili kung kulang ng kasama 3.17 A 5 3.69 SA

sa trabaho upang maiasan ang abala sa
4
pagbibigay ng serbisyo.
(Assistance is given when staffing constraints

require so that service was not be hampered.)
5. Masusing ipinatupad ang disiplina sa oras ng

trabaho at ito ay idunu-dukyomento o nire-record
kung may mga paglabag patungkol sa pag-uugali 3.30 A 3 3.57 SA 5
ng mga empleyado.
(Workplace discipline is properly administered and

documented when employee misconducts are
reported.)
Sub-Mean 3.38 A 3.69 SA
TRAITS
4
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1.Pinakikinggan ang mga daing at reklamo. 3.91 SA 2 3.69 SA
2
2. Humihingi ng paumanhin kung kinakailangan. 3.96 SA 1 3.74 SA
(Apologize to the guest)
3. Kinikilala at inire-rekumenda ang mga bagay na 5

pang promosyonal na naaayon sa kapaligiran at
3.22 A 3 3.66 SA
kalikasan.
(Eco-friendly promotional materials are identified

and recommended.)
1
4. Sinisiguro ang patuloy at magandang kalidad ng 3.35 A 4 3.75 SA
produkto at serbisyo.
(Consistent quality products and services are

ensured)
3
5. Sinisigurado ang kalidad ng pagkaing ibinebenta 3.30 A 5 3.70 SA
base sa pamantayan ng establisimento.
(Secure quality of food in accordance with

enterprise standard.)
MOTIVE
1. Nagbibigay ng iba’t ibang pagpipilian upang 3.30 A 1 3.70 SA 1

makapili ang mga customer.

guests/customer)
2. Isinusulat o itinala kung may espesyal na

3.04 A 3 3.64 SA 2
kahilingan o kinakailangan ang customer.
(Note special requests and requirements

accurately)
3. Sumusunod kung may pagbabagong 3.00 A 5 3.48 SA 4

teknolohiya patungkol sa trabaho.
4.Sinisigurado ang kalidad ng produkto at 3.04 A 3 3.62 SA 3

serbisyo. (Consistent quality products and
services are ensured)
5. May nakatalagang antas at pamantayan na 3.04 A 3 3.45 A 5

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trabaho (Performance objectives) base sa
pagganap at ito ay masusing ipinaliwanag sa
lahat ng empleyado.
(Performance objectives are established and

discussed with staff.)
Sub-Mean 3.09 A 3.58 SA
3.67 Strongly Agree

Over-all Mean 3.43 Agree
Legend :1.0-1.49 Strongly Disagree (SD) 1.5-2.49 Disagree(D)
2.5-3.49 Agree(A) 3.5-4.0 Strongly Agree (SA)
Table 14 visualized the food and beverage service management
competencies by position or the two groups of respondents. With regards to skill,
the general mean of 3.62 for manager and 3.69 for the staff position had the same
competence of strongly agree most likely both on repeated the customer’s order
to be able to determine the right or correct orders. On knowledge, the general
mean of 3.53 for manager and 3.63 for staff position had the same result of
competence strongly agree most likely on memorized and right pronunciation for
the different menu on the list. However, on social role, the two groups of
respondents had different level of competence, wherein the general mean of 3.43
for manager interpreted as agree compared to the competence of staff with general
mean of 3.69 interpreted as strong agree. The manager had strongly agreed on
giving thanks to customers for patronizing the product but on the other had the
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staff had strongly agree on giving of importance and greet in the advent of the
customers.
Next on self-image, the general mean of 3.38 on manager means agree
while the general mean on staff with 3.69 means strongly agree manifested of their
differences, especially on knowing the performance and responsibility of an
employee to their customers as perceptive by the manage, while the staff strongly
agree more on discipline to their works. Furthermore, on traits, had the same
competence of strongly agree most likely on asking apologized or excused if need,
wherein the manager had 3.55 general mean and 3.71 for staff. Lastly, on motive
with different competence wherein the manager position had general mean of 3.09
interpreted as agree while staff with general mean of 3.58 interpreted as strongly
agree. Under the indicator that giving the customers different options for the
manager it was agreed while for the staff strongly agreed. Likewise, on the
indicator that assured the quality of the product and good service, for the
manager’s perception it was agreed compared to staff as strongly agreed.
Part 3. Relationship between Food and Beverage Service Management
Competencies and Profile.
Table 15
Relationship between Food and Beverage Service Management
Competencies and Age Profile of the Respondents

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Variables x2-Computer P-value Decision Interpretation
value (α = .05)
Skill and Age 1.79 0.9997 Accept Ho Not Significant
Knowledge and 7.31 0.8365 Accept Ho Not Significant

Age
4.96 0.9593 Accept Ho Not Significant
Social Role and
Age 4.73 0.9664 Accept Ho Not Significant
Self-Image and Age 3.37 0.9923 Accept Ho Not Significant
Traits and Age 16.21 0.1819 Accept Ho Not Significant
Motive and Age
* If P-value ≥ α, then Accept Ho
Table 15 demonstrated the relationship between food and beverage service
management competencies and age profile of the respondents. The researcher
used chi-square test of Independence. This test is used to investigate whether the
measures taken on the two criterion variables: normal data and ordinal data and
to find out if there is a significant relationship between two variables: food and
beverage service management competencies and age profile of the respondents.
The chi-square test of independence was appropriated in the table above because
it falls over the two categories.
The table above used the level of significance at .05 (α=.05) with the use of
MegaStat the following values were arrived: skill and age with x2-computed value
of 1.79 and with P-value of 0.9997; knowledge and age with x2-computed value of
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7.31and with P-value of 0.8365; social role and age with x2-computed value of 4.96
and with P-value of 0.9593; self-image and age with x2-computed value of 4.73and
with P-value of 0.9664; traits and age with x2-computed value of 3.37 and with P-
value of 0.9923; and motive and age with x2-computed value of 16.21and with P-
value of 0.1819 all the P-values of the competencies were greater than the level
of significance at .05, therefore accepted the null hypothesis based on the decision
rule interpreted as not significant. It means that whatsoever the age of the
respondents there was no relevance on the results of the competencies on food
and beverage service management, it was purely based on the perception of the
respondents.
Table 16
Competencies and Sex Profile of the Respondents

value
(α = .05)
Skill and Sex 6.01 0.1113 Accept Ho Not Significant
Knowledge and Sex 3.62 0.3060 Accept Ho Not Significant
Social Role and Sex 7.49 0.0579 Accept Ho Not Significant
Self-Image and Sex 5.98 0.1127 Accept Ho Not Significant
Traits and Sex 3.33 0.3432 Accept Ho Not Significant

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Motive and Sex 4.37 0.2242 Accept Ho Not Significant
Table 16 presents the relationship between food and beverage service
management competencies by sex profile of the respondents. There had no
significant relationship between the sex profile and variables: skill with x 2-value of
6.01 and P-value of 0.1113; knowledge with x2-value of 3.62 and P-value of
0.3060; social role with x2-value of 7.49 and P-value of 0.0579; self-image with x2-
value of 5.98 and P-value of 0.1127; traits with x2-value of 3.33 and P-value of
0.3432; and motive with x2-value of 4.37 and P-value of 0.2242 that all P-values
mentioned on the different competencies were greater than the level of
significance at .05 (α =.05) therefore, accepted the null hypothesis (Ho) interpreted
as not significant. It manifested that whatever the sex of the respondents had no
relevance on the competencies result on food and beverage management service.
Table 17
Competencies and Civil Status Profile of the Respondents

value (α = .05)
Skill and Civil 3.62 0.3060 Accept Ho Not Significant

Status
Knowledge and
Civil Status
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Social Role and
Sex
Self-Image and
Civil Status 0.42 0.9362 Accept Ho Not Significant
Traits and Civil

Status 7.14 0.0675 Accept Ho Not Significant
Motive and Civil

Status
Table 17 revealed the relationship of civil status profile and different service
competency. The chi-square test of independence was used (x2) to determine the
relationship of the two variables at .05 level of significance (α=.05). In terms of
skill and civil status, with x2-computed value of 3.62 and P-value of 0.3060 was
less than the level of significance at .05 the same with the other competencies with
P-values less than the level of significance were as follows: knowledge and civil
status, with x2-computed value of 0.06 and P-value of 0.9957; social role and civil
status, with x2-computed value of 4.26 and P-value of 0.2344; self-image and civil
status, with x2-computed value of 5.85 and P-value of 0.1193; traits and civil
status, with x2-computed value of 4.42 and P-value of 0.9362; and motive and civil
status, with x2-computed value of 7.14 and P-value of 0.0675 comparing the P-
values to level of significance all values were greater than α, therefore accepted
the null hypothesis interpreted as not significant.

