The Bedan Journal of Psychology 2011 Vol 2

Psychological Research 2010
THESIS COMPILATION OF THE BEDAN PSYCHOLOGICAL SOCIETY

Volume 2 Academic Year 2010-2011
Pain Experience of College Students
Athlete’s Perception of Coaches’ Different Leadership Styles
The Relationship Between Caregivers, their Caregiving Skills and the Development
of Manipulative Behaviors in Infants
The Effects of Ergogenic Music on Mood and Weight Loss Behavior
Factors Affecting Customer Service Representative’s Retention and Separation from

the Call Center Industry in Relation to Herzberg’s Two Factor Theory
Optimism and Happiness among Elderly Residents of Muntalapar Area
Sales Employees’ Perception of their Supervisor’s Leadership Style
Created Annually by
San Beda College – Alabang
Bedan Psychological Society
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FOREWORD
This compilation of psychological researches is in fulfillment of the

requirements for the course Research Report 2 for the Bachelor of Arts in
Psychology of the San Beda College Alabang. The articles for this publication
are in the form of a journal type research.
The issue includes the work of seven undergraduates of the Bachelor
of Arts in Psychology for the School Year 2010 – 11. It reflects the varied
interests and focus of the students.
Beginning with John Maverick D. Rabelas’ study of the pain
experiences of college students, the compilation moves on tothe athlete’s
perception of coaches’ different leadership styles as studied by Vince Reyes.
The research by Gabriel D. Roa was on the relationship between caregivers,
their caregiving skills, and the development of manipulative behaviors of
infants. Dave James Patrick Sbaiz focused on the effects of ergogenic music
on mood and weight loss behavior. Another study on the factors affecting
customer service representatives’ retention and separation from the call
center industry in relation to Herzberg’s Two Factory Theory was by Julia
Angela Soriano. Michael Yam examined the optimism and happiness among
elderly residents of the Muntalapar Area. The issue closes with Angelica
Yutuc’s research on sales employees’ perception of their supervisor’s
leadership styles.
The following researches follow the standard format for scientific
journals. It includes the Title, Abstract, Introduction, Methodology, Results
and Discussion, and a Conclusion with Recommendations if applicable. The
format prescribed by the American Psychological Association was followed
for the citation of references.
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Table of Contents
PAIN EXPERIENCE OF COLLEGE STUDENTSJOHN MAVERICK RABELAS 3
ATHLETE’S PERCEPTION OF COACHES’ DIFFERENT LEADERSHIP

STYLESVINCE REYES 13
THE RELATIONSHIP BETWEEN CAREGIVERS, THEIR CAREGIVING SKILLS

AND THE DEVELOPMENT OF MANIPULATIVE BEHAVIORS IN INFANTS
GABRIEL ROA 22
THE EFFECTS OF ERGOGENIC MUSIC ON MOOD AND WEIGHT LOSS

BEHAVIORDAVE JAMES PATRICK SBAÏZ 49
FACTORS AFFECTING CUSTOMER SERVICE REPRESENTATIVES’ RETENTION

AND SEPARATION FROM THE CALL CENTER INDUSTRY IN RELATION TO
HERZBERG’S TWO FACTOR THEORYJULIA ANGELA SORIANO 62
OPTIMISM AND HAPPINESS AMONG ELDERLY RESIDENTS OF MUNTALAPAR

AREAMICHAEL YAM 79
SALES EMPLOYEES’ PERCEPTION OF THEIR SUPERVISOR’S LEADERSHIP

STYLEANNA ANGELICA YUTUC 87
Sales Employees’ Perception of their Supervisor’s
Leadership Style
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Pain Experience of College Students

