Final Thesis-main Pages

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

A BASIS FOR AN ACTION PLAN

A Thesis Presentedto the Faculty of the Graduate School

Iligan Medical Center College

Pala-o, Iligan City

In Partial Fulfillment of the Requirements for the

Degree of Master of ManagementMajor in Human Resources Management

KRISNA MAE A. SALATANDRE

October 2012


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APPROVAL SHEET

The faculty of the Graduate School of the Iligan Medical Center College, Iligan City,accepts the thesis entitled:

WORK BEHAVIOR AND JOB PERFORMANCE OF THE AGUS 6 AND 7HYDROELECTRIC POWER PLANT COMPLEX EMPLOYEES: A BASIS FOR ANACTION PLAN

Submitted by Krisna Mae A. Salatandre, in partial fulfilment of the requirements for theDegree of Master in Management major in Human Resources Management.

NIEVES P. DIZON, D. M.

Adviser_____________________________________________________________________

PANEL OF EXAMINERS

Approved by the Panel of Examiners with a grade of ________________

ERLITO L. TEVES, Ph. D. FLORAMI B. DADOLE, Ed. D.Panel Member Panel Member

DARWISA A. BAGUIO, Ph. D. ZENAIDA G. GERSANA, Ph. D.Panel Member External Expert/Panel Member

ERNESTO O. ILAGO, D. M.Dean, Graduate School

Date of Oral Defense:14 October 2012_

October 2012


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ACKNOWLEDGEMENTS

This endeavor would not be possible at the researchers efforts alone, and thesuccess of this work would not be without the support of people who have aided her along

the way. To the following people, the researcher sincerely extends her heartfelt appreciationand gratitude:

The Dean of the Graduate School and the panel members: Mr. Ernesto O. Ilago,D.M., Ms. Darwisa A. Baguio, Ph.D., Ms. Florami B. Dadole, Ed.D., and Mr. Erlito L. Teves,Ph.D., whose constructive comments, insights, and suggestions have contributed much tothe development and completion of this work;

Her thesis adviser, Dr. Nieves P. Dizon, for walking with her throughout thecourse of this study, providing her with wisdom, guidance and helpful comments; and for theloving affirmations that encouraged the researcher to believe in her potential;

The management of Agus 6 and 7 Hydroelectric Power Plant Complex headedby Engr. Antonio F. Suezo, Jr., Plant Manager, for allowing the researcher to conduct herstudy and to administer the questionnaires;

Her immediate supervisor, Ms. Elizabeth P. Garrido for graciously extending herunderstanding and consideration especially during those final days of intense work for thecompletion of this study;

To the HR Officer of Agus 6 and 7 HPPC, Ms. Teresita S. Ong, for the help andsupport in providing data needed for the study;

The employees of Agus 6 and 7 Hydroelectric Power Plant Complex for theircooperation and patience in completing the questionnaires as her respondents;

To Prof. Norma Jamboy and Prof. Aljo Pingal for all the help and assistance theyhave extended that has contributed to the success of this study;

Her best friends Ian and Revian for the encouragement and inspiration to giveher best in this endeavour;

Her family - Daddy, Mommy, Irese and Jued - for pouring out their love andsupport throughout the undertaking of the study; to her parents for the discipline, thepatience, and for investing and believing in her to pursue and finish her graduate studies;

And above all else, to her Lord Almighty, Christ Jesus, the only wise God, whosestrength is made perfect in times of weaknesses and struggles, who is the source ofwisdom and favor; for pouring out His grace and provision for the fulfilment of this work, toHim alone be praise, glory and honor!

KMAS


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DEDICATION

This work is dedicated to Daddy, Mommy,

my sister Irese and my brother Jued,

and to Ian Mark,

for the love and inspiration,

and for cheering me on.

A toast!

KMAS


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TABLE OF CONTENTS

Title Page

Approval SheetAcknowledgementsDedicationTable of ContentList of TablesList of Figures

Abstract

Chapter

I. The Problem

RationaleTheoretical FrameworkConceptual FrameworkStatement of the ProblemHypothesesScope of LimitationSignificance of the StudyDefinition of Terms

II. Review of Related Literature and Studies

III. Research MethodologyResearch DesignResearch EnvironmentRespondents of the Study and sampling TechniqueResearch Instruments UsedData Gathering ProcedureStatistical Tools Used

IV. Presentation, Analysis and Interpretation of DataPart I. Work Behavior of the Respondents

SupervisorsRank and File

Part II. Job Performance of the RespondentsSupervisorsRank and File

Part III. Profile of the RespondentsAgeAppointment StatusLength of service

iiiiiiivvviiixx

1

37

1012121315

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272730303131

343435

37373839394041


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Monthly SalaryStress Level

Part IV. Results of the Correlation AnalysisA. Relationship between Profile and Work

Behavior of RespondentsB. Relationship between Profile of Respondents

and Job PerformanceC. Relationship between Work Behavior and

Job Performance

V. Summary, Findings, Conclusions, Implicationsand Recommendations

SummaryFindingsConclusionsImplicationsRecommendations

A. The HR and the Plant ManagementB. Area for Future Research

Proposed Action Plan

Bibliography

Appendix A Letter of RecommendationAppendix B Cover Letter to RespondentsAppendix C The QuestionnaireAppendix D Performance Management Assessment Form

Curriculum Vitae

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58

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6465686970707172

79

81828389

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LIST OF TABLES

Table

1 Distribution of Respondents

2 Weighted Mean Distribution of Work Behavior of Supervisors

3 Weighted Mean Distribution of Work Behavior of Rank and File Employees

4 Frequency and Percentage Distribution of JobPerformance of Supervisors

5 Frequency and Percentage Distribution of Job

Performance of Rank and File

6 Frequency and Percentage Distribution of Respondents According to Age

7 Frequency and Percentage Distribution of Respondents According to their Appointment Status

8 Frequency and Percentage Distribution of Respondents According to their Length of Service

9 Frequency and Percentage Distribution of Respondents According to their Monthly Salary

10 Frequency and Percentage Distribution ofRespondents According to their Stress Level

11 Correlation Values Between Age and Work Behavior Of Supervisors

12 Correlation Values Between Length of Service andWork Behavior of Supervisors

13 Correlation Values Between Salary and Work Behaviorof Supervisors

14 Correlation Values Between Stress Level and WorkBehavior of Supervisors

15 Correlation Values Between Age and Work Behavior

Page30

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Of the Rank and File

16 Correlation Values Between Appointment Status andWork Behavior of the Rank and File

17 Correlation Values Between Length of Service andWork Behavior of the Rank and File

18 Correlation Values Between Salary and Work Behavior of the Rank and File

19 Correlation Values Between Stress Level and WorkBehavior of the Rank and File

20 Correlation Values Between the Profile of Supervisors inTerms of Age, Length of Service, Salary and Stress Level

and Job Performance

21 Correlation Values Between the Profile Age, Length of Service, Salary and Stress Level of the Rank and File

and Job Performance

22 Correlation Values Between Work Behavior of theSupervisors and Performance Management

23 Correlation Values Between Work Behavior of theSupervisors and Professional Responsibility

24 Correlation Values between Work Behavior andJob Performance of Supervisors

25 Correlation Values Between Work Behavior andPerformance Management of the Rank and File

26 Correlation Values Between Work Behavior of theRank and File and Professional Responsibilities

27 Correlation Values Between Work Behavior of theRank and File and Job Performance

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LIST OF FIGURES

Figure Page

1 A Schematic Diagram of the Study

2 Vicinity Map of Agus 6 and 7 HPPC

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ABSTRACT

Salatandre, Krisna Mae A. WORK BEHAVIOR AND JOB PERFORMANCE OF AGUS

6 AND 7 HYDROELECTRIC POWER PLANT COMPLEX EMPLOYEES: A BASISFOR AN ACTION PLAN. Master of Management Major in Human ResourcesManagement, Iligan Medical Center College, Iligan City 2012

Adviser: Dr. Nieves P. Dizon, D.M.Key Words: Work Behavior

Job Performance

The ultimate objective of the study is to determine the work behavior of boththe supervisors and the rank and file of Agus 6 and 7 Hydroelectric Power Plant

Complex (HPPC), and to find out whether there is evidence to support its relationshipwith the employees job performance.