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The researcher concluded that whatsoever the civil status of the
respondents either been single or married had no relevance on the result of the
competency strongly agreed.
Table 18
Competencies and educational Attainment Profile of the Respondents
Variables x2- P-value Decision Interpretation

Computer (α = .05)
value
Skill and Educ. 0.40 0.9988 Accept Ho Not Significant

Attainment

Educ. Attainment
Social Role and 2.61 0.8559 Accept Ho Not Significant

Educ. Attainment
Self-Image and 4.37 0.6267 Accept Ho Not Significant

Educ. Attainment
Traits and Educ. 0.97 0.9866 Accept Ho Not Significant

Attainment
Motive and Educ. 1.89 0.9291 Accept Ho Not Significant

Attainment
Table 18 represents the relationship between educational attainment and
competencies, in general notion the P-values under level of significance on skill,
knowledge, social role, self-image, traits, and motive were greater than the alpha
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level at .05, so accepted the null hypothesis interpreted as not significant. It means
that whatsoever the educational attained by the respondent’s college graduate,
college level and/or high school level had no relevance on the result of competency
strongly agree. It was purely based on the respondent’s perception and not
because of the attained level of education.
Table 19
Competencies and Length of Service in the Company (LSC)

Computer
value (α = .05)
Skill and LSC 3.96 0.9841 Accept Ho Not Significant
Knowledge and LSC 3.45 0.9914 Accept Ho Not Significant
Social Role and LSC 13.46 0.3364 Accept Ho Not Significant
Self-Image and LSC 12.34 0.4192 Accept Ho Not Significant
Traits and LSC 5.94 0.9193 Accept Ho Not Significant
Motive and LSC 15.85 0.1983 Accept Ho Not Significant

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The researcher used the chi-square test of independence at .05 level of
significance to determine the relationship of the food and beverage management
service competencies and profile length of service in the company, quite cleared
that the following P-values: 0.9841 for skill, 0.9914 for knowledge, 0.3364 for social
role, 0.4192 for self-image, 0.9193 for traits, and 0.1983 for motive were greater
than the level of significance (α=.05), therefore accepted the null hypothesis (Ho)
interpreted as not significant. It revealed that the length of service of the
respondents on their respective company had no relevance to the result of
competency strongly agree.
Table 20
Competencies and Length of Service in the Industry (LSI)

Computer (α = .05)
value
Skill and LSI 1.46 0.9999 Accept Ho Not Significant
Knowledge and LSI 0.58 1.0000 Accept Ho Not Significant
Social Role and LSI 2.25 0.9989 Accept Ho Not Significant
Self-Image and LSI 4.28 0.9778 Accept Ho Not Significant
Traits and LSI 1.82 0.9996 Accept Ho Not Significant

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Motive and LSI 5.76 0.9275 Accept Ho Not Significant
The researcher used the chi-square test of independence at .05 level of
significance (α=alpha)to determine the relationship of the food and beverage
management service competencies and profile length of service in the Industry, in
terms of skill and LSI with x2-value of 1.46 and P-value of 0.9999 was greater than
alpha; knowledge and LSI with x2-value of 0.58 and P-value of 1.00 was greater
than alpha; social role and LSI with x2-value of 2.25 and P-value of 0.9989 was
greater than alpha; self-image with x2-value of 4.28 and P-value of 0.9778 was
greater than alpha; traits and LSI with x2-value of 1.82 and P-value of 0.9996 was
greater than alpha; and motive and LSI with x2-value of 5.76 and P-value of 0.9275
was greater than alpha manifestation of acceptance on the null hypothesis
interpreted as not significant. It means that the number of lengths of service and
food and beverage management service competency had no relevance, result was
more on the perception of the respondents.

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Table 21
Relationship between Food and Beverage Service
Management Competencies and Position

Computer
value (α =
.05)
Skill and Position 3.96 0.9841 Accept Ho Not Significant

Position
Social Role and 13.46 0.3364 Accept Ho Not Significant

Position
Self-Image and 12.34 0.4192 Accept Ho Not Significant

Position
Traits and Position
Motive and Position
Table 21 demonstrates the relationship of respondent’s service
competencies and positions: manager and staff/food server/F & B Assistants. It
shown in the table above that the P-values of the competencies were greater than
the level of significance (α=.05) so the researcher decided to accept the null
hypothesis (Ho) considered as not significant. It is quite cleared that the
whatsoever the position of the respondents either been manager or staff/food

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server/F & B Assistants had no relevance on the result of the competency on
position as agree.
Part 4. Difference between two groups on Food and Beverage Service
Management Competencies.
Table 22
Difference between Manager and Staff/Food Server/F & B Assistants on
Food and Beverage Service Management Competencies in terms of Skill
Variables U- Df
computed
value (α = .05, 2-tailed) Decision Interpretation
Critical value
Manager 1.96 Accept Ho Not Significant

and Staff
* If U-computed value ≥ critical-value at α=.05, then Reject Ho
It revealed in the Table above the difference between the two groups:
manager and staff/food server/F & B assistants on food and beverage service
management competency. The researcher used non-parametric test Mann-
Whitney U test that can be used with data having nominal and ordinal level of
measurement, since the Table above fall over the categories on the difference of
the two groups on the food and beverage service management competency,
therefore the researcher used the said test

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The U-computed value of at .05 level of significance (α=.05) under
two tailed was less than the critical value of 1.96, so accepted the null hypothesis
(Ho) interpreted as not significant. It means that the two respondents: manager
and staff/food server/F & B assistants had no significance difference with regards
to skill on the food and beverage service management competency.
In general, the two groups of respondents strongly agreed in terms of skill
and they were both well trained and guided with regards to checking of the stock
and repeat the order of the customers in order to make the right orders.
According to Cousins et al. (2014) in order to expand the industry and
increase the requirements for the improvement of the professionalism in food and
beverage services, there is a need to improve the confidence and performance of
staff, through higher standards of skills.
Table 23
in terms of Knowledge
Variables U- Df
computed (α = .05, 2-tailed) Decision Interpretation
value Critical value
Manager 1.96 Accept Ho Not Significant

and Staff

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Table 23 represents the difference between the manager and staff/food
server/F & B assistants on food and beverage service management competencies
in terms of knowledge (kaalaman). The same with Table 19, the researcher used
Mann-Whitney U test at .05 level of significance (α=.05) under two tailed. The U-
computed value of was less than the critical value of 1.96, therefore
confirmed or accepted the null hypothesis (Ho) interpreted as not significant. It
means that the two respondents: manager and staff/food server/F & B assistants
had no significance difference with regards to knowledge on the food and beverage
service management competency.
In concepts, the two groups of respondents both were strongly agreed in
terms of knowledge and they were knowledgeable with regards to giving of
services and right information about their products to the customers, more so, both
were trained on the principle of right services.
As stated by Cousins et al. (2014) there is a need to improve the confidence
and performance of staff, through higher standards of knowledge and skills in order
to expand the industry and increase the requirements for the improvement of the
professionalism in food and beverage services.
Table 24
in terms of Social Role

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Variables U- Df
Manager 1.96 Reject Ho Significant

and Staff
As signified in Table 24 with regards to the difference between manager
and staff/food server/F & B assistants on food and beverage service management
competencies in terms of social role. With the used of Mann-Whitney U test at .05
level of significance (α=.05) under two tailed. The U-computed value of
was greater than the critical value of 1.96, therefore disconfirmed or rejected the
null hypothesis (Ho) interpreted as with significant. It means that the two
respondents: manager and staff/food server/F & B assistants had significant
difference with regards to social role.
It manifested that the two groups of respondents had significant difference
in terms of social role wherein the managers were agreed while the staff/food
server/F & B Assistants were strongly agreed. The two respondents had difference
based on the indicators in Table 14 under social role on giving the customers
importance, monitoring on employees safe and proper preparation of food to avoid
customers dissatisfaction, and knowing the customers feedback, for the manager’s
position gave agree competency while staff/food server/F & B Assistants with
competency of strongly agree.

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Table 25
in terms of Self-Image
Df
Variables U- (α = .05, 2- Decision Interpretation
computed tailed)
value Critical
value
Manager 2.19 1.96 Reject Ho Significant

and Staff
As shown in Table 25, U-computed value of 2.19 at .05 level of significance
was greater than the critical value of 1.96, therefore rejected the null hypothesis
based on the decision rule interpreted as significant. It means that the food and
beverage on manager service competency of manager was different to staff/food
server/F & B Assistants. Most likely, the two groups were different on the work
discipline and thorough enforcement on work time wherein the managers had
agreed level of competence while staff/food server/ F & B Assistants had strongly
agreed that made them difference. More so, the general mean of 3.38 interpreted
as agree for manager differ from staff with mean of 3.69 interpreted as very agree
with regards to self-image.