John Maverick D. Rabelas
San Beda College Alabang, Psychology Department
October 2010
Abstract
This study aimed to describe the experiences of pain felt by college students. For
this study, the researcher chose to study 51 purposively selected students from the
College of Arts and Sciences of San Beda College Alabang according to their
state of pain, regardless of its acute or chronic state. The participants were given
the West Haven – Yale Multidimensional Pain Inventory, and their answers
assessed and listed down under several frequency distribution tables to form an
overall profile regarding the distribution of students suffering from acute and
chronic pain, its causes, the duration of their state of pain and its perceived
severity. The study revealed that overall, college students of SBCA suffered
moderate levels of chronic pain, caused by many different causes, whether
physical, psychological or emotional, for periods of time surpassing 2 weeks, and
with moderate levels of severity.
Pain has been a feeling that humans have had to combat ever since the earliest days, and
even today, most people are disabled or otherwise hampered by its negative effects. While
people might experience pain from several different sources, most pain experiences usually fall
into two types: Acute pain, where pain lasts for a short while with intense levels of pain, and
chronic pain, where pain lasts for an extended period of time with periods of moderate pain
levels and periods with low pain levels.
Regardless of the type of pain that affects people, pain plays a major role in hampering
the lives of people everywhere. According to the study of Carr & Goudas in 1999 on acute pain,
even short periods of acute pain can cause lasting negative effects in people, especially when it
comes to causing lasting chronic pain after the period of acute pain, psychological distress and
neuronal remodeling and oversensitization. This shows that acute pain is an important issue that
is often ignored due to prevailing attitudes to pain.
Chronic pain, meanwhile, is a silent problem that affects a large amount of the
population, and as the study of Baliki, et.al in 2008 showed, affects people not just physically,
but also harms the person’s overall state, due to disturbances to people’s sleep, causing
depression and anxiety in people, and affects cortical areas such as behavioral tendencies and
overall brain function. Therefore, chronic pain is a very dangerous problem that causes lasting
negative effects in people.
To summate, this study aimed to provide a description of how many of the respondents
are suffering from acute and chronic pain, the duration of their pain and its severity, as tested
from fifty-one students of the SBCA-CAS. This study was explored such that students and other
people could find out how and why people suffer from pain, and how it typically manifests.
Review of Literature
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Several studies about pain have been done before, and these are the main focus of this
study.
A majority of people suffer through some form of chronic pain, usually of a moderate
nature, as illustrated in the study of Breivik, et. al in 2006, where in exploring the prevalence and
severity of chronic pain across Europe, they discovered that chronic pain problems are more
widespread than initially thought, with their results showing that out of their 4839 respondents,
66% reported suffering from moderate levels of chronic pain, with 34% of respondents reporting
suffering from severe levels of chronic pain, with 54% reporting intermittent pain attacks and
46% reporting constant pain attacks. The effects on their overall activities were highly affected,
with 21% of the respondents slipping into depression and affecting their social relations, and
61% reporting a negative effect on working ability and effectiveness, illustrating that overall,
chronic pain causes negative effects on people’s social and working lives. Furthermore, other
studies made around the world show that chronic pain affects large sections of the population,
such as the 2009 study of Sow Nam Yeo and KwangHuiTay in Singapore, where they found that