The study used the descriptive-correlational research to gather data from the97 respondents, of which 14 are supervisors, and 83 are rank and file, who answeredthe questionnaire as the research instrument. Data for job performance were obtainedfrom the most recent Performance Management Assessment of Agus 6 and 7 HPPC.

The variables in this study are work behavior as the independent variable,and job performance as the dependent variable. In studying and determining thesemajor variables, the profile of the respondents is also being looked into as the

intervening variable.

The typical supervisor of Agus 6 and 7 HPPC is within 56-above years of age,male, a permanent employee, has served the corporation for 31 years and above,earning within the range of P45,001 and above per month and experiences a fair stresslevel in the workplace. Meanwhile, the typical rank and file employee is within 51-aboveyears of age, male, has permanent status, has served the corporation for 31 and aboveyears, is earning within the range of P 15,001-P35,000 per month, and experiences alow to fair stress level in the workplace.

Based on the analysis of the data, the major findings are the following:Overall work behavior of the supervisors is satisfactory with a total weighted mean of4.38, which indicates a good behavior in the workplace. It is influenced by their length ofservice and stress level, such that when length of service and stress level increases,work behavior decreases. On the other hand, overall work behavior is satisfactory, witha total weighted mean of 4.39 indicating good work behavior. It is directly influenced bytheir monthly salary, such that employees with higher salary possess better workbehavior.


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Job performance consists of performance management and professionalresponsibility and findings show that overall job performance of both supervisors andrank and file employees is high very satisfactory and it is not influenced by their profileas indicated by its p value.

This study also shows that the work behavior of both supervisors and rankand file employees do not affect their job performance. Based on this, it is implied thatemployees are satisfied and contented with their job and it is not affected by otherfactors aside from the perception that as employees of Agus 6 and 7 HPPC, they shouldget the job done. It is also implied that some factors could be missing in the organizationwhich when practiced, implemented and developed among employees, will give arelevant and essential impact on employees performance. It is also implied that someother factors could have influenced the performance of the respondents such asorganizational leadership, work culture, relationships between superiors and thesubordinates, and loyalty towards the organization.

An action plan is recommended to address the factors identified to helpimprove the work behavior of the employees. This includes conducting trainings andseminars to enhance the efficiency of the respondents and this include activities onmotivation and stress management for both supervisors and rank and file employees tosupplement their needs and make them a more dynamic workforce. The managementand HR should also review and evaluate the performance appraisal procedure, and lookinto how it can be improved to yield a more realistic data on the actual performance ofthe employees. Replication of this study can also be made with a wider scope ofrespondents, including other hydropower plants of Mindanao Generation.


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Chapter I

THE PROBLEM

Rationale

Organizational excellence begins with the performance of people. It is what

people do or do not do that ultimately determines what the organization can or cannot

become. It is the performance of people that is the true benchmark of organizational

performance, Corpuz (2006).

Regardless of the size of an organization or the extent of its resources, the

organization thrives and survives because of the capabilities and performance of its

people the human resources. Aside from inventions and technology, the human

workforce can be pointed out as the single mass factor in the existence of every

organization, Pierce (2010). This is because organizations need highly performing

individuals in order to meet their goals, to deliver the products and services they

specialized in, and finally to achieve competitive advantage.

People differ in many ways. They differ in perception which is built out of a

lifetime of experiences and accumulated values. They differ in personalities, needs,

demographic factors, and past experiences or they may find themselves in different

physical settings, time periods, or social surroundings. And since organizations hire the

totality of a person, not just the brain or a particular skill, managers must learn to expect

perceptual differences among their employees, accept people as emotional beings, and

manage them in individual ways.


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One thing that people differ which highly influences their performance is their

behavior in the workplace which includes their behavior towards their work, towards

other employees, and towards the management. Work behavior is such a vital element

in an organization, that the scientific discipline of organizational behavior was

established to systematically study and apply the knowledge about how people as

individuals and as groups act within organizations. It strives to identify ways in which

people can act more effectively, Sonnentag (2002).

As for the Agus 6 and 7 Hydroelectric Power Plant Complex or Agus 6/7

HPPC organization, employees differ in many aspects. And with the culture, values and

policies of the organization, employees behave in a certain way peculiar from other

organizations. Identifying the factors that influence their work behavior is already an

important tool for management to evaluate their employees, their performance in the

organization. It will also assess existing programs such as reward and recognition

system of the plant intended for the development and enrichment of its employees,

which will focus on improving employees behavior and optimizing individual

performance which will ultimately translate into improved organizational performance.

The researchers observation found this study essential to promote better

understanding among employees particularly in the organization. Another issue that

ought to be resolved pertains to the applicability of performance rating where it

necessitates improvement in the system and manner of conduct of the performance

rating.

It is with these premises that the researcher, who is a Data

Controller/Encoder in the Agus 6 and 7 HPPC for almost four (4) years now, was


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inspired to conduct a study that would determine and assess the work behavior present

among the employees of the said organization and whether there is evidence to support

its relationship and influence to their job performance.

Theoretical Framework

The conduct of the study is guided by the following theories:

Behavior and Performance

A model of individual behavior and results known as MARS Model seeks to

explain individual behavior as a result of internal and external factors or influences

acting together. It is an acronym for Motivation, Ability, Role Perception and Situational

Factors, which are highlighted as the four factors to directly influence an employees

voluntary behavior and resulting to performance.

Motivation represents the forces within a person that affect his or her

direction, intensity, and persistence of voluntary behavior. It is goal-directed, not

random. Meanwhile, ability makes a difference in behavior and task performance

because it includes both the natural aptitudes and learned capabilities required to

successfully complete a task. Then, there is role perception. First, employees

understand the specific tasks assigned to them. Second, they understand their relative

importance of those tasks or the priorities of their various responsibilities, and third, they

understand the preferred behaviors to accomplish those tasks. Employees with clear

role perceptions feel more engaged in their work, because they know where to direct

their effort. And finally, the situational factors which include among others conditions

beyond the employees immediate control that constrain or facilitate their behavior and
http://en.wikipedia.org/wiki/Human_behaviorhttp://en.wikipedia.org/wiki/Human_behaviorhttp://en.wikipedia.org/wiki/Human_behavior


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performance such as consumer preferences and economic conditions. Corporate

leaders need to carefully arrange these conditions so employees can achieve their

performance potential.

MARS model shows that these factors have a combined effect on individual

performance. If any factor weakens, the employee performance will decrease. An

example shows that an enthusiastic and extrovert sales personnel with high level of

motivation who understands their job duties (roles perception) well, with adequate and

sufficient resources (situational factors) will not be able to perform their job well if they

lack of product knowledge and sales selling techniques (ability), McShane and Von

Glinow (2008).

Work Behavior

Ivancevich and Matteson, as cited in the study by Marchant (2000) is the

Attribution Theory. This theory is an approach that provides a basis for understanding

the relationship between perception and behavior is. It is concerned with the process by

which individuals interpret events around them as being caused by a relatively stable

portion of their environment. In short, attribution theory attempts to explain the whyof

behavior. According to this theory, it is the perceived causes of events, not the actual

ones, that influence peoples behavior. More specifically, individuals will attempt to

analyze why certain events have occurred, and the results of that analysis will influence

their behavior in the future. The attribution process can also be important in

understanding the behavior of other people. The behavior of a subordinate, for example,

can be examined on the basis of its consensus (degree to which other subordinates

engage in the same behavior), consistency (degree to w/c the person in question


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engages in the same behaviors at different times), and distinctiveness (degree to w/c

the subordinates behaves similarly in other situations).