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Table 26
in terms of Traits
Variables U- Df
Manager 0.52 1.96 Accept Ho Not Significant

and Staff
Table 26 represents the difference between the two groups on traits
competency. As shown the U-computed value of 0.52 was greater than the critical
value of 1.96 at .05 level of significance based on the decision rule posted below
the table if so, them accepted the null hypothesis (Ho) interpreted as not significant
or considered as no significance difference. The general mean of manager with
3.55 and staff with mean of 3.71 revealed the strong agree of competence that
made the two groups no significant difference most likely on listening on the
customers complained and asking apologized if need so.

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Table 27
in terms of Motive
Variables U- Df
Manager 2.61 1.96 Reject Ho Significant

and Staff
Table above was most likely on the presentations of Tables 24 and 25
wherein the two groups of respondents had significant differences. As evidenced
the U-computed value of 2.61 was greater than the critical value of 1.96 at .05 level
of significance, made realized to reject the null hypothesis interpreted as
significance. The general mean of 3.09 interpreted as agree for manager position
had difference on the general mean of 3.58 interpreted as strongly agree for staff
position. The two groups revealed the differences on the competence regarding
motive most likely on giving of different customer’s product option, noting the
customer’s request, follow the trend of the new technology, and assurance on the
quality of the product.

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Part 5. Problems Encountered
Table 28
Problems Encountered on the food and Beverage Service
Management in selected Kiosks
Posibleng Problemang Nararanasan Mean Interpretation Rank

(x)
Kakulangan sa pagsunod tungkol sa 2.23 Seldom 3.5

competency certification standard ng (Madalang)
estalisimento ng pagbebenta ng pagkain
(Failure to observe the competency certification
standard of the company.)
Kakulangan ng mga pagsasanay 2.23 Seldom 3.5

patungkol sa kalinangan ng kakayahan (Madalang)
ng mga empleyado.
(Lack of competency enhancement training
programs undertaken in the company.)
Kakulangan ng pagsubaybay patungkol

2.24 Seldom 1.5
sa tamang pamantayan at preperasyon
(Madalang)
sa serbisyo ng pagkain o food service
competency standard compliance.
(Poor administration, supervision and monitoring
of food service competency standard compliance.)
Kakulangan sa kaalaman patungkol sa

food service competency standards. 2.19 Seldom 5
(Lack of awareness about food service competency (Madalang)
standards)
Kakulangan upang itama ang pagdi-

disiplina sa mga empleyado na may 2.24 Seldom 1.5
paglabag sa oras ng trabaho. (Madalang)
(Inadequate efforts to correct or discipline fewer
performing employees.)
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Gen. Mean 2.22 Seldom

(Madalang)
Legend: 1.0-1.49 Never (Hindi) .5-2.49 Seldom (Madalang)
2.5-3.49 Sometimes (Minsan) 3.5-4.0 Always (Lagi)
In the table above, demonstrate the problems encountered by the
respondents on food service competency. All indicators in the table revealed that
the respondents were seldom encountered the problems as evidenced of 2.22
on the general mean interpreted as seldom (madalang). Most likely on
“Kakulangan ng pagsubaybay patungkol sa tamang pamantayan at preparasyon
sa serbisyo ng pagkain o food service competency standard compliance(Poor
administration, supervision and monitoring of food service competency standard compliance) at
Kakulangan upang itama ang pagdi-disiplina sa mga empleyado na may
paglabag sa oras ng trabaho” (Inadequate efforts to correct or discipline fewer performing
employees); followed by “Kakulangan sa pagsunod tungkol sa competency
certification standard ng establisimento ng pagbebenta ng pagkain at kakulangan
ng mga pagsasanay patungkol sa kalinangan ng kakayahan ng mga empleyado
Failure to observe the competency certification standard of the company ”; and lastly on
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“kakulangan sa kaalaman patungkol sa food service competency standards (Lack
of awareness about food service competency standards)”.
Based on the researcher analysis, respondents encountered the problems
in seldom, as presented in the tables from 8 to 17 regarding food and beverage
management service competency respondents they are well trained on how to
handle customers queries and comments, work performance are continually
monitor by company owners , knowledgeable in giving right information about the
products, known the principle of right services to the customers, known when to
give apology if needed, was to listen to customers concerned, and understood the
performance objectives of the company before start with their works as reasons
for seldom problems encountered.

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CHAPTER V
SUMMARY, FINDINGS, CONCLUSION, RECOMMENDATION
This Section shows the summary, finding, conclusion, and recommendation
on the area of interest affecting. The following discussion were presented in the
manner as to effectively response the specific questions as postured in the
Statement of the Problem.
Summary
This study was conducted to determine the relationship and difference.
Specifically, the study sought to answer the following research questions:
To arrive at the answers to the foregoing queries, the researcher utilized
descriptive method of research with the used of validated researcher-made
questionnaire. The data gathered from the respondents were analyzed and
interpreted using the following statistical tools: Frequency, percentage, mean, and
rank distribution to get the profile of the respondents. The chi-square test of
independence (x2-test) was used to determine the relationship and Mann Whitney
U test was used to determine the difference.

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Findings
The following are the findings of the study as presented below.
Profile of the Respondents
In terms of age, most of the respondents with age range of 18-22 years old
with 41 or 37.27 percent and with the least number of respondents age range of
28-32 years old with 6% or 5.45 percent.
In terms of sex, predominantly were males with 70 or 63.64 percent and the
remaining 40% or 36.36 percent were females.
With regards to civil status, majority were single with 76 or 69.09 percent
and 34% or 30.91 percent belonged to married status.
Most of the respondents attained their education up to high school graduate
with 50 out of 110 or 45.45 percent considered as with the greatest number of
respondents, followed by college level with 37 or 33.64 percent and the remaining
percentage belonged to college graduate.
Regarding length of service, in the company with less than 2 years of
service had 67 or 60.91 percent considered as most of the respondents and 5-7
years length of service with the least number of respondents. In the industry, same
with the company the greatest number of respondents belonged to length of

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service with less than 2 years and with year’s range of 8-10 with the least number
of respondents with 2 or 1.82 percent.
Lastly, in terms of position majority were staff/food server/F & B Assistants
with 87 or 79.09 percent and with the least number belonged to position as
Manager/owner with 23 or 20.91 percent
In terms of skill (Kasanayan), with general mean of 3.68 interpreted as
strongly agree means that the respondents were strongly agreed most likely on
repeating the order of customers in order to get the correct order/s with highest
mean of 3.85 considered as strongly agreed and with the mean of 3.45 although
strongly agreed but considered as the lowest mean about the utilization of effective
procedure to determine the customer’s feedback to be discussed by the employers
to their employees.
In terms of knowledge (Kaalaman), with general mean of 3.61 interpreted
as strongly agree mainly on memorize and proper pronunciation of the different
kind of foods listed in the menu with highest mean of 3.75 and although strongly
agree but deemed as the lowest mean with 3.55 on giving of information regarding
the food product and service if needed.
Regarding social role (panlipunang tungkulin), with general mean of 3.64
interpreted as strongly agree principally on giving thanks to the customers for

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patronizing the products with mean of 3.71 and with lowest mean of 3.51 about
asking or knowing the customer’s feedback in order to determine the customers
need and expectation.
More so, on self-image (pagtingin sa sarili), with general mean of 3.64
interpreted as strongly agree mainly that should know the performance and
responsibility. The lowest mean of 3.56 on thorough enforce the discipline on work
time and must be documented or recorded if there are violation with regards to
employee’s behavior.
Furthermore, in terms of traits (katangian), with general mean of 3.67
interpreted as strongly agree chiefly on asking to apologize if needed with mean
of 3.79 and with lowest mean of 3.56 on recognizes and recommending on the
promotion in line with the environment and nature.
However, agree on motive (motibo) with general mean of 3.48 principally
on giving of different options for the customers to have choices. The lowest mean
of 3.36 apparently on following if there are technological changes with regards to
their work
On the composite mean results on the food and beverage service
management competencies, highest mean was on skill (kasanayan) and lowest
mean on motive (motibo).