out of their 4141 respondents, 8.7% of them reported moderate to severe levels of chronic pain,
illustrating further that chronic pain truly is an issue that affects a large amount of people.
Furthermore, the study of Elliot, et.al in 1999 about chronic pain in Britain found that out of their
3605 respondents, 50.4% of them, or 1817 respondents self-reported feelings of chronic pain,
which was extrapolated to an equivalency of 46.5% of the general population, and that pain
levels were spread evenly between low, moderate and high levels.
In closing, the available literature shows that more people across the world suffer from
chronic pain than previously thought, and that this has a noticeably negative effect everywhere. It
also shows that people are also generally disabled by their pain, and that performance in their
work and social lives are hampered and ultimately affected.
Method
Research Design
The researcher used descriptive research methods to compile and analyze the data, as the
researcher believes quantitative data on such an abstract concept as pain would be hard to verify,
and to also form a profile of the respondents’ pain experiences in order to describe the type and
kind of pain they experience, and its perceived severity.
Participants
For this study, there were 51 participants who are students of the College of Arts and
Sciences of San Beda College – Alabang. The participants range in age from 16-22 years old and
were selected regardless of gender, course affiliation and year level. The participants were
selected using the purposive sampling method, where participants are selected in accordance to 4
criteria set by the researcher, these being:
A. Feelings of pain in the last 2 weeks, having been confirmed earlier by respondent-
reported visits to medical professionals,
B. Being of 1 month’s duration,
C. Of which 2 weeks covered the testing period,
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D. This could be occurring during the test, or recuperating during the 2 week testing
period.
Materials
For this study, the main material used is the West Haven-Yale Multidimensional Pain
Inventory (heretofore referred to as WHYMPI), a psychological inventory constructed by Kerns,
Turk and Rudy in 1985 that aims to assess pain’s impact on a person, other’s responses to their
expressions of pain and their physical activity, which possesses a reliability range of 0.70 to
0.90, which indicates a high reliability of test results, and a validity range of 0.62 to 0.91, which
indicates a substantial stability of test results.
Procedures
The researcher conducted the study by selecting 51 students of the CAS who were in
states of chronic pain to serve as the respondents for this study. After gaining their consent to
become participants of the study, the researcher administered the WH-YMPI to the respondents.
Statistical Treatment
The main statistical tool used in this study was a frequency distribution table, which is
used in tabulating frequencies of certain occurrences in a sample of respondents. This tool is
mainly used to list down the proportion of respondents who identify with the occurrences used in
this study, which are: The stressor that caused the respondents pain, the type of pain they
experience, its duration and its severity, as perceived by the respondents.
Results/Discussion
The overall results of this study showed that most of the respondents suffered from
moderate levels of pain, mostly of a chronic nature, although there are also some respondents
who reported acute pain levels, due to a myriad of causes, which may be physical, psychological,
or emotional in nature and that these feelings of pain possessed high duration and moderate
severity levels. Most of the respondents felt pain from physical causes, although there were also
some who experienced it via psychological and emotional causes. A vast majority of the
respondents experienced chronic pain, with some experiencing acute pain due to recently
suffered injuries. The respondents overall suffered from pain for varying periods, with most
suffering pain for a period of 1-2 weeks, and with some experiencing moderate pain levels, and
perceiving moderate severity levels.
Figure 1 – Respondents’ Identification of Pain Causes