Attitudes are determinants of behavior because they are linked with

perception, personality and motivation. Attitudes are intrinsic parts of a persons

personality. However, a number of theories attempt to account for the formation and

change of attitudes. One such theory proposes that people seek congruence between

their beliefs and feeling toward objects and suggests that the modification of attitudes

depends on changing either the feelings or the beliefs. The theory states that cognition,

affect (emotional or feeling component of an attitude, learned from parents, teacher and

group peer member), and behavior determine attitudes and that attitudes, in turn,

determine cognition, affect and behavior. The behavioral component of an attitude

refers to the tendency of a person to act in a certain way towards someone or

something, Newstrom (2007).

The variables known to influence individual task performance are numerous

and varied. Among the most studied antecedents of job performances are job

satisfaction, job attitudes, personality, motivation, leadership, and to a lesser extent,

group processes and organization design.

Traditionally, personnel psychologists have assumed that performance, in

large part, is a function of selection, placement and training. Social psychologists, on

the other hand, have emphasized the motivational aspects of performance. Vroom and

Maiers concept, as adopted by the study of Blumberg and Pringle (2001), developed an

interactive relationship that job performance is equivalent to ability and motivation.

A three-dimensional model of job performance is developed by Blumberg and


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Pringle (2001) to account for additional variables in performance aside from ability and

motivation. The three dimensions are the following: capacity to perform, willingness to

perform and opportunity to perform. Capacity represents ability, knowledge skills,

intelligence, age, state of health, level of education, endurance, energy level and similar

variables. Willingness dimension is comprised of the psychological and emotional

characteristics that influence the degree to which an individual is inclined to perform a

task. In addition to motivation, willingness represents the effect on behavior of job

satisfaction, personality, attitudes, norms, values, status, anxiety, task characteristics,

perceived role expectations and closely related concepts. Even though an individual

may be willing, and have the capacity to engage in a given behavioral act, depends on

the presence and arrangement of facts in the persons objective environment. The most

important of these facts affecting level of performance appear to be elements of the

technical system, physical conditions, actions of co-workers, actions of supervisors, and

organizational policies and procedures, Blumberg (2001).

In the studies of Barrick and Mount as adopted by Sonnentag (2002), there

are combinations between the individual differences and the situational perspective. In

essence, the job characteristic model states that a combination of situational factors and

individual differences factors is crucial for individual performance.

A theory of job performance states that job performance is behavioral,

episodic, evaluative, and multidimensional. It predicts that individual differences in

personality and cognitive ability variables, in combination with learning experiences,

lead to variability in knowledge, skills and work habits that mediate effects of personality

and cognitive ability on job performance, Dubrin (2009).


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These theories lay the foundation by which this study is based upon.

Conceptual Framework

The concepts of this study include the work behavior of respondents which is

the dependent variable, job performance as the independent variable, and the profile of

respondents as the intervening variable.

The dependent variable work behavior consists of ten different components

each for the supervisors and the rank and file employees. Work behavior of supervisors

consists of planning and organizing, team work skills, communication skills,

performance management skills, professional development skills, technical expertise,

ethical awareness, problem solving/decision making skills, attendance and availability,

and human skills.

On the other hand, work behavior of rank and file employees consists of

customer service, attendance and availability, communication skills, self-awareness,

stress tolerance, teamwork, safety/health/sanitation awareness, flexibility, adherence to

corporate values and ethical standards, and professional development skills.

The independent variable job performance comprises of Performance

Management Assessment, which is an evaluation of the output and accomplishments of

the employee through the Key Result Areas, and duties and performance targets; and

Professional Responsibilities which is an evaluation of what is expected and required

from the employees such as quality, assurance, job knowledge and work attitude.

In determining these variables, the profile of respondents will also be taken

into consideration. The profile acts as the intervening variable in this study, and includes

age, appointment status, length of service, monthly salary and stress level.


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Once these dimensions are known, they are expected to create and/or

increase awareness of the management on the work behavior of the supervisory and

rank and file employees and whether this affects their performance. Thereupon, an

action plan may be proposed which will help build positive work behavior among the

employees of Agus 6 and 7 HPPC and develop them to become more efficient workers.


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Independent Variables Dependent Variables Output

WORK BEHAVIOR

A. SUPERVISORY LEVEL1. Planning & Organization2. Team Work Skills3. Communication Skills4. Performance Management

Skills5. Professional Development

Skills6. Technical / Functional

Expertise7. Ethical Awareness / Integrity8. Problem Solving/ Decision

Making Skills9. Attendance and Availability

10. Human Relations Skills

B. RANK AND FILE1. Customer Service Skills2. Attendance and Availability3. Communication Skills4. Self-Awareness5. Stress Tolerance6. Team Work7. Safety/Health/Sanitation

Awareness8. Flexibility

9. Adherence to Corporate Valuesand Ethical Standards

10. Professional DevelopmentSkills

ACTIONPLAN


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Intervening Variable

FIGURE 1. A Schematic Diagram of the Study

Statement of the Problem

PROFILE

A. SUPERVISORS1.Age

2.Appointment Status3.Length of service4.Monthly Salary5.Stress Level

B. RANK AND FILE1.Age

2.Appointment Status3.Length of service4.Monthly Salary5.Stress Level

JOB PERFORMANCE

1. Performance ManagementAssessment

2. Professional Responsibilities


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This study aimed to determine the work behavior of Agus 6 and 7 HPPC

employees, and their job performance. Specifically, it provided answers to the following

questions:

1. What is the work behavior of the supervisory level in terms of the following:

1.1Planning and Organization,

1.2Team Work Skills,

1.3Communication Skills,

1.4Performance Management Skills,

1.5Professional Development Skills,

1.6Technical Functional Expertise,

1.7Ethical Awareness / Integrity,

1.8Problem Solving/ Decision Making Skills,

1.9Attendance and Availability, and

1.10 Human Relations Skills

2. What is the work behavior of the rank and file employees in terms of the

following:

2.1Customer Service,

2.2Attendance and Availability,

2.3Communication Skills,

2.4Self-Awareness,

2.5Stress Tolerance,

2.6Team Work,

2.7Safety / Health / Sanitation Awareness,


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2.8Flexibility,

2.9Adherence to Corporate Values and Ethical Standards, and

2.10 Professional Development Skills

3. What is the job performance of the respondents in terms of the following:

3.1 Performance Management Assessment

3.2 Professional Responsibilities

4. What is the profile of the respondents in terms of the following:

4.1Age,

4.2Appointment Status,

4.3Length of service,

4.4Monthly Salary,

4.5Stress Level

5. Is there a significant relationship between the profile and the work behavior

of the following employees?

5.1Supervisory-level

5.2 Rank-and-file employees

6. Is there a significant relationship between the profile and the job

performance of the following employees?

6.1Supervisory-level

6.2 Rank-and-file employees?

7. Is there a significant relationship between the work behavior and the job

performance of the following employees?

7.1 Supervisory-level


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7.2 Rank-and-file employees

8. What action plan can be drawn based from the findings of the study?

Null Hypothesis

Ho1: There is no significant relationship between the profile and work behavior of:

a. Supervisory-level

b. Rank and file employees

Ho2: There is no significant relationship between the profile and job performance

of the:



Ho3: There is no significant relationship between work behavior and job

performance of the:



The null hypotheses were tested at 0.05 level of significance.