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In the comparison between the two groups of respondents on food and
beverage service management competencies in terms of skill, although the 2
groups had different in terms of mean wherein the general mean of Manager with
3.62 and 3.69 for Staff/food server/F & B Assistants but yet both had strongly
agreed of competencies. More so, on knowledge and traits with same
interpretation of strongly agreed. However, on social role, self-image, and motive
with different competencies interpretation of agree for the Manager/owner but
strongly agree for staff/food server/F & B Assistants.
Relationship between food and beverage service management
competencies and Profile of the respondents
In regard to skill and age with P-value of 0.997; P-value of 0.8365 for
knowledge and age; P-value of 0.9593 for social role and age; P-value of 0.9964
for self-image and age; P-value of 0.9923 for traits and age; lastly on motive and
age with P-value of 0.1819 manifested that the null hypothesis was accepted.
On profile sex and service management competencies, the P-value of
0.1113 for skill and sex; P-value of 0.3060 for knowledge and age; P-value of
0.0579 for social role and sex; P-value of 0.1127 for self-image and sex; P-value
of 0.3432 for traits; and P-value of 0.2242 for motive signified that the null
hypothesis must be accepted.

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In terms of civil status profile and service management competencies, the
P-value of 0.3060 for skill and civil status; P-value of 0.9957 for knowledge and
civil status; P-value of 0.2344 for social role and civil status; P-value of 0.1193 for
self-image and civil status; P-value of 0.9362 for traits and civil status; and P-value
of 0.0675 for motive and civil status make known that the null hypothesis must be
accepted.
On the educational attainment and service management competencies, the
P-value of 0.9988 for skill, knowledge with P-value of 0.9922, social role P-value
of 0.8559, self-image P-value pf 0.6267, traits with P-value of 0..=9866, and motive
with P-value of 0.9291 presented that the null hypothesis must be accepted.
In terms of length of service in the company and in the industry, the P-values
of skill, knowledge, social role, self-image, traits, and motive were greater than the
level of significance at .05, therefore accepted the null hypothesis.
Lastly, in terms of position with the result to the other service management
competencies wherein the P-value since greater than the level of significance at
.05, must be accepted.
Difference between Manager and Staff/Food Server/F & B Assistants on Food
Service Management Competencies
On the skill, knowledge, and trait competencies since the U-computed
values of /0.31/, /0.1 /, and 0.52 were greater than the critical value of 1.96 at .05
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level of significance that made the researcher accepted the null hypothesis. On
the other hand, social role, self-image, and motive since the U-computed values
of /2.30/, 2.19, and 2.61 were greater than the critical value of 1.96 at .05 level of
significance, that made the researcher realize to be accepted the null hypothesis.
Problems Encountered on the Food and Beverage Service Management in
selected Kiosks
The general mean of 2.22 interpreted as seldom (madalang) indicated that
the respondents were seldom encountered the problems mainly on lack of
observation that proceed to the right norms and employee’s competence and lack
to discipline the employees on the violation to time of work.
Conclusions
Based on the findings, the following conclusions were arrived:
1. The respondents mostly were under young adulthood stage of life,
considered as the key contributors to the nation’s workplace and can help
to pave the way to a more productive and equitable tomorrow.
Predominantly were males that can handle the strenuous work on food and
beverage services.
Since mostly were high school graduate at this period, with eagerness to
work and learn but need training and guidance on how to handle the
customers. And, they are still on the period of gaining knowledge especially
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in the field of food and beverage service where they lack skills needed
because it was not the focus of their curriculum when they were in high
school level.
Added the respondent’s length of service in the company and
industry concluded that they really need training and knowledge on proper
handling of customers especially if they received complain from the
customers. Since the owner of the Mercado del Lago Floating Food Park
and The Nest Food and Lifestyle Park Taguig were hands on to the
employees that made the services on food and beverage service in good
result.
2. The respondents were strongly agreed on the food and beverage service
management competencies concluded that out of the six competencies the
respondents were strongly agreed on the five competencies in terms of skill,
knowledge, social role, self-image, and traits that for the respondents
repetition of customer’s order is important to improve their skill because
erroneous delivery of orders the whole operation might be affected and
possible customer complaints must be arise and it may cause loss of sale.
In terms of knowledge, for the respondents, it is important that every
staff/food server/F&B Assistant must memorize the products and pronounce
it clearly because they can easily communicate with the customers.

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In terms of social role, respondents always give thanks to customers as way
of appreciation to pleasure patronage of the product as way for them to be back.
On the self-image, identifying the performance and responsibilities of being
food and beverage service management play a vital role in order to execute the
work without doubt and feasible without time consuming.
On traits, respondents strongly agreed that if needed to beg apologized must
be the attitude of every food and beverage service management employees to
retain the trust of the customers
Lastly, on motive the respondents strongly agreed on providing of different
choices to avoid satiate of the customers in repetitive course.
3. Therefore, concluded on the relationship between food and beverage
service management competencies and profile of the respondents that had
no significant relationship, whatsoever the profile of the respondents no
relevance on the result of strongly agreed competencies. It was purely
based on the perception and awareness of the respondents on what aspect
need to be focused to meet the norms of proper handling and procedure on
food and beverage service management.
4. On the difference between Manager and Staff/Food Server/F & B Assistants
on food and beverage service management competencies in terms of skill,

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knowledge, and traits had no significant difference both had strongly agreed
competencies concluded that Manager and Staff had the same perception.
Regarding social role, self-image, and motive had significant difference
concluded that one group is not the same with the other group’s
competencies on food and beverage service management.
5. Problems encountered by the respondents were seldom concluded and
they are compliance on the competency certification standard on
establishment of food selling, not lack on practice to develop the skill of the
employees, not lack on observance standards food preparation and food
service competency standard compliance, and not lack on how to discipline
employees with violation on work time schedule.
Recommendations:
Based on the findings and conclusions presented, the following are hereby,
recommended:
The researcher’s recommendations are as follows:
1. The researcher would like to recommend that all F&B kiosks establishment
inside the Mercado del Lago Floating Food Park & The Nest Food and
Lifestyle Park Taguig must collaborate to have a continuous competency-
based learning program to enhance the skills of their staff/food server/F&B
Assistant, this will concerns on innovation for its products and services. In
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order to break out of these very major resource and knowledge shortfalls,
there is a need to instigate a scalable initiative that meets several new
demands including:
1.1 To leverage the existing skills of the employees that could, innovate
the current products and services;
1.2 To develop new skills to increase the availability of growth strategy
and change management skills. It may be necessary to expand the
population of workers versed in such skills;
1.3 To conduct a monthly customer feedback survey as an information
provided by clients about whether they are satisfied or dissatisfied
with a product or service and about general experience they had with
the food establishments. Their opinion is a resource for improving
customer experience and adjusting actions to their needs.
2. Invest more on people. Human resource management is a new way of
thinking about how people should be managed as employees in the
workplace. Providing necessities of the employees is as crucial as
providing required training that hones skills of workers.
3. This is also to recommend by the researcher, that these group of food and
beverage kiosks at the Mercado del Lago Floating Food Park and The Nest
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Food and Lifestyle Park Taguig should work together to form a registered
network so they can join F&B Industry Association to seek more
opportunities, new connections, innovative ideas and linkages. Joining
organizations will help the owners generate new ideas and keep up with
changing consumer demands.
4. The researcher would also recommend based on the gathered survey, to
conduct a periodic inspection and check up in the kitchen area on a monthly
basis to secure the cleanliness, safe, and proper safekeeping of food
equipment’s, condiments and other grocery items for daily preparations of
food and drinks.
5. This will also recommend by the researcher, for the employees training and
development is a broader approach to helping employees grow
professionally. Job rotation, coaching, formal or informal mentoring could
help them develop. The employees should have an active participation so
they can fully equip to do their jobs effective and efficiently.