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The above graph illustrates the distribution of the causes of the pain the respondents
experienced, classified into three types: physical pain, which 30 of the 51 respondents
experienced, emotional pain, which 11 of the 51 respondents experienced, and psychological
pain, which 10 of the 51 respondents experienced. Most of the respondents reported causes of
physical pain such as physical injury, including toothaches, headaches, body pains and various
local injuries. Some of the respondents reporting emotional causes cited depression and
melancholy, heartbreak, grief, and anger as causes, while some of the respondents who cited
psychological causes listed stress, mainly brought by the lifestyle in college, and pressures
brought upon by the workload.
Figure 2 – Respondents’ Identification of Pain Types
The above graph illustrates the distribution of the types of the pain the respondents
experienced, classified into two types: Acute pain, which 9 of the 51 respondents experienced,
and Chronic pain, which 42 of the 51 respondents experienced. Most of the respondents stated
that their pain had been with them for extended periods of time, and that it had been nagging at
them. Some of the respondents, however, reported intense feelings of pain over a short period of
time, which disappear quite quickly.
Figure 3 – Respondents’ Identification of Pain Duration
The above graph illustrates the distribution of the length of time the respondents reported
experiencing pain, sub-divided into 4 time periods: Less than 1 week, which 4 of the 51
respondents (7.84%) experienced, 1 to 2 weeks, which 17 of the 51 respondents (33%)
experienced, 2 to 3 weeks, which 14 of the 51 respondents (27.45%) experienced, and more than
3 weeks, which 15 of the 51 respondents (29.41%) experienced. Most of the respondents stated
that the period and extent that they experienced pain was commensurate to the type and intensity
of the pain that they felt, although some of the respondents also stated that sometimes, the pain
they experienced would die down quickly despite its intensity, and some further stated that their
pain just would not go away despite its being mild.
Figure 4 – Respondents’ Identification of Pain Levels
The above graph illustrates the distribution of the level of pain the respondents reported
experiencing, sub-divided into 4 levels: Negligible pain levels, which 5 of the 51 respondents
experienced, Low pain levels, which 16 of the 51 respondents experienced, moderate pain levels,
which 21 of the 51 respondents experienced, and extreme pain levels, which 9 of the 51
respondents experienced. Most of the respondents stated that the intensity of their pain would be
commensurate to the cause of the pain, with some of the respondents identifying moderate pain
levels being caused by physical injuries, those registering low to negligible pain levels having
been caused by psychological factors, and those registering high pain levels being caused by
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either intense emotional disturbances or acute physical injuries, compounded by slow recovery
times. This data was gathered from the 1st question of the 1st subtest of the WH-YMPI.
Figure 5 – Respondents’ Perception of Pain Severity
The above graph illustrates the distribution of the severity of pain the respondents
perceived, sub-divided into 4 levels: Negligible severity levels, which 12 of the 51 respondents
reported, Low severity levels, which 11 of the 51 respondents reported, moderate severity levels,
which 19 of the 51 respondents reported, and extreme severity levels, which 9 of the 51
respondents reported. Most of the respondents perceived that despite the intensity of their pain, it
was only of moderate severity, while some of the respondents preferred to downplay the severity
of the pain they experience, downplaying it or treating it negligibly. Some of the respondents,
though, treated their pain with high perceptions of severity, mostly those who experienced high
levels of acute pain. This data was gathered from the 7th question of the 1st subtest of the WH-
YMPI.
The results of the study indicate five main points about the experiences of college