Scope and Limitation of the Study

This study focused on the work behavior and job performance evaluation

conducted for the period July to December 2011, of the employees presently working in

Agus 6 and 7 HPPC, Fuentes, Maria Cristina, Iligan City. It is limited to employees in

the supervisory and in the rank-and-file level.

The work behavior components of both the supervisory and rank and file level


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were based on the Individual Assessment used by the HR of the organization. Other

factors that could possibly influence work behavior were not included in the study.

Even though Agus 6 and 7 HPPC has Agus 6 Plant and Agus 7 Plant within its

premises, Agus 6 Plant is 1.1 kilometers away from Agus 7 Plant. Because of this

distance, and most of its employees were on shifting schedule, distribution and retrieval

of the questionnaires took some time before all the data were obtained from the

respondents.

Despite these limitations this study has contributed in extending the literature on

the variables associated with work behavior and job performance.

Significance of the Study

Findings of this study would be beneficial to the following:

1. The Division of Managers of NPC-Agus 6 and 7 Hydroelectric Power Plant

Complex. This study will provide them an understanding on the different work behavior

displayed by the employees in their divisions in relation to their profile. This will guide

them in their dealing with them and in giving their employees motivation towards their

job performance.

2. Human Resource Specialist. Its result can be used as a basis in an action

plan designed to improve and encourage positive attitude and behavior towards work,

for employees to keep maximizing their potential and capabilities for organizational

success, which also contributes to their overall employee performance.

3. The employees. This will give employees an assessment of their individual

behavior at work and how it affects the performance of their corresponding department,


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and to the company. This will also allow them to see the kind of trainings and

development programs needed to help increase their effectivity and their value as

employees.

4. Customers/Other Stakeholders. With the awareness of the management on

employees work behavior and performance and their action plan to motivate positive

work behavior among the employees will undoubtedly improve the effectivity and

efficiency of the workers, thus, meeting and satisfying the needs and expectations of its

customers and other stakeholders.

5. The community. An understanding of the relationship between employees

personal profile and work behavior will aide companies to maintain an effective

workforce. An effective workforce does not only attain the organizational goals but also

to the extent of community service or corporate social responsibility, which is one of the

major thrusts of NPC.

6. Future researchers. This study will provide data on employees work behavior

which can be a good pattern for future studies.

Definition of Terms:


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Significant terms employed in this research were interpreted and measured

on the basis of the following operational definitions:

Agus 6 and 7 HPPC means Agus 6 and 7 Hydroelectric Power Plant

Complex. It is considered as one plant unit in the Mindanao Generation where Agus 6

Plant and Agus 7 Plant are located.

Attendance and Availability refers to the act or fact of being present at

work. Also, it is used to define the number of persons present on a particular day at

work. An attendance policy provides the guidelines and expectations for employee

attendance at work as defined, written, disseminated, and implemented by an

organization (www.humanresources.about.com)

Adherence to corporate values and ethical standards refers to the

behavior components of employees to follow and obey policies and proper procedures

of the organization in carrying out ones work.

Communication is the activity of conveying information which requires a

sender, a message, and an intended recipient. The communication process is complete

once the receiver has understood the message of the sender. Feedback is critical to

effective communication between parties (en.wikipedia.org).

Corporate values refer to the operating philosophies orprinciples that guide

an organization's internal conduct as well as its relationship with its customers,partners,

andshareholders. Core valuesare usually summarized in the mission statement or in

the companys statement of core values (www.businessdictionary.com).

Customer service refers to a series of activities designed to enhance the

level of customer satisfaction. It reflects the organization's ability to supply their
http://en.wikipedia.org/wiki/Informationhttp://en.wikipedia.org/wiki/Messagehttp://www.businessdictionary.com/definition/principles.htmlhttp://www.businessdictionary.com/definition/organization.htmlhttp://www.businessdictionary.com/definition/conduct.htmlhttp://www.businessdictionary.com/definition/relationship.htmlhttp://www.businessdictionary.com/definition/customer.htmlhttp://www.businessdictionary.com/definition/partner.htmlhttp://www.businessdictionary.com/definition/partner.htmlhttp://www.businessdictionary.com/definition/shareholder.htmlhttp://www.businessdictionary.com/definition/shareholder.htmlhttp://www.businessdictionary.com/definition/core-values.htmlhttp://www.businessdictionary.com/definition/core-values.htmlhttp://www.businessdictionary.com/definition/mission-statement.htmlhttp://www.businessdictionary.com/definition/statement.htmlhttp://en.wikipedia.org/wiki/Informationhttp://en.wikipedia.org/wiki/Messagehttp://www.businessdictionary.com/definition/principles.htmlhttp://www.businessdictionary.com/definition/organization.htmlhttp://www.businessdictionary.com/definition/conduct.htmlhttp://www.businessdictionary.com/definition/relationship.htmlhttp://www.businessdictionary.com/definition/customer.htmlhttp://www.businessdictionary.com/definition/partner.htmlhttp://www.businessdictionary.com/definition/shareholder.htmlhttp://www.businessdictionary.com/definition/core-values.htmlhttp://www.businessdictionary.com/definition/mission-statement.htmlhttp://www.businessdictionary.com/definition/statement.html


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customers' wants and needs, and to constantly and consistently exceed customer's

expectations (en.wikipedia.org).

Demographic factors include a number of individual differences that

influence behavioral choices. These include such factors as socioeconomic

background, nationality, educational attainment level, age, race and sex.

Development program refers to learning opportunities designed to help

employees grow. This also provides employees broader learning which may be utilized

in a variety of settings and for future jobs.

Ethical awareness/Integrity refers to ways that people's lives are organized;

specifically they refer to the many values, principles, rules, guidelines and purposes that

define traditions, communities and disciplines. Ethical awareness is the knowledge of

these and conforming according to these standards of conduct.

Human Relations Skills refers to how a supervisor deals and relates with

other employees in such a way that employees concerns and needs are communicated

properly and taken care of.

Flexibility refers to how an employee and an employer making changes to

the time (when), location (where) and manner (how) in which an employee works to

better meet individual and business needs. It should be mutually beneficial to both the

employer and employee and result in superior outcomes

(www.workplaceflexibility.com.au).

Intervening variable refers to a hypothetical internal state that is used to

explain relationships between observed variables, such as independent and dependent

variables, in empirical research (en.wikipedia.org)
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Job Performance refers towork related activities expected of an employee

and how well those activities were executed (www.businessdictionary.com).

Length of Service refers to the number of years a person has been working

in a particular company.

Motivation refers to the intrinsic inducement that propels an individual to

think, feel and perform in certain ways. It is internalized and the most important yet

elusive determinant of work behavior.

Planning and Organizing is the function of management that deals with

determining what jobs are to be done, by whom, where decisions are to be made, and

how to group employees, Decenzo and Robbins (2007).

Performance Evaluation refers tothe appraisal of the accomplishment of the

employees of an organization. The determination of organizational effectiveness which

is the degree to which objectives of an organization are achieved is a cardinal task of

management, Decenzo and Robbins (2007).

Performance Management refers to the process through which managers

ensure that employees activities and outputs contribute to the organizational goals.

This process requires knowing what activities and outputs are desired, observing

whether they occur and providing feedback to help employees meet expectations,

Decenzo and Robbins (2007).

Planning is the primary function of management which focuses on setting

organizational goals and objectives, Decenzo and Robbins (2007).
http://www.businessdictionary.com/definition/work.htmlhttp://www.businessdictionary.com/definition/activity.htmlhttp://www.businessdictionary.com/definition/employee.htmlhttp://www.businessdictionary.com/definition/executed.htmlhttp://www.businessdictionary.com/http://www.businessdictionary.com/definition/work.htmlhttp://www.businessdictionary.com/definition/activity.htmlhttp://www.businessdictionary.com/definition/employee.htmlhttp://www.businessdictionary.com/definition/executed.htmlhttp://www.businessdictionary.com/


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Plantilla Personnel refers toemployees with a permanent status. They are

recipients of every benefit, bonuses and incentives released as per the guidelines of

Department of Budget and Management (DBM) and/or the National Power Corporation.