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Proposed Entrepreneurial Development Program
“If you're stuck in the "I'm in charge" mindset as a leader, your company
was stay stuck too. Here's how encouraging employees to think like entrepreneurs
was skyrocket growth and innovation.” Gene Hammett
Entrepreneurial Development Program (EDP)

May be defined as “a program designed to help an individual in
strengthening his entrepreneurial motive and in acquiring skills and capabilities
necessary for playing his entrepreneurial role effectively.
Objectives of Entrepreneurial Development Program
 To recognize the importance of entrepreneurship and identify the profile of

entrepreneurs and their role in economic growth; and use the
entrepreneurial mind-set and behave responsibly and ethically in their roles
as entrepreneurs.
 To promote a structured and pragmatic solution to address the lack of

relevant skills amongst the current and potential workforce within the
enterprise.
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PROGRAM ACTIVITY RESOURCES TIME Expected

FRAME OUTCOME
Objective: In Partnership 6-days Developed

with Taguig the group entrepreneurial
To encourage a thinking
City University, is divided initiative to
patterns of entrepreneurs College of into two transform them
Business (2). into business
within the organization Management situation.
that will boost morale and
productivity.
Basic:
Basic understanding of
entrepreneurship;
Training
 Entrepreneurial equipment’s,
Mind Setting venue, meals
 Entrepreneurial
Competencies Lectures
and
 Importance and workshop
Concept
Objective: In Partnership One-

with DOST- month Enhance one’s
To become more FNRI, TESDA, depends business skills
capable, competent, and Lectures Taguig City on the and manage
confident in themselves and University, required entrepreneurial
in the performance of workshop College of period practices.
their duty and be able to Hospitality and per
become a contributor to Tourism training
reach the goals of the Hands on Management program.
organization. training,
demos Training
Intermediate: equipment’s, *
Skills Enhancement venue, meals
Program; Lectures One-
 Food Safety and and month,
Sanitation workshop depends
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training and In Partnership on the
development with DOST- required
 Basic Food Hands on FNRI, TESDA, period
Plating training, Taguig City per
Techniques demos University, training
 Proper Food College of program
Presentation Hospitality and
 Barista and Tourism
Coffee Management
preparation
Training
 Planning menus equipment’s,
and venue, meals
managing food
and
beverage stock
levels.
 Communication
Techniques
Objective:
To develop confidence in
successfully managing In Partnership 6 -days Manage the
an enterprise, planning with Taguig delivery of
ability, people City University, effective quality
relationship competence, College of service
and leadership capacity. Business
Management;
Advanced: DOLE
Management Capacity and other
Building Program Lectures possible
and provider that
 Leadership workshop will facilitate
Training and the training
Development needs.
 Financial
Management Training
equipment’s,
 Business Plan handouts,
Preparation venue, meals
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 Marketing
fundamentals
and concept
 Human Resource
Management
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REFERENCES
Cichy, Ronald F. /Philips Hickey Jr (2017) “Managing Services in Food and
Beverage Operations”, 5th edition
Cousins, John and Lillicrop, Dennis (2014) Food and Beverage Service 9th Edition,
Coyle, Mike (2012) Introduction to Food and Beverage Management”
Hillan, J. (2015) 3G eLearning. 9781680946871.Food and Beverage Services
Ninemeier, Jack D. (2016), Management of Food and Beverage Operation 6 th
edition
Walker, John R. (2015) “Introduction to Hospitality” 7th edition, Pearson Prentice
Hall
Wong, S./ Lee P. (2017), Roles of the Hotel Training Professionals—Perspectives
of Industry
Ballantyne, J. (2019). 2019 Food and Beverage Tends. Journal of Restaurant
and Food Service Marketing, 5(5), 83-87
Bookbinder, S. (2016). 10 Thoughtful ways to thank your clients and customers
this year. Educational Studies, 45, 214-215
Bruce, R. (2015). Food and Beverage Operations and Management

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Doyle A. (2019). The need for Restaurant and Food Service. Journal and
Hospitality, 45, 573-575
Shariff, S.N. (2015). The Influence of Service Quality and Food Quality Towards
Customer Fulfillment. Journal of Marketing, 12, 137-140
Smith, F. (2014). What Knowledge is Need to be a Food Service manager? The
Journal of Food Service Business Research, 7(5), 53-62
Suh, J. 2016). Important Competency Requirements for employees in food and
Beverage Industry. Journal and Books, Volume 11, Issue 2
Online Sources:
https://www.academia.edu/6507971/Level_of_Competence_of_Food_and_Bever
age_Services_NC_II_Passers_Basis_for_Strengthening_the_Training_Program_
in_Western_Visayas
https://www.careeronestop.org/CompetencyModel/competency-models/food-
service.aspx
On-Line Sources:
www.tesda.gov.ph, Food and Beverage Services Training Regulation
doh.gov.ph, Food Safety Act of 2013

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http://smallbusiness.chron.com/competencies-hospitality-industry-13466.html
http://www.fooddive.com/news/why-operational-excellence-will-matter-to-the-
food-and-beverage-industry/411381/
Other Sources:
RA 7796 otherwise known as Technical Education and Skills Development Act of

1994
RA 10611 otherwise known as Food Safety Act of 2013

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APPENDICES
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APPENDIX A
Letter of Permission to Conduct Study
March 16, 2019
Hon. Ma. Laarni L. Cayetano

City Mayor
Brgy. Tuktukan, Taguig City
Subject: Mercado del Lago Floating Food Park

Locale of Study, C6 Road Brgy. Lower Bicutan
Dear Mayor Lani,
Warm Greetings!
I am a student of Taguig City University and taking up my Thesis Writing

subject and would like to conduct a research at Mercado del Lago as locale of my
study. My study is entitled “Food and Beverage Service management
Competencies in Selected Kiosk at Taguig City: An assessment for
Entrepreneurial Development Program”
In this light I would like to humble ask your permission to allow the
undersigned in the conduct of said study which includes interviews, survey, and
gathering of some relevant documents from your good office. Any information that
was disclosed will keep it confidential and just a basis for my research activities.
We will provide you a copy of presented manuscript as soon as I accomplish it.
Thank you very much and more power.
Respectfully yours,
LUZVIMINDA C. ABINES
Researcher/MBA Candidate
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APPENDIX B
SURVEY QUESTIONNAIRE
Dear Respondents,
The undersigned is currently enrolled at Taguig City University and

undertaking a research entitled, “FOOD AND BEVERAGE SERVICE
MANAGEMENT COMPETENCIES IN SELECTED KIOSKS AT TAGUIG CITY:
AN ASSESSMENT TOWARDS ENTREPRENEURIAL DEVELOPMENT
PROGRAM”.
In line with the advocacy, I would like to solicit your kind cooperation by
accomplishing the set of questionnaires attached hereto.
The purpose of the questionnaire is to determine the required competencies

as an assessment for entrepreneurial development program.
Your kind participation is highly appreciated, and rest assured that your
responses will be treated with utmost confidentiality.
Thank you very much and God bless.
Very truly yours,
Researcher
--------------------------------------------------------------------------------------------------------------------------------
I. RESPONDENT’S PROFILE
Directions: Please provide the needed information about yourself which are
important for the purpose of this study by putting a check mark (/) on the space
before each appropriate choice.
Name: (optional) ____________________________
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Age: Sex: Civil Status:
() 18-22 yrs. Old () Male () Single

() 23-27 yrs. Old () Female () Married
() 28-32 yrs. Old () Widow/Widower
Educational Attainment: Length of Service in the Industry
() Post Graduate Degree () Less than 2 years
() Units Earned (Masters Degree) () 2-4 years
() College Graduate () 5-7 years
() College level () 8-10 years
() High School Graduate () 11 years and above
Length of service in the company Position:
() Less than 2 years () Manager/Owner
() 2-4 years () Staff/Food Server/ F & B Attendant
() 5-7 years
() 8-10 years
() 11 years and above
II. Food and Beverage Service Management Competencies of Mercado

del Lago and The Nest Food and Lifestyle Park Taguig
Directions: What is the extent of food and beverage service management
competencies of Mercado del Lago and The Nest Food and Lifestyle Park Taguig?
Kindy put a check (/) on the box that corresponds to your answer using the scales
below:
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4 - Strongly Agree (SA)
3 - Agree (A)
2 - Disagree (DA)
1 - Strongly Disagree (SD)
FOOD AND BEVERAGE SERVICE MANAGEMENT 4 3 2 1