students regarding their pain:
1. Respondents experienced multiple causes of their pain, including physical
injuries, psychological stresses and emotional disturbances, with most of the respondents
reporting physical causes of their pain.
2. Most of the respondents reported experiencing chronic pain, with some of the
respondents experiencing acute pain due to freshly suffered injuries or recent emotional
disturbances.
3. Respondents experienced pain for various time periods, with some experiencing
pain for a period of 1-2 weeks, some for less than 7 days, and some experiencing pain for more
than 2 weeks.
4. A large portion of the respondents experienced moderate pain levels, with some
experiencing high pain levels due to either freshly suffered injuries or intense emotional
disturbances, compounded by slow recovery times.
5. Most of the respondents perceived their pain to be of moderate severity, with
some preferring to downplay the severity of their pain regardless of the intensity of the pain they
experienced.
Some of the statements the respondents made during the testing process seem to support
these general profile statements, which further support both the aptness of these profile
statements and certain studies made about this topic.
R.D, 19, identified his pain as severe and intense when he was tested on August 24, 2010.
He stated that he “hurts very much” since August 20, 2010, when he tripped and twisted his
ankle playing basketball, and that it was hampering his daily activities. His experiences showed
that acute pain caused extreme distress during the period when it crests in intensity, a statement
supported by the study of Carr and Goudas in 1999, where acute pain affects sufferers intensely
during the period immediately after its infliction.
Meanwhile, S.J, 17, was tested on August 23, 2010, and cited that she had been
experiencing stress adjusting to life in college. She had reported a low level of chronic pain,
which had manifested itself as a mild headache that she experienced nightly since July 22, 2010,
and although she had noted that it hurt very much, she downplayed its severity, as she felt it was
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more of a hindrance to her activities, although she had mentioned that previously, she would
have “took a break” had she been hurting. Her experiences support the study of Bariki, et.al in
2008, as chronic pain does cause behavioral-cognitive changes in people, disrupting their normal
behavioral processes.
Finally, C.O, 19, had been tested on September 1, 2010. He had stated that he suffered
from an impacted tooth for 3 weeks prior to his being tested, and that he had the tooth pulled 2
days prior, and had been experiencing intense pain both before the procedure, and afterwards,
including testing, and that he, however, perceived that the pain he felt was negligible, as he said
that “Why should I curl up and cry?”. His experienced further support Bariki, et.al’s study,
where pain changes behavioral processes, sometimes for the worse, as with S.J’s case, or for the
better, as with C.O.
Overall, the general responses of the respondents support the study of Breivik, et.al in
2006, where most of the respondents experienced low to moderate levels of chronic pain, with
varying levels of severity and duration, and the study of Carr and Goudas in 1999, where acute
pain affects a small section of the population intensely, disrupting their activities hugely. Finally,
a general profile can be made about the pain experiences of college students, wherein it can be
said that college students:
A. Experience various causes of pain, but that most causes of their pain are physical;
B. Most college students experience chronic pain, but some may experience acute
pain as well;
C. Pain experiences tend to vary in length, mostly commensurate to the type and
cause of the pain;
D. Most college students generally experience moderate levels of pain, although
some also experience extreme levels of pain; and
E. College students tend to downplay the severity of the pain they experience,
tending to perceive mostly moderate severity of their pain.
Conclusion and Recommendation