Problem Solving/Decision Making Skills refers to

the process ofworking through details of a problem to reach a solution. This may

include mathematical orsystematicoperations and can be a gauge of

an individual'scritical thinkingskills. It often involves decision-making, and decision-

making is especially important for management and leadership

(www.businessdictionary.com).

Professional Development refers to the process of obtaining the skills,

qualifications, andexperiencethatallowyoutomakeprogressinyourcareer.

Rank-and-file refers tothe subordinates or the employees who are below the

supervisory level.

Safety/Health/Sanitation Awareness refers to the knowledge of an

employee of guidelines and policies on safety and health measures and the willingness

to observe these while at work.

Self Awareness refers to the explicit understanding that one exists. It

includes the concept that one exists as an individual, separate from other people, with

private thoughts. This includes recognition of ones personality, strengths and

weaknesses, likes and dislikes (en.wikipedia.org).

Seniority refers to the length of service by an employee in a continuing or

temporary job or position.
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Stress Level refers to the mental and physical condition that resulted from a

perceived threat that cannot be dealt with readily, Dubrin (2009).

Stress Tolerance refers to the capability of an employee to sustain stress

and manage it.

Supervisory Level refers to employees who are head of a section, hence

has subordinates, and has middle-level managers as their superior. They usually have a

job grade of 15. This includes the superintendents and section chiefs.

Teamwork refers to the process ofworking collaboratively with a group of

people in orderto achieve a goal. It is often a crucial part of a business, as it is often

necessary forcolleagues to work well together, trying their best in any circumstance

(www.businessdictionary.com).

Technical/Functional Expertise refers tothe capability to perform the duties

of one's profession generally, or to perform a particular professional task, with skill of an

acceptable quality.

Training refers toasystematic process that will help employees acquire the

right knowledge, attitude, skills and habits to improve current performance.

Work Behavior refers to the behaviorone uses in employment and is

normally more formal than other types ofhuman behavior. This varies from profession

to profession, as some are far more casual than others (en.wikipedia.org).

Chapter 2

REVIEW OF RELATED LITERATURE
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This chapter gives an account of related literature drawn from books,

journals, and unpublished sources both foreign and local which are relevant to the

study.

Related Literature

The following excerpts were taken to support this study.

Nature of people is complex and unique. As much as they have things in

common, such as the feeling of excitement over an achievement, each person is also

individually different. Any attempt to learn why people behave as they do in

organizations requires some understanding of individual differences, and this diversity

needs to be recognized and viewed as a valuable asset to organizations. Individual

differences mean that management can motivate employees best by treating them

differently. If it were not for individual differences, some standard way of dealing with

employees could be adopted and minimum judgment would be required thereafter.

However, this is not the case, and the individual differences require that a managers

approach to employees should be individual and not statistical, Noe (2004).

Bowin and Harvey (2006) in their book, Human Resources Management

queried why some organizations are successful while others fail despite the use of the

same opportunities available. Findings revealed that the key to survival and success lies

not in the rational, quantitative approaches, but rather in a commitment to irrational,

difficult to measure things like quality, customer service and most importantly, the

people or the workforce and developing their ability to be flexible to meet changing


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conditions. This concept is reinforced by Corpuz (2006) that it is the people who design

and produce the goods and services and set overall strategies and objectives for the

organization. Without people, it is simply impossible for an organization to achieve its

objective.

In the current business environment, organizations in all industries are

experiencing rapid change, which is accelerating at enormous speed, Roos (2005). To

be successful in a borderless, competitive global environment, companies must be sure

to work hard on especially the people side of their business. Finck, as adopted by Roos

(2005), supported this view and stated that companies must recognize that the human

factor is becoming much more important for organisational survival, and that business

excellence will only be achieved when employees are excited and motivated by their

work. In addition, difficult circumstances, such as violence, tragedy, fear and job

insecurity create severe stress in employees and result in reduced workplace

performance, Klein (2002). To this end, successful people management is especially

important. There is much empirical evidence that effective people management and

behaviour drive organisational profitability, Riskin (2002).

However, managing human resources is always a challenge, Maximiano

(2006). Unlike managing financial assets and other material resources which are used

for business gain, human resources management is more on empowering and nurturing

the workforce through trainings and development programs. These are used to deal

with competitive challenges of globalization, the quality challenge of meeting

international standard and high performance work system challenge brought about by

the new technologies.


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Moreover, challenges in managing the workforce include individual variables

such as age, abilities and skills. Between an old employee and a young professional

who is just beginning a career, it would be surprising if these age-related differences did

not occasionally lead these two individuals to choose different behaviors in otherwise

similar situations.

Workers vary widely with respect to background or demographic

characteristics, and these differences sometimes affect job performance and behavior.

According to the HR professional surveyed by Challenger Key, sources of demographic

diversity include gender, generational differences, age and ethnicity, Miller (2000).

The generation to which a person belongs may have a strong influence on

his or her work behavior and attitudes. People may behave differently on the job based

somewhat on the behaviors and attitudes typical of many members of their generation.

According to Constance Patterson, every generation is influenced by the major

economic, political and social events of its era such as the Great Depression, the

womens movement and advances in information technology, Dubrin (2009).

Some employees, though highly motivated, simply do not have the abilities or

skills to perform well which play a major role in individual behavior and performance and

the presence or absence of various abilities and skills has an obvious relationship to job

performance.

Potential stressors in a workplace also affect employees job performance

and these include those in the physical environment such as inadequate lighting, heat

stress, temperature extremes and crowding. Stressors in the individual level include role

conflict, which is perhaps the most widely examined individual stressor. It is present


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whenever compliance by an individual to one set of expectations about the job is in

conflict with compliance to another set of expectations. Regardless of whether role

conflict results from organizational policies or from other persons, it can be a significant

stressor for some individuals. One of the stressors is work overload and it can be

quantitative, wherein there are too many things to do or insufficient time to complete a

job. It can also be qualitative, wherein individuals feel that they lack the ability needed to

complete their jobs or that performance standards have been set too high, Riskin

(2002).

The experience of work-related stress always produces some effects, or

consequences that are either individual or organizational in nature. Some effects are

positive, however, many are disruptive, counterproductive and even potentially

dangerous. Stress can also produce psychological consequence such as anxiety,

frustration, lowered self-esteem, aggression and depression. Some consequence may

be cognitive which would include poor concentration, inability to make sound decisions,

mental blocks and decreased attention spans. Other effects may be behavioral. Such

manifestations are accident proneness, impulsive behavior, alcohol and drug abuse,

and explosive temper loss are examples, Miller (2000).

Moderate level of stress focuses our attention and concentrate resources

where they are most needed. But when stress becomes distress, job performance falls,

memory becomes impaired, workplace accidents are more frequent, and decisions are

less effective. Overstressed employees also tend to have higher level of absenteeism.

One reason is that stress makes people susceptible to viral and bacterial infections. The

other reason is that absenteeism is a coping mechanism. At a basic level, we react to


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stress through fight or flight. Absenteeism is a form of flight-temporarily withdrawing

from the stressful situation so that we can reenergize, McShane and Von Glinow (2008).

As Riskin (2002) stated, work behavior varies from one profession to another, as some

are far more casual than others. People are usually more careful than outside of work in

how they behave around their colleagues, as many actions intended to be in jest can be

perceived as inappropriate or even harassment in the work environment. In some

cases, men may take considerably more care so as not to be perceived as

being sexually harassing than they would ordinarily.