COMPETENCIES SA A DA SD
A. SKILL
1. Tinitingnan ang mga stocks o ang laman ng
bodega ng mga kinakailangang supplies na
gagamitin sa serbisyo.
(Check stocks or server’s station with supplies necessary for the
service)
2. Ibinibigay ang order na pagkain at inumin sa
tamang kustomer na nagpahayag ng pagbili nito.
(Serve food orders to the right guests who ordered them)
3. Inu-ulit sa kustomer ang mga order na pagkain
at inumin upang malaman kung tama ang mga
ito.
(Repeat back orders to the guests to confirm items.)
4. Inaalam at sinusukat ang kahinaan ng bawat
empleyado para sa pagpaplano at hangaring
paunlarin ang mga ito.
(Employee weaknesses are identified and measurable goals for
improvement are planned.)
5. Paggamit ng mga epektibong pamamaraan
upang alamin ang puna ng mga kustomer or
Customer feedback at ito ay tinatalakay sa mga
empleyado.
(Effective collecting tools for customer feedback are applied and
discussed with the staff.)
B. KNOWLEDGE
1. Nagbibigay ng mga karagdagang impormasyon
tungkol sa produktong pagkain at serbisyo kung
kinakailangan.
(Provide additional information about the food service
establishment when necessary)
2. Isine-serve ang mga produktong inumin ng
maayos base sa itinakdang pamamaraan ng
(Serve beverages efficiently according to established standards
of service)
3. Kabisado at tamang binibigkas ang iba’t-ibang
uri ng lutong pagkain sa menu.
(Master names and pronunciations of dishes in the menu)
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4. Ang mga Staff ay may kaukulang pagsasanay o
tinuturuan ukol sa prinsipyo ng tamang pagse-
serbisyo sa mga kustomer.
(Staff are properly trained or coached on the principles of guest
service)
5. Ang mga bagong empleyado ay binibigyan ng
pangunahing pagsasanay at kaalaman base sa
pamantayan ng tindahan o shop.
(New hires are oriented and trained in accordance with enterprise
standards.)
C. SOCIAL ROLE
1. Ibinibigay ang pagpapa-halaga at pagbati sa
sinumang kustomer sa oras na sila ay dumating.
(Acknowledge and greet the guest with an appropriate welcome
as soon as they arrive).
2. Itinatala at binibigyan na karampatang aksyon
ang anumang reklamo o pagdaing ng kustomer.
(Record and take proper action on the complaint)
3. Nagpapasalamat sa mga kustomer dahil sa
(Thank guests and give a warm farewell)
4. Ang mga empleyado ay masusing
sinusubaybayan tungkol sa ligtas at tamang
paghahanda ng mga pagkain upang makaiwas
sa anumang panganib sa kalusugan ng mga
kustomer.
(Food safety practices of employees are closely monitored to
reduce potential adverse health risks of guests.)
5. Hinihingi o inaalam ang puna (customer
feedback) ng bawat kustomer upang mas
maintindahan ang kanilang mga
pangangailangan at inaasahan.
(Guest feedback is solicited to understand their needs and
expectations.)
D. SELF-IMAGE
1. Inaalam ang mga dapat gampanan at
responsibilidad.
(Roles and responsibilities are identified)
2. Disiplina sa trabaho.
(Workplace discipline)
3. Maagap sa oras ng trabaho at hindi lumiliban.
4. Ipinagkakaloob ang sarili kung kulang ng
kasama sa trabaho upang maiwasan ang abala
sa pagbibigay ng serbisyo.
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(Assistance is given when staffing constraints require so that
service will not be hampered.)
5. Masusing ipinatutupad ang disiplina sa oras ng
trabaho at ito ay idinu-dukumento o nire-record kung
may mga paglabag patungkol sa pag-uugali ng mga
empleyado.
(Workplace discipline is properly administered and documented
when employee misconducts are reported.)
E. TRAITS
1. Pinakikinggan ang mga daing at reklamo.
2. Humihingi ng paumanhin kung kinakailangan.
(Apologize to the guest)
3. Kinikilala at inere-rekomenda ang mga bagay na
pang promosyonal na naaayon sa kapaligiran at
kalikasan.
(Eco-friendly promotional materials are identified and
recommended.)
4. Sinisiguro ang patuloy at magandang kalidad ng
produkto at serbisyo.
(Consistent quality products and services are ensured)
5. Sinisiguro ang kalidad ng pagkaing ibinebenta
base sa pamantayan ng establisimento.
(Secure quality of food in accordance with enterprise standard.)
F. MOTIVE
1. Nagbibigay ng iba’t-ibang pagpipilian upang
makapili ang mga kustomer.
guests/customer)
2. Isinusulat o itinatala kung may espesyal na
kahilingan o kinakailangan ang kustomer.
(Note special requests and requirements accurately)
3. Sumusunod kung may pagbabagong
teknolohiya patungkol sa trabaho.
4. Sinisiguro ang kalidad ng produkto at serbisyo.
(Consistent quality products and services are ensured)
5. May nakatalagang antas at pamantayan ng
trabaho (Performance objectives) base sa
pagganap at ito ay masusing ipinaliliwanag sa
lahat ng empleyado
(Performance objectives are established and discussed with
staff.)
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III. Possible Problems Encountered
Directions: How often do you encounter the following problems in food service
competency compliance? Kindly put a check (/) in the box that corresponds to your
answer using the scales below:
4- Always (Lagi)
3-Sometimes (Minsan)
2-Seldom (Madalang)
1-Never (Hindi)
Possible Problems Encountered 4 3 2 1

Kakulangan sa pagsunod tungkol sa competency
certification standard ng establisimento ng
pagbebenta ng pagkain.
(Failure to observe the competency certification standard of the
company.)
Kakulangan sa pagsunod tungkol sa competency
certification standard ng establisimento ng
pagbebenta ng pagkain.
(Lack of competency enhancement training programs undertaken in the
company.)
Kakulangan ng pagsubaybay patungkol sa tamang
pamantayan at preparasyon sa serbisyo ng pagkain
o food service competency standard compliance.
(Poor administration, supervision and monitoring of food service
competency standard compliance.)
Kakulangan sa kaalamanan patungkol sa food service
competency standards.
(Lack of awareness about food service competency standards)
Kakulangan upang itama ang pagdi-disiplina sa mga
empleyado na may paglabag sa oras ng trabaho.
(Inadequate efforts to correct or discipline fewer performing employees.)
Others, Pls. specify: ____________________________________________

____________________________________________________________
Thank you.
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APPENDIX C
Letter Requesting to Validate the Research Instrument
April ____, 2019
_________________________
_________________________
Dear Sir/Madam,
Warm greetings!
The undersigned is currently conducting a research study entitled, “FOOD

AND BEVERAGE SERVICE MANAGEMENT COMPETENCIES IN SELECTED
KIOSK AT TAGUIG CITY: AN ASSESSMENT TOWARDS ENTREPRENEURIAL
DEVELOPMENT PROGRAM”.
In this light, I would humbly seek your support for the validation of the
attached research instrument. Your profound expertise, valuable comments and
additional inputs will further contribute to the success of this undertaking.
Please accept my deepest gratitude for your favorable assistance.
Thank you very much and God bless.
Very truly yours,
Researcher
Noted by:
EUNICE G. PARCO, MBA

Adviser
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APPENDIX D
TESDA Food and Beverage NC IV
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SECTION 2 COMPETENCY STANDARDS
This section details the contents of the basic, common and core units of
competency required in FOOD AND BEVERAGE NC IV.
BASIC COMPETENCIES
UNIT OF COMPETENCY: UTILIZE SPECIALIZED COMMUNICATION SKILLS
UNIT CODE: 500311401
UNIT DESCRIPTOR:
This unit covers the knowledge, skills and attitudes required to use specialized
communication skills to meet specific needs of internal and internal clients, conduct
interviews, facilitate discussion with groups, and contribute to the development of
communication strategies.
ELEMENTS PERFORMANCE CRITERIA Italicized terms are elaborated in the

Range of Variables
ELEMENTS REQUIRED REQUIRED SKILLS

KNOWLEDGE
Meet common and 1.1 Specific 1.1Communication

specific communication communication processes
needs of clients and needs of clients and
colleagues colleagues are 1.2Dynamics of groups
identified and met and different styles of
group leadership
1.2 Different approaches
are used to meet 1.3Communication skills
communication relevant to client groups
needs of clients and
colleagues 1.4Flexibility in
communication
1.3 Conflict is addressed
promptly in a manner
which does not
compromise the
organization
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1.1 Full range of 1.1.1 Effective 1.2 Communication skills