Based on the results of the study, the researcher can conclude the following general
statements about the pain experiences of college students: First, their pain comes from multiple
causes, be it physical, emotional and psychological, second, most pain experiences are chronic in
nature, although there are also some acute experiences, third, that there are variances in duration,
fourth, that most pain levels are moderate, and lastly, that most college students downplay the
severity of their pain experiences. For future studies that wish to touch upon this topic,
recommendations include a more in-depth survey on the causes of pain, the effect of their pain
on their social and working lives, and its effect on their perception of life quality and enjoyment.
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References
Bariki, M.N.,Geha, P.Y., Apkarian, A.V., and Chialvo, D.R (2008). Beyond Feeling:
ChronicPain Hurts the Brain, Disrupting the Default-Mode Network DynamicsThe
Journal of Neuroscience, February 6, 2008, 28(6):1398-1403;
doi:10.1523/JNEUROSCI.4123-07.2008
Breivik, H., Collett, B., Ventafridda, V., Cohen, R. and Gallacher, D. (2006). Survey of chronic
pain in Europe: Prevalence, impact on daily life, and treatment. European Journal of
Pain, Volume 10, Issue 4, pp.287-333, May 2006
Carr, D. and Goudas, L. (1999). Acute pain.The Lancet, Volume 353, Issue 9169, Pages 2051-
2058
Elliot, A., Smith, B., Penny, K., Cairns-Smith, W., Alastair Chambers, W. (1999).The
epidemiology of chronic pain in the community.The Lancet, Volume 354, Issue 9186,
Pages 1248-1252
Kerns, R.D., Turk, D.C and Rudy, T.E (1985).West Haven-Yale Multidimensional Pain
Inventory. Pain, Vol. 23, Issue 4, 345-356
Koleck, M., Mazaux, J-M.,Rascle, N., and Bruchon-Schweitzer, M. (2006). Psycho-social
factors and coping strategies as predictors of chronic evolution and quality of life in
patients with low back pain: A prospective study. European Journal of Pain, Vol.10,
Issue 1. January 2006
Sow Nam Yeo and KwangHuiTay (2009). Pain Prevalence in Singapore. Annals Academy of
Medicine, Vol.38, No. 11, November 2009.
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Athlete’s Perception of Coaches’ different Leadership Styles
Vince Reyes
October 2010
Abstract
This study deals with different leadership style of coaches in athletic
performance, to compare leadership style of coaches in athletic performance.
The researcher used the MLQ (Multifactor Leadership Questionnaire) (Avolio,
1995 and Bass, 2004) to measure leadership. The set of participants in this study
was the NCAA south Coaches n=9 and varsity players n=96 who has a six
months experience. The findings on athletes perception on coaches’ leadership
style, the majority of athletes score is high towards their coaches and some are
moderate.
Athletic performance is affected by many factors and the effect of any these specific
factors can lead to the success or failure of an athlete in a competition. Leaders are the ones who
motivate and encourage their teams and it’s the leaders’ responsibilities to improve the team’s
athletic performance.
Leadership is influencing people to get things done to a standard and quality above their
norm. Many coaches derive their techniques and strategies, even their leadership styles and
personalities, from models from their past, coaches they have known or observed.
Leadership is much more then entitlement, it is an ongoing responsibility to the athletes
we serve to present ourselves as leaders in sport. An additional responsibility of coaches would
be to develop leadership in the athletes they coach.
Effective leadership comes from a variety of sources. Some people receive degrees which
recognize them as trained professionals in the field while others have acquired a high level of
confidence in their ability to work with and transform the lives of those they serve. Sensible
leadership depends upon a variety of factors such as flexible behavior; an ability to identify
specific behaviors needed at a particular time, and the ability to incorporate such behaviors at the
appropriate time
Sport psychology talks about the person’s behavior in sports, the relation between
psychological factors and optimal performance, the different kinds of leadership and to
understand psychological or mental factors that affect athletic performance (Carr, 2006) . The
most important skill that athletes are taught are goal setting, relaxation, visualization, self talk,
awareness and control, concentration, confidence, using rituals and periodization. A leader in
sports psychology is defined as someone who not only sets an example for others, but more
importantly influences their field in a way which greatly advances the study and practice of that
discipline.
Transformational leaders have associates who view them in an idealized way, and as
such, these leaders wield much power and influence over their followers. They develop strong
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feelings about such leaders, in whom they invest much trust and confidence. Transactional
leaders work toward recognizing the roles and tasks required for associates to reach desired
outcome. Passive / avoidant leadership is typical for managers who do not react systematically to
situations and problems which arise. Outcomes of leadership are both transformational and
transactional leadership is closely related to individual, group and organizational success.
Leadership efficiency is evaluated by the MLQ based on perceptions of followers, who
should see their leaders as being good motivators, as having efficient interaction skills with
different organizational levels and as generating satisfaction with work methods.
The use of this study is for coaches to know more about leadership style in athletic
performance, to know how athletes perceive coaches leadership style, identifying what
leadership style to use, whether they’ll change their leadership style and proceed to a new
leadership style and to know how effectively they can apply it, thus it can benefit coaches in
present and future events. Improving their leadership approaches and style, and giving more
effective leadership in athletic performance.
The aim of the study is to explore the different leadership styles of coaches, to know how
athlete’s perceive leadership style of coaches and understand these styles based on the athletes’
performance. To find out athletes perception on coaches leadership style, what leadership style is
the most effective base on the result of the finals standing of NCAA south 2009 11 th season. The
significance of this study is for coaches to know more about leadership style and athletes
perception towards them, whether what to use when managing athletic performance and to know
more about athletes perception on leadership style.
Conceptual Framework
Figure 1
Perception of Leadership style