Sonnentag (2005) pointed out that people engage in many different types of

behavior in organizational settings. There are five types of behavior discussed most

often in the organizational behavior literature, and these are: task performance,

organizational citizenship, counterproductive work behaviors, joining and staying with

the organization, and work attendance. Task performance behaviors transform raw

materials into goods and services or support and maintain technical activities.

Employees in most jobs have more than one performance dimension. Some of these

dimensions are more important than others, but only by considering all of them can one

fully evaluate an employees contribution to the organization. One of the defining

characteristics of engaged employees is that they perform beyond task performance

standards or expectations. They help others without selfish intent, are actively involved

in organizational activities, avoid necessary conflicts, perform tasks beyond normal role

requirements, and gracefully tolerate impositions. Counterproductive work behaviors, as

mentioned earlier, are voluntary behaviors that have the potential to directly or indirectly

harm the organization. Task performance, organizational citizenship, and the lack of
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counterproductive work behaviors are obviously important; but if qualified people dont

join and stay with the organization, none of these performance-related behaviors will

occur. Attracting and retaining talented people is particularly important as worries about

skills shortages heat up, Klein (2002). Furthermore, organizational behavior experts

have identified low job satisfaction as the main cause of turnover. Employees become

dissatisfied with their employee relationship which motivates them to search for and join

another organization with better conditions, Motowidlo (2000).

Meanwhile, behaviors of people are reasonably predicted by their attitudes.

Positive job attitudes help predict constructive behaviors. These are desired by

management because they tend to be connected with many of the positive outcomes

that managers want. On the other hand, negative job attitudes help predict undesirable

behaviors. They are both a symptom of underlying problems and a contributing cause of

forthcoming difficulties in an organization, Newstrom, (2007). Hence, employee

behaviors and attitudes are clearly important to organizations because it contributes to

organizational competitiveness and performance.

Organizations need highly performing individuals in order to meet their goals,

to deliver the products and services they specialized in, and finally to achieve

competitive advantage. Performance is also important for the individual. Accomplishing

tasks and performing at a high level can be a source of satisfaction, with feelings of

mastery and pride. Low performance and not achieving the goals might be experience

as dissatisfying or even as a personal failure. Moreover, performance if it is

recognized by others within the organization is often rewarded by financial and other

benefits. Performance is a major prerequisite for future career development and


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success in the labor market. Although there might be exceptions, high performers get

promoted more easily within an organization and generally have better career

opportunities than low performers, Motowidlo (2000).

When contemplating the factors that impact on performance, a number of

interrelated issues need to be considered. Robbins, Millett, Cacioppe and Waters-

Marsh, as adopted in the study of Marchant (2000), supported that individual

performance is moderated by the personality, values, attitudes and ability of the

individual which, in combination, affect their perceptions and motivation, and ultimately

influence individual performance. In addition to the factors listed above are the issues

related to the culture of the organization and its employees. They furthermore assert

that focusing on biographical characteristics such as age, marital status and seniority

does not provide accurate, reproducible evidence of links to improved performance and

job satisfaction. More importantly, they outline the importance of employees possessing

the requisite skills and abilities to perform their duties as providing an increased

likelihood of good performance and job satisfaction, Marchant (2000).

Because of technological innovations and changes in organizational

structures and processes, individual work requirements are quickly changing. As a

consequence, continuous learning and competence development become increasingly

important. Individuals need to be willing ad be able to engage in continuous learning

processes in order to accomplish their present and future tasks successfully, Sonnentag

(2002).

Chapter 3

RESEARCH METHODOLOGY


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This chapter presents the procedures and methods to be used in the data

gathering process for the study. This includes research design, research environment,

respondents of the study, data gathering procedure, research instrument and statistical

treatment of the data gathered.

Research Design

This study used the descriptive-correlational research method in coming up

with the data to answer the problem raised in Chapter 1 of this paper. Descriptive in the

sense that, this study looked into the work behavior of the supervisory and rank and file

employees, and their job performance. It is correlational, at the same time, because it

underwent testing of hypothesis to determine the relationship between the dependent

and independent variables.

Research Environment

The study was conducted in Agus 6 and 7 Hydroelectric Power Plant

Complex (HPPC), Fuentes, Maria Cristina, Iligan City, where both Agus 6 and Agus 7

power plants are located in the calendar year 2012.

Agus 6 and 7 Hydroelectric Power Plant Complex (HPPC) is one of the four

(4) hydroelectric power plants in Mindanao Generation. It has two plants namely Agus 6

Plant and Agus 7 Plant within its premises. Agus 6 Plant is operated by National Power

Corporation and was first commissioned in year 1953 and then in 1971. Of the six hydro

sites constructed along the Agus River, it was the first to be developed and completed

because the site was the most feasible, the simplest and most economical to construct.

It is also the nearest plant to expected power consumers. It has five (5) generating units


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with a 200 megawatt capacity and is supplied by a water flow of about 130 cubic meters

per second. On the other hand, Agus 7 Plant was commissioned in December 1972. It

has two units and is the last plant in the Agus cascade before the Agus River enters

Iligan Bay.

Highly trained personnel are strategically assigned in both plants especially

in the operation and maintenance departments. Both plants are supported by the Plant

Technical Services (PTS) and the Administration and Finance Services.

Agus 6 and 7 Hydroelectric Power Plant Complex is ISO 9001:2008 (Quality

management System), ISO 14001:2004 Environment Management System, and ISO

18001:2007 (Occupational Safety and Health) certified, which shows the dedication of

the corporation to quality service despite of the challenges in the energy industry. In

addition to this, the plant is also the home of one of the latest tourism attraction of Iligan

City, the NPC Natures Park, which was inaugurated last July 9, 2010 and was officially

open to the public on July 10, 2010. The NPC Natures Park Project is an eco-tourism

venture of National Power Corporation aimed at harnessing the tourism potential of

Maria Cristina Falls which has been, for a long time, a tourist attraction in Iligan City.

National Power Corporation is a government-owned and controlled

corporation and has been serving the nation in the energy industry for 75 years.


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Figure 2. Vicinity Map of Agus 6 and 7 HP

Agus 6 PAgus 7 P


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Respondents of the Study and Sampling Technique

The study employed the ninety-seven (97) employees in the supervisory and

rank and file level of NPC-Agus 6 and 7 Hydroelectric Power Plants as respondents.

These are employees with plantilla and non-plantilla items, in which the latter refers to

casual or contractual status.

No sampling technique was used because the whole population of employees

were taken as respondents.

Table 1DISTRIBUTION OF RESPONDENTS

DepartmentNo. Of Respondents

Supervisory Rank and File

1. Office of the Plant Manager

2. Plant Technical Services

3. Administration and Finance

4. Operation

5. Maintenance

0

0

3

5

6

1

8

13

35

26

14 83

TOTAL 97 respondents

Research Instruments Used

The instrument used in the data is a modified questionnaire which

incorporated the profile of the respondents, the Stress Diagnostic Test in relation to

work setting by Martires (1993) and work behavior components derived from the

Individual Assessment from the HR Department of Agus 6 and 7 HPPC.


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There were two (2) sets of questionnaires used - one for the supervisory

level, and another for the rank and file employees, since they differ in the components

of work behavior, as shown in Part II of the questionnaire.

For the employees job performance, data were taken from the record of HR

and Admin Division of Agus 6 and 7 HPP Complex.

Data Gathering Procedure

Data for this study were acquired by following the procedure: First, a letter of

recommendation to conduct study was secured from the Dean of the Graduate School

of Iligan Medical Center College. It was then given to and approved by the Plant

Manager of Agus 6 and 7 Hydroelectric Power Plant Complex who gave the researcher

permission to administer her questionnaire to the respondents. The researcher

distributed the questionnaires to the respondents, which were collected immediately

from the respondents upon completion. The data were scored and tabulated, and

subjected to statistical treatment. Data analysis was then made.