communication communication process required to fulfill job
techniques 1.1.2 Active listening roles as specified by the
including: 1.1.3 Giving/ receiving organization
feedback
1.1.4 Interpretation of
information
1.1.5 Role boundaries
setting
1.1.6 Negotiation
1.1.7 Establishing
empathy
1.1.8 Conduct seminars
1.1.9 Public speaking
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APPENDIX E
Republic Act 10611: FOOD SAFETY ACT of 2013
Department of Health and Department of Agriculture
Food, as one of the basic needs of man, provides the health requirements
of a person in order to live. The availability of food on the plate of every Filipino is
among the main concerns of the government in achieving food security. The
Philippines has several policies being implemented that recognizes the pivotal role
of improving food production and supply to meet the ever-growing food demand.
However, more than achieving availability and sufficiency of supply, food security
is also defined as access to safe and nutritious food (FAO, 2014). Food safety
refers to the assurance that food will not cause harm, human health is protected,
and market access of locally produced foods and food products is facilitated.
In 23 August 2013, President Benigno S. Aquino III signed into law Republic
Act (RA) No. 10611 otherwise known as the “Food Safety Act of 2013”. The law
primarily adheres to the Philippine Constitution’s declaration to protect and
promote the right of the people to health and keep its populace from the threat of
trade malpractices and substandard and hazardous products. With these as
pronouncements, the country shall support and advocate for a farm-to-fork food
safety regulatory system which guarantees high level food safety, promotes fair
trade and fosters the competitiveness of the country’s food and food products.
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Food Safety Act of 2013: Republic Act (RA) No. 10611, also known as the
“Food Safety Act of 2013” defines food as any substance or product whether
processed, partially processed or unprocessed that is intended for human
consumption. It includes drinks, chewing gum, water and other substances, which
are intentionally incorporated into the food during its manufacture, preparation and
treatment (Section 4.g). On the other hand, food safety refers to the assurance
that food will not cause harm to the consumer when it is prepared or eaten
according to its intended use (Section 4.n).
The law primarily aims to strengthen the food safety regulatory system in
the country. Food safety regulatory system is the combination of regulations, food
safety standards, inspection, testing, data collection, monitoring and other
activities carried out by food safety regulatory agencies (FSRAs) and by the Local
Government Units (LGUs) in the implementation of their responsibilities for the
control of food safety risks in the food supply chain (Section 4.q). Specifically, it
aims to: protect the public from food-borne and water-borne illnesses and
unsanitary, unwholesome, misbranded or adulterated foods; enhance industry and
consumer confidence in the food regulatory system; and achieve economic growth
and development by promoting fair trade practices and sound regulatory
foundation for domestic and international trade (Section 3)
In general, RA 10611 works in the principles of achieving food safety to
protect human life and health in the production and consumption of food and
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protect consumer interests through fair practices in the food trade. The protection
of consumer interests shall be geared toward the prevention of adulteration,
misbranding, fraudulent practices and other practices which mislead the
consumer, and the prevention of misrepresentation in the labelling and false
advertising in the presentation of food. In order to support this food legislation,
standards for food safety measures shall be developed. Food safety standards
refer to the formal documents containing the requirements that foods or food
processors must comply with to safeguard human health. It should be noted that
the food safety standards shall be based on risk assessment which is anchored to
sound scientific evidence.
Responsibilities on food safety
Food safety is a foremost responsibility of food business operators and key
government agencies. The food business operators, a person engaged in the food
business including one’s agents, shall have the principal responsibility to ensure
that food satisfies the requirements of food law relevant to their activities in the
food supply chain and that control systems are in place to prevent, eliminate or
reduce risks to consumers (Section 13).
On the other hand, among the key government agencies with the prime
responsibility of ensuring food safety include the Department of Agriculture (DA),
the Department of Health (DOH), the Department of Interior and Local Government
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(DILG) and the Local Government Units (LGUs). The following are the
responsibilities of these government agencies:
a. Department of Agriculture. The DA shall be responsible for food safety
in the primary production and post-harvest stages of food supply chain and foods
locally produced or imported in this category. (Section 15.a). With DOH, DA shall
serve as the forefront agency to set mandatory food safety standards (Section 9)
and conduct cargo inspection and perform necessary clearance procedures to
determined compliance with national regulations (Section 12).
The agencies under the DA with food safety regulatory functions are the
following: (a) the Bureau of Animal Industry (BAI), for food derived from animals
including eggs and honey production; the National Dairy Authority (NDA), for milk
production and post-harvest handling; (c) the National Meat Inspection Service
(NMIS), for meats; (d) the Bureau of Fisheries and Aquatic Resources (BFAR), for
fresh fish and other seafoods including those grown by aquaculture; (e) the Bureau
of Plant Industry (BPI), for plant foods; (f) the Fertilizer and Pesticide Authority
(FPA), for pesticides and fertilizers used in the production of plant and animal food;
(g) the Philippine Coconut Authority (PCA), for fresh coconut; (h) the Sugar
Regulatory Administration (SRA), for sugar cane production and marketing; and (i)
the National Food Authority (NFA), for rice, corn and other grains. The Bureau of
Agriculture and Fisheries Product Standards (BAFPS) shall develop food safety
standards including those for organic agriculture (Section 16). In addition,

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oversight functions for the Food Safety Act shall be assigned to the Undersecretary
for Policy and Planning, R&D and Regulations (Section 17).
b. Department of Health. The DOH shall be responsible for the safety of
processed and prepackaged foods, foods locally produced or imported under this
category and the conduct of monitoring and epidemiological studies on food-borne
illnesses (Section 15.b).
Specifically, the FDA Center for Food Regulation and Research shall be
responsible for implementing a performance-based food safety control
management system (Section 18.b). The Bureau of Quarantine (BOQ) shall
provide sanitation and ensure food safety in its area of responsibility in both
domestic and international ports and airports of entry, including in-flight catering,
food service establishments, sea vessels and aircraft (Section 18.c). The National
Epidemiology Center (NEC), the Research Institute of Tropical Medicine (RITM)
and the National Center for Disease Prevention and Control (NCDPC) shall
conduct and document epidemiological monitoring studies on food borne illnesses
for use in risk-based policy formulation. Food safety risk assessment bodies shall
be established for this purpose (Section 18.d). The National Center for Health
Promotion (NCHP) shall be responsible for advocating food safety awareness,
information and education to the public (Section 18.e). The NCDPC shall strategize
actions to help ensure the safety of food, reduce the risk of food contamination and
food-borne diseases, address the double burden of micronutrient deficiencies and

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non-communicable diseases and to regularly evaluate the progress made (Section
18.f).
c. Department of Interior and Local Government. The DILG in collaboration
with the DA, the DOH and other government agencies shall supervise the
enforcement of food safety and sanitary rules and regulations as well as the
inspection and compliance of business establishments and facilities within its
territorial jurisdiction (Section 15.d)
d. The LGUs shall be responsible for food safety in food businesses such
as, but not limited to, activities in slaughterhouses, dressing plants, fish ports, wet
markets, supermarkets, school canteens, restaurants, catering establishments
and water refilling stations. The LGU shall also be responsible for street food sale,
including ambulant vending (Section 15.c).
Food Safety Regulation Coordinating Board (FSRCB)
The Food Safety Regulation Coordinating Board is created to (a) monitor
and coordinate the performance and implementation of the mandates of the DA,
the DOH, the DILG and the LGUs in food safety regulation; (b) identify the agency
responsible for enforcement based on their legal mandates when jurisdiction over
specific areas overlap; (c) coordinate crisis management and planning during food
safety emergencies; (d) establish the policies and procedures for coordination
among agencies involved in food safety; (e) continuously evaluate the

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effectiveness of enforcement of food safety regulations and research and training
programs; (f) regularly submit reports to the Congressional Committees on Health,
Agriculture and Food, and Trade and Industry; and (g) accept grants and donations
from local and international sources (Section 20).
The Board shall be composed of the following: (1) DOH Secretary as chair
with the Food and Drug Administration (FDA) Director General as alternate, (2) DA
Secretary as co-chair with the Undersecretary for Policy and Planning, R&D and
Regulations as alternate and (3) board members which include heads of the FSRA
of the DA, the Director of the FDA Center for Food Regulation and Research, a
representative field operator of the DILG with the rank of a Director, the heads of
Leagues of Barangays, Municipalities, Cities and Provinces and a representative
each from the Department of Trade and Industry (DTI) and the Department of
Science and Technology (DOST) with the rank of a Director. Directors of other
DOH agencies with food safety concerns shall join the meeting as it may be
deemed necessary by the DOH (Section 21).
Implementation of food safety regulations
Official controls are established to verify compliance with food laws and
regulations and shall be prepared by each agency (Section 26). Traceability shall
be established for foods at relevant stages of production, post-harvest handling,
processing or distribution, when needed to ensure compliance with food safety