Athlete
The figure shows the perception of athletes on coaches’ different leadership style,
athletes’ perception through their coaches build coach athletes relation that athletes tends to gain
trust comfort and dependency on their coaches that improves athlete performance according to
Mageau and Vallerand (2003).
Most recent studies study the relation of coaches and athlete as Mageau and Vallerand
(2003). They found out that high expectancy athletes perceived that their coach held higher
expectations, a greater work and rule orientation, and provided less negative feedback to them
compared to their low expectancy counterparts.
In a study conducted by Donohue et. Al. (2007), his findings appeared to have clinical
utility, as sport psychologists can administer all scales to athlete in determining specific
relationships that may be problematic to their performance in sport, or selectively choose scales
to assess specific relationships.
A study on High-efficacy coaches by Chase et. Al. (2002)used more effective coaching
behaviors in terms of praise and encouragement than did lower efficacy coaches. These
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behaviors included positive reinforcement to a desirable performance, positive contingent

reinforcement plus technical instruction, spontaneous encouragement that does not follow a
mistake, and mistake-contingent encouragement.
Effective Leadership
Effective leadership can strengthen the bond of coach-athlete relation; athletes tend to
gain comfort, trust and dependency on their coaches. When this kind of relationship builds up
between the athletes and the coaches, positive influence is present and it is used to improve
athletic performance according to Genevie and Robert (2003). Leadership is developed through a
never ending process of self-study, education, training, and experience.Leadership style is the
manner and approach of providing direction, implementing plans, and motivating people.
Technique efficacy and game strategy efficacy did not appear to influence team or player
efficacy. This may have occurred because the athletes were at the high school level, where
learning does not involve the teaching of new skills but rather refining skills already learned as
mentioned by Vargas et. Al. (2003). In addition, it is proposed that at this level, the players view
the coach as a leader more than as a teacher.
Transformational and Transactional Leadership
In a study conducted about transformational leadership byIlieset.al.
(2001)transformational leaders have the successful, effective leader has the ability to have his or
her vision accepted, as well as to motivate followers to work toward a common end according to
Chemers (2001). Effective leadership is enhanced when leaders can inspire their followers to
accept change by communicating a compelling vision of the future and motivating willingness to
work in the new manner.
A study about transformational leadership by Piccolo (2004) does not replace
transactional Leadership; it makes transactional leadership better in achieving the goals of the
leader, associate, group, and organization. Transformational Leaders can be transactional when
With regards with intrinsic motivation the results isolate intrinsic motivation asa mediator
of the relationship between transformational leadership and sports performance, suggesting that
transformational leadership may enhance intrinsic interest in the task as mentioned by Barling
(2001).
Another study conducted by Keith et.al. (2008) found out that male coaches and female
coaches may differ in their communication styles and that male players and female players may
be influenced more effectively by different communication strategies.
Method
Research Design
This research used a descriptive study that differentiate leadership style in athletic
performance hopes to find out the leadership style that coaches use when managing with athletic
performance.
Participants
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There were two sets of participants for this study. The first were the coaches of the teams
who belong to the NCAA south and the other was the teams themselves.
For this study, only the players who had 6 months experience or more were asked to
participate there were N= 9 coaches and N= 96 volleyball players who participated
Instrument
The MLQ (Multifactor Leadership Questionnaire) was used for this study. The MLQ was
used to measure the leadership styles of the coaches of the participating teams. It is a 45 item test
that was developed by (Avolio, 1995; Bass, 2004) that measures transactional and
transformational leadership. It uses a Likert type scale (0-4, with 4 being frequently if not
always).
The MLQ questionnaires use 2 types of questions that are given to the coaches and
players. For coaches they answered the leadership form of the MLQ questionnaire, while players
answered the raters’ form which evaluates their coaches about leadership styles. Only those
players who have had 6 months experience or more were asked to participate.
Reliability estimate: Reliabilities range from .74-.94 for each leadership factor scale.
Construct validation: 9 factor scores generated using factor analysis, items from recent literature
on transformational leadership, and expert review of the items for adherence to conceptual model
of the full range of leadership.
Procedure
The volleyball varsity players of nine schools who participated in the NCAA south were
asked. The participating players must have at least been in the team for 6 months prior to this
research.
The researcher went to an NCAA meeting held at FAITH located in Batangas. It was
during the meeting that he completed the leader questionnaire form of the MLQ. The researcher
went to each of the 9 schools to gather data from the players. To find the players, the researcher
asked the coaches or their assistants to help them locate those players who can answer the
questionnaire
Results
Table 1 Perpetual
N=13, 9 got the high scores and 4 got the moderate score.
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Table 2 La Salle
N=11, 8 got the high score and 3 got the moderate score.
Score Des. Eq. F
144- 180 Very high 0
108-144 High 8
72- 108
Score Moderate
Des. Eq. 3
F
36-72
144- 180 Low
Very high 00
0-36
108-144 Very
Highlow 09
72- 108 Moderate 4