Statistical Tools Used

The statistical tools used in the analysis of the data gathered are the

following:

1. Descriptive Statistics. This includes statistical procedures that used to describe the

population being studied.

a. Frequency is used to determine the number of times an answer is being chosen

by the respondent.


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b. Percentage is used as another way of expressing a proportion. A percentage is

equal to the proportion times 100.

(n/N) x 100 = % , where n = sample, N = total population

Frequency and percentage were used to answer Statement 1 of the problem,

in the presentation of the demographic profile and Statement 4, in the presentation

of the distribution of job performance rating.

c. Average Weighted Mean is used to answer Statements 2 and 3 in determining

the rating of the respondents in their work behaviour, by giving different weights

to the individual values.

2. Correlation analysis measures the strength of the relationship between two

random variables by means of a single number called a correlation coefficient.

a. Pearson Correlation Coefficient measures the strength of the linear

relationship between two variables X and Y. The estimated sample correlation

coefficient, denoted by r, is given by

This was used to determine relationship between work behavior of the

respondents and job performance in Statement 7 of the problem.

=

= == =

= = =

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i

n

i

ii

n

i

n

i

ii

n

i

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i

n

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r

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2

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1 1 1
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b. Spearman Rank Correlation Coefficient is a measure of association which

requires that both variables be measured in at least an ordinal scale so that the

objects or individuals under study may be ranked in two ordered series.

This was used in answering Statements 5 and 6, in determining relationship

between profile and work behavior, and between profile and job performance.

Correlation Analysis was used to determine the relationship between the

demographic profile and work behavior and job performance.

=

22yx

xyr


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Chapter 4

PRESENTATION, ANALYSIS AND INTERPRETATION OF DATA

This chapter presents and discusses the findings of this study relative to the

work behavior and job performance of Agus 6 and 7 HPP Complex, Fuentes, Iligan City.

Data are in tabular presentations. Part I discusses on the work behavior of respondents;

Part II on the job performance; Part III on respondents profile; and Part IV on the results

of the correlation analysis.

PART I. WORK BEHAVIOR OF THE RESPONDENTS

A. Supervisors

This portion discusses the work behavior of the respondents in the

supervisory level of Agus 6 and 7 Hydroelectric Power Plant Complex.

Table 2 shows the ten (10) work behavior components of the supervisors. In

terms of teamwork skills and ethical awareness/integrity, the respondents are Very

Satisfactory with a weighted mean of 4.54 and 4.51 respectively, which means that

they are very good in working together with coordination and cooperation as a team,

and in working with integrity and good ethics.

However, in terms of planning and organization, communication skills,

performance management skills, professional development skills, problem

solving/decision making skills, human relation skills, technical functional expertise, and

attendance and availability, the respondents are Satisfactory, which implies that the

respondents are good in these behavioral aspects.


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With only two (2) very satisfactory behavior components out of ten, data

show that overall work behavior is Satisfactory, with an overall weighted mean of 4.38,

and hence interpreted to be good.

Table 2Weighted Mean Distribution of the Work Behavior of Supervisors

B. Rank and File

Table 3 shows the work behavior of the rank and file employees. In terms of

attendance and availability, safety/health awareness, and adherence to corporate

values and ethical standards, the respondents rated themselves as very satisfactory

with a weighted mean of 4.51, 4.64 and 4.63 respectively. This means that they have

very good behavior in terms of being present at work and in plant activities, in the

knowledge and in observing safety and healthy protocols in the workplace, and in

practicing work ethics and values of the organization.

Work Behavior Weighted Mean Description Interpretation

1. Planning and Organization 4.31 Satisfactory Good

2. Team Work Skills 4.54 Very Satisfactory Very Good

3. Communication Skills 4.34 Satisfactory Good

4. Performance Mgt. Skills 4.36 Satisfactory Good

5. Professional Development Skills 4.29 Satisfactory Good

6. Technical Functional Expertise 4.17 Satisfactory Good

7. Ethical Awareness / Integrity 4.51 Very Satisfactory Very Good

8. Problem Solving Skills 4.39 Satisfactory Good

9. Attendance and Availability 4.47 Satisfactory Good

10. Human Relation Skills 4.40 Satisfactory Good

OVERALL Weighted Mean 4.38 SATISFACTORY GOOD


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In terms of customer service, communication skills, self-awareness, stress

tolerance, flexibility, professional development, and teamwork however, the

respondents are Satisfactory, hence the respondents have a good work behavior in

terms of these areas. With only three (3) very satisfactory behavior components out of

ten, data show that overall work behavior of the rank and file employees is

Satisfactory.

Table 3Weighted Mean Distribution of the Work Behaviorof the Rank and File Employees

Work BehaviorWeighted

MeanDescriptive

MeaningInterpretation

1. Customer Service 4.36 Satisfactory Good

2. Attendance and Availability 4.51 Very Satisfactory Very Good

3. Communication Skills 4.16 Satisfactory Good

4. Self-Awareness 4.25 Satisfactory Good

5. Stress Tolerance 4.32 Satisfactory Good

6. Team Work 4.46 Satisfactory Good

7. Safety/Health Awareness 4.64 Very Satisfactory Very Good

8. Flexibility 4.33 Satisfactory Good

9.Adherence to CorporateValues and Ethical Standards

4.63 Very Satisfactory Very Good

10. Professional Development 4.19 Satisfactory Good

OVERALL Weighted Mean 4.39 SATISFACTORY GOOD


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PART II. JOB PERFORMANCE OF RESPONDENTS

This section shows the job performance of supervisors and rank and file

employees, which consists of performance management and professional

responsibilities. Job performance ratings were based on the most recent performance

management assessment or PMA conducted in Agus 6 and 7 HPPC which was

conducted on the second semester of calendar year 2011.

Supervisors

In Table 4, data show the frequency and percentage distribution of the

supervisors in their job performance. In terms of performance management, the highest

distribution which is fifty percent (50%) is Low Very Satisfactory; while in terms of

Professional Responsibilities, highest distribution, which is 85.71%, is High Very

Satisfactory.

In both components, supervisors are still remarkable for performing very

satisfactorily as deemed required and necessary in their respective departments. As

depicted in the job performance column, highest frequency distribution or 10 (71.40%)

of the supervisors is High Very Satisfactory which connotes a very good overall job

performance of the supervisors.


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Table 4Frequency and Percentage Distribution of Job Performance of Supervisors

Ratings/Assessment

Performance ManagementAssessment (70%)

ProfessionalResponsibilities (30%)

JOB PERFORMANCE

Frequency

PercentageFrequenc

yPercentage Frequency Percentage

60 67 Poor 0 0.00% 0 0% 0 0%

68 74 Unsatisfactory 0 0.00% 0 0% 0 0%

75 83 Satisfactory 2 14.29% 0 0% 0 0%

84 89 Low VerySatisfactory

7 50.00% 0 0% 3 21.40%

90 94High Very

Satisfactory4 28.57% 12 85.71% 10 71.40%

95100 Outstanding 1 7.14% 2 14.29% 1 7.10%

TOTAL 14 100% 14 100% 14 100%

B. Rank and File

Table 5 presents the job performance of the rank and file employees. More

than half or 50 of them (60.24%) are rated Low Very Satisfactory in terms of

Performance Management, while majority or 79 (95.18%) are rated High Very

Satisfactory. The highest frequency distribution of rank and file employees of both

components exhibit very satisfactory performance which indicates very good. As

depicted also in the table, highest frequency distribution or 41 (49.40%) for the job

performance of supervisors is High Very Satisfactory.