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requirements. The rule on traceability shall also cover production inputs such as
feeds, food additives, ingredients, packaging materials and other substances
expected to be incorporated into a food or food product (Section 27).
Appropriate authorizations shall be developed and issued in the form of a
permit, license and certificate of registration or compliance that would cover
establishments, facilities engaged in production, post-harvest handling,
processing, packing, holding or producing food for consumption in accordance with
the mandated issuances of regulatory agencies issuing such authorizations
(Section 28). Regular inspection of food business operators shall be performed by
the FSRAs or the control bodies delegated to conduct the activity (Section 29).
Prohibited acts
The law also defines prohibited acts against its provisions. It shall be
unlawful for any person to: (a) produce, handle or manufacture for sale, offer for
sale, distribute in commerce, or import into the Philippines any food or food product
which is not in conformity with an applicable food quality or safety standard
promulgated in accordance with this Act; (b) produce, handle or manufacture for
sale, offer for sale, distribute in commerce, or import into the Philippines any food
or food product which has been declared as banned food product by a rule
promulgated in accordance with this Act; (c) refuse access to pertinent records or
entry of inspection officers of the FSRA; (d) fail to comply with an order relating to
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notifications to recall unsafe products; (e) adulterate, misbrand, mislabel, falsely
advertise any food product which misleads the consumers and carry out any other
acts contrary to good manufacturing practices; (f) operate a food business without
the appropriate authorization; (g) connive with food business operators or food
inspectors, which will result in food safety risks to the consumers; and (h) violate
the implementing rules and regulations of this Act (Section 37).
Penalty
Any person who shall violate any provision of this Act shall suffer penalties
which may include payment of fine of not less than Fifty thousand pesos
(Php50,000.00), but not more than Five hundred thousand pesos
(Php500,000.00); suspension or permanent revocation of appropriate
authorization to operate a food business; payment of the hospitalization and
rehabilitation cost of injured person; and imprisonment of not less than six (6)
months and one (1) day but not more than six (6) years and one (1) day, depending
on the number of conviction or injury/death caused (Section 38).
Conclusion
The Food Safety Act of 2013 embodies the Philippine commitment to
achieve one of the twin-goals of food security which is access to safe food. The
law provides comprehensive food safety provisions and offers a mechanism to
uphold the people’s general welfare through the promotion and protection of
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human life and health in the production and consumption of food. However, the
achievement of its objectives relies heavily on the crafting of its implementing rules
and regulations (IRR) which is a concerted effort of both DA and DOH. In line with
this, DA Secretary Proceso J. Alcala has issued the Special-Order No. 533 s. of
2013 designating National Meat Inspection Service (NMIS) Executive Director Dr.
Minda S. Manantan as Chair of the Technical Working Group assigned to
formulate the IRR of this Act.

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PICTURES
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Curriculum Vitae
No.25 Jasmine Street
Purok 6C Lower Bicutan
Taguig City
Contact no./s 866-11-74; 0933 869-7426
Email Address: labines@yahoo.com
WORK EXPERIENCE
Company/Organization Last Position Held Inclusive Years

SIMBAYANAN NI MARIA Manager 2008-2017
MULTI PURPOSE Simbayanan Ni Maria
COOPERATIVE Enterprise Center
115 ML Quezon Street New Lower
Bicutan Taguig City
TAGUIG CITY UNIVERSITY Part time Instructor 2013-2015
Gen. Santos Avenue, Central College of Business
Bicutan Taguig City Management
CITIBANK SAVINGS INC Bank Officer, 1997-2007
No.01 Eastwood City Libis Quezon Transaction Processing
City Department
PHILIPPINE NATIONAL Investment Clerk Processor 1994-1997
BANK Investment Banking Group
PNB Financial Center, Pasay City
EDUCATIONAL ATTAINMENT
DEGREE COMPLETED SCHOOL INCLUSIVE

YEAR
Graduate Studies:
Master in Business Administration Taguig City University June, 2019
Extended Education Services 21 September,
Units Taguig City University 2016
Tertiary:
Bachelor of Science in Business University of Makati 1990-1994
Administration, Major in Marketing
Secondary Southern Rizal 1986-1990
Institute
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Primary Upper Bicutan 1981-1986
Elementary School
ELIGIBILITY
Civil Service Eligible as Data Encoder June 24, 1997
ACHIEVEMENTS
Asia Pacific Excellence Award

as Leaders of Community December 28, 2017
Conferred the degree as Doctors of

Philosophy in Business Administration,
Honoris Causa August 11, 2017
Events Management Services NC III August 08, 2016

TESDA
VOLUNTARY WORK INVOLVEMENT IN CIVIC NON- GOVERNMENT,

PEOPLE/VOLUNTARY ORGANIZATION
Guest Speaker Micro Entrepreneurs

Assembly, Brgy. North Signal October 23, 2014
Manila Bay Clean Up Drive October 11, 2014
Brigada Eskwela May 21, 2012
LEARNING AND DEVELOPMENT/TRAINING PROGRAMS ATTENDED
TITLE CONDUCTED BY: INCLUSIVE

DATE
Supervisory Training SMMPC, March 18, 2017
Dr. Shirley Padua
RA9178 BMBE’s Act of 2002 Negosyo Center, February 3, 2017
Mandaluyong City
Customer Service SMMPC, May 21, 2016

Dr. Annabelle
Gordona
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NCRL-PFCCO, Clark December 4-5,
1st Philippine Managers Freeport zone 2015
Conference Pampanga
Integrating Poverty Measures in Villar Sipag June 10-11, 2015
the Performance Management Foundation, Las
of Community Enterprises Pinas City
Personality Development with

Spirituality SMMPC May 16, 2015
Educator’s Training in Teaching UP-ISSI, UP Diliman November 20-21,
Entrepreneurship 2014
Work Attitude and Job AIB Training and August 30, 2014
Satisfaction for Employees Events/SMMPC
Symposium on Social University of Asia And February 16,
Entrepreneurship the Pacific 2012
How to delegate works and Executive April 17, 2010
ensure it’s done right Development
Authority
Jewelry Appraisal and Technology Resource August 22-23,
Pawnshop Operation Center 2009
PERSONAL INFORMATION
Date of Birth June 03, 1973

Place of Birth Manila
Sex Female
Citizenship Filipino
Height 5’1
Weight 110 kg
Blood Type A+
Husband Lito B. Abines
Children Michael Andrei, Hannah Mae, & Aliyah Myles
SSS No. 33-3011798-7
TIN No. 144-400-980
PHILHEALTH No. 19-090536870-6
PAG IBIG No. 1020-0205-2873

Food and Beverage Service Management Competencies

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Food and Beverage Service Management Competencies

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Republic of the Philippines

Taguig City University `

THE PROBLEM AND ITS BACKGROUND

The Food and Beverage management service is part of the hospitality

consumers and is mainly concerned with providing food, drink and

accommodation. It is a service culture focuses on serving and satisfying the

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operated units to a large multi-national corporation.

capability to provide a delightful and sumptuous experience to the customers.

Proper recruitment can be considered as vital part in the start of business

Being a Human Resource Unit, whom is In-charge in providing intense

training as an educational process which involves the sharpening of skills,

concepts, changing of attitude and gaining more knowledge to enhance the

performance of the employees.

Background of the Study

play, and dine in a quiet serene setting.

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covered in Bermuda grass. E. Puno, (2017)

Also, the researcher visited next MERCADO DEL LAGO: A FLOATING

hangout place perfect for food and nature lovers.

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the service they must experience as well.

of their Mission/Vision is excellent customer service; where no customer will leave

the highest standards of quality service.

students, employees of the university is vital in daily operation if the personnel is

lack of skill in implementing their task. The compliance and observance to

Taguig City University `

courses training can solve competency issues.

This study is anchored to the Iceberg-Competency Theory by Ernest

Hemingway, 1923. An employee's level of competence in different areas

characteristics account for 20 percent of a person's competencies and are

difficult to assess than skill and knowledge.

Taguig City University `

Suppose an organization is promoting an open-door policy which literally

open to become accessible to their subordinates and encourage sharing of

anytime. Therefore, intent behind a displayed action is necessary to understand

the action and its implication fully.

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therefore a time consuming and elaborate affair as it becomes necessary to

exercises, like psychotherapy, counseling, coaching and mentoring,

developmental experiences etc.

In the traditional method of hiring, most of the organizations looked at just

However, with major shifts in the conventional methods of people

decision. Hence, a complete picture regarding the competence of a person

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Spencer, Signe (2013).

Henri Fayol’s Administrative Management Theory

author of mines who introduced the general theory of business administration

the general theory of management. Based on his experience as a successful

Taguig City University `

Coordinating, and controlling.

complexities encountered by the managers and the normative proposition is too

organizations. Nonetheless, the 5 functions illustrated by him present a structural

overview of several tasks needed to be performed by all managers. This gives

managers an initial overview of the main functions to focus on their everyday

Each of these functions is about solving potential problems creatively. It

the results of the solution that is implemented.

The system approach (Input-Process-Output system) was used in describing the

extent of the Food and Beverage Service Management competencies in selected

kiosks at Taguig City as assessed by the two, groups of respondents in terms of

relationship between the food and beverage service management in selected

two group of respondents on the Food and Beverage Service Management

Taguig City University `