36-72 Low 0
0-36 Very low 0
Table 3 Letran
Score Des. Eq. F
108-144 High 6
72- 108 Moderate 4
36-72 Low 0
0-36 Very low 0
Table 4 Don Bosco

Score Des. Eq. F
108-144 High 8
72- 108 Moderate 1
36-72 Low 0
16
0-36 Very low 0
Table 5 Faith
Score Des. Eq. F
108-144 High 12
72- 108 Moderate 1
36-72 Low 0
0-36 Very low 0
Table 6 San Pablo

Score Des. Eq. F
108-144 High 7
72- 108 Moderate 1
36-72 Low 0
0-36 Very low 0
Table 7 Lyceum
Score Des. Eq. F
144-180 Very high 0
108-144 High 9
72-108 Moderate 3
36-72 Low 0
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0-36 Very low 0
Table 8 PCU
Score Des. Eq. F
144-180 Very high 0
108-144 High 10
72-108 Moderate 1
36-72 Low 0
0-36 Very low 0
Table 9 San Beda

Score Des. Eq. F
144-180 Very high 0
108-144 High 8
72-108 Moderate 1
36-72 Low 0
0-36 Very low 0
Discussion
This study was conducted by the researcher to know athlete’s perception of coaches’
different leadership style. Finding shows that majority if an athlete on NCAA south has a high
perception towards their coaches, indicating a good athlete relation with their coach. When this
kind of relation builds up positive influence and athletic performance will improve as mentioned
by Genevie and Robert (2003).
With the coach athlete relationship, it encourages and gives athletes a trust and comfort
among their coaches, motivating athletes to work towards their goal. In contrast with the study of
Genevie and Robert (2003) athletes with this kind of relation with their coaches strengthens their
bond and communication that understand once capability and strengths.
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An athlete who has a high perception towards their coach have the ability to understand
and absorb and accepts coaches vision, discipline and rules are given for an effective leadership
and for athletes to be inspire to change and work with a new manner.
In relation withChemers (2001), coaches use to shape athletes behavior to improve its
performance, athletes perceive this leadership to straighten up and learn their weaknesses and
change the way they discipline themselves.
The use of reinforcement on athletes enables them to work towards their goals, athletes
tends to be more motivated when reinforcement is present, working for the given reinforcement
improve their performance and will to pursue their goals.
Athletes’ behavior shows that coaches use praise and encouragement for athletes to have
a desirable performance, the use of reinforcement is which can be determine by the majority of
athletes having high perception towards their coaches’ leadership style. Athletes who got
moderate score tend to be neutral towards their coach.
Conclusion and Recommendation

High perception of athletes towards their coaches is base on the leadership style that was
given. It improves athlete strength enabling them to detect ones strengths and weaknesses. With
the relation of coach athletes that build trust and comfort among them is an effective style of
leadership, it help coaches to know more about their athletes and for athletes to know more about
their coach that improves communication.
Future studies can explore and expand perception of athletes among their coaches and for
further and deeper understanding about how leadership is apply and other factors that may affect
athletic performance for this researcher to improve.
References
Bernard M. Bass, B. J. (2003). Predicting unit performance by assessing transformational

Leadership
Carr, C. M. (2006). Sport psychology: psychologic issues .
Chemers, M. M. (2001). Leadership effectiveness: An integrative review .
Donohue, B., Miller, A., Crammer, L., Cros, C., & Covassin, T. (2007). A standardized method
of assessing sports specific problems in the relationships of athletes with their coaches,
teammates, family, and peers.
19
Genevie, M., & Robert, V. (2003). The coach–athlete relationship: a motivational model.
Ilies, R., Judge, T., & Wagner, D. (2001). Making sense of motivational teadership: The trail
from transformational leaders to motivated followers.
Julian Barling, D. C. (2001). Transformational leadership and sports performance .
Keshtan, R. &. (2009). The relationship between coahes's leadership style and team cohesion in
iran football club professional leagues .
Keshtan, R. &. (2009). Coach's leadership styles and team cohesion .
Mageau, G., & Vallerand, R. (2003). The coach–athlete relationship: a motivational model.
Martin, M. M., Rocca, K. A., Cayanus, J. L., & Weber, K. (2008). Relationship between
coaches' use of behavior alteration techniques and verbal aggression on athletes'
motivation and affect.
Northouse, P. (2004). Leadership: theory and practice .
Piccolo, T. A. (2004). Transformational and transactional Leadership: A meta- analytic test of
their relative validity
Schinke, R. J., Michel, G., Danielson, R., Gauthier, A., & Pickard, &. P. (2005). Introduction to
cultural sport psychology .
Vargas, T. M., Warners, A. L., & Feltz, D. L. (2003). the Predictability of coaching efficacy on
team efficacy and player efficacy in volleyball.
20
The Relationship Between Caregivers, their Caregiving Skills and

the Development of Manipulative Behaviors in Infants
Gabriel D