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Table 5Frequency and Percentage Distribution of Job Performance of Rank and File

Ratings/Assessment

Performance ManagementAssessment (70%)

ProfessionalResponsibilities (30%)

JOB PERFORMANCE

Frequency

PercentageFrequenc

yPercentage Frequency Percentage

60 67 Poor 0 0% 0 0% 0 0%

68 74 Unsatisfactory 0 0% 0 0% 0 0%

75 83 Satisfactory 6 7.23% 0 0% 0 0%

84 89Low Very

Satisfactory50 60.24% 0 0% 39 47%

90 94High Very

Satisfactory24 28.92% 79 95.18% 41 49.40%

95100 Outstanding 3 3.61% 4 4.82% 3 3.60%

TOTAL 14 83 100% 83 83 100%

PART III. PROFILE OF THE RESPONDENTS

This section discusses the intervening variable of this study which is the

profile of the respondents. Profile consists of age, appointment status, length of service,

monthly salary, and stress level.

Age. The frequency and percentage distribution of the respondents according

to their age is presented in Table 6. Table shows that majority of the supervisors or

57.15%, is at the age interval 56 and above. The same age interval also has the

highest percentage among the rank and file employees with 36.14%. Data implied that


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majority of the workforce of Agus 6 and 7 HPP Complex is in their senior years, and are

already nearing the retirement age. This shows that the plant has been operating for

many years already and its employees have stayed until present because they are very

well compensated for their work, are enjoying the benefits, and because of the pride

they have for working in National Power Corporation.

The lowest percentage among the supervisors is the age intervals 41-45

and 46-50 with 7.14%; among the rank and file, the age interval 35 and below has

the lowest percentage distribution of 6.03%. This is most probably due to the

replacement due to retirement of some employees, the adequate work experience and

seniority in the company for supervisors, and the limited plantilla and non-plantilla items

available for new applicants, which hinders many younger people to work in the

company.

Table 6Frequency and Percentage Distribution of the Respondents According to Age

AGE(in years)

SupervisorsFrequency Percentage

Rank and FileFrequency Percentage

35 and below 0 0.00% 5 6.03%

36-40 0 0.00% 7 8.43%

41-45 1 7.14% 7 8.43%

46-50 1 7.14% 16 19.28%

51-55 4 28.57% 18 21.69%

56-above 8 57.15% 30 36.14%

Total 14 100.00% 83 100.00%

Appointment Status. There are three types of appointment status Agus 6


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and 7 HPPC. These are Permanent, Casual and Contractual or sometimes referred to

as Job Order. Table 7 shows the distribution of respondents according to their

appointment status.

It shows that majority of the Agus 6 and 7 HPP Complex employees have

permanent status. All the respondents in the supervisory level (100%) are permanent as

required by the organization, and 72 out of 83 or 86.75% of the rank and file employees

have this appointment status. Meanwhile, 6 out of the 83 rank and file respondents

(7.23%) are Casual employees, and the lowest percentage of 6.02% are Contractual in

status.

Employees in the supervisory level should have a permanent status due to

their responsibility and accountability in their work, as well as most rank and file level

positions especially in the operation and maintenance divisions. To increase savings in

manpower costs is most probably the reason why the company appointed a small

percentage of employees with casual and contractual status.

Table 7Frequency and Percentage Distribution of the Respondents

According to their Appointment Status

APPOINTMENTSTATUS

SupervisoryFrequency Percentage


Permanent 14 100.00% 72 86.75%

Casual 0 0.00% 6 7.23%

Contractual 0 0.00% 5 6.02%

Total 14 100.00% 83 100.00%

Length of Service. The frequency and percentage distribution for length of


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service of respondents are shown in Table 8.

Majority of the supervisors, with a frequency of 8 out of 14 (57.14%), has

been serving in the corporation for 31 and above years while the lowest frequency is in

the 21-25 interval. On the other hand, the highest percentage or 38.55% of the rank

and file employees has also been serving for 31 and above years, followed by 21-25

with 27.71%, and the lowest at 11-15 years with only 3.61%.

The highest percentage shows that most employees stayed long in the

corporation most probably because of job stability and security of tenure. The lowest

percentage may be attributed to decrease in hiring during a certain period of time in the

past years due to changes in the management. Hence, some of the employees were

just in the company for less than 20 years.


According to their Length of Service

LENGTH OF SERVICE

(in years)

Supervisory

Frequency Percentage

Rank and File

Frequency PercentageBelow 10 0 0.00% 10 12.05%

11-15 0 0.00% 3 3.61%

16-20 0 0.00% 6 7.23%

21-25 2 14.29% 23 27.71%

26-30 4 28.57% 9 10.84%

31 and above 8 57.14% 32 38.55%

Total 14 100.00% 83 100.00%

Monthly Salary. Table 9 shows the frequency and percentage distribution of

the respondents according to their monthly salary. The table shows that the highest

percentage or 78.57% of the supervisors are earning a monthly salary of P 45,001-


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above, while 21.43% are earning P 35,001-45,000 monthly. This obviously shows that

supervisors are earning big monthly salaries being in this job level.

On the other hand, the highest percentage or 30.12% of the rank and file

respondents are earning P25,000-35,000 with the lowest at 15,000 and below with

20.48%. This percentage simply indicates their salary grade according to their job

position in the company.


According to their Monthly Salary

MONTHLY SALARY(in Pesos)

SupervisoryFrequency Percentage


15,000 and below 0 0.00% 17 20.48%

15,001-25,000 0 0.00% 22 26.51%

25,001-35,000 0 0.00% 25 30.12%

35,001-45,000 3 21.43% 19 22.90%

45,001 and above 11 78.57% 0 0.00%

Total 14 100.00% 83 100.00%

Stress Level. This profile dealt with the stress respondents are experiencing

in their workplace due to workloads, pressure coming from the expectations of the

management, relationships with co-employees and their superiors, and other factors

surrounding their work environment. There are six level of stress according to Martires

(1993) with Very High as the most stressed, and Very Low as the least stressed. The

frequency and percentage distribution of the respondents to the stress levels is

presented in Table 10.


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Among the supervisors, the highest percentage which is 57.14%, is in the

Fair stress level; the lowest or 14.29%, is in the Moderate level, which is more

stressful than Fair. Among the rank and file, the highest percentage of 48.19% is also

in the Fair stress level, followed by Low with 45.78% and the lowest at Moderate

with 6.03%. The highest frequency distribution of both supervisors and rank and file

employees is in the Fair stress level.

The results most probably indicates that the pressure both supervisors and

rank and file employees experience due to their work load and other factors in their

work environment is tolerable enough for them. The good and harmonious relationship

among the employees could also account for maintaining only a fair stress level among

them, despite heavy workloads, hectic schedule and other stress factors in their work

environment.


According to their Stress Level

STRESS LEVELSupervisory

Frequency PercentageRank and File

Frequency Percentage

Very High 0 0.00% 0 0.00%

High 0 0.00% 0 0.00%

Moderate 2 14.29% 5 6.03%Fair 8 57.14% 40 48.19%

Low 4 28.57% 38 45.78%

Very Low 0 0.00% 0 0.00%

TOTAL 14 100.00% 83 100.00%

PART IV. RESULTS OF THE CORRELATION ANALYSIS

This section deals with the hypotheses of the study which are concerned with


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establishing relationship between the following variables: 1) profile and work behavior of

supervisors and rank and file; 2) profile and job performance of supervisors and rank

and file; and 3) work behavior and job performance of supervisors and rank and file.

A. Relationship between Profile and Work Behavior of Respondents

1. Supervisors

This section discusses on the findings of the study that deals with the

relationship of profile and work behavior of the supervisors, whether how they conduct

themselves in the work place is affected by their profile in terms of their age,

appointment status, length of service, monthly salary and s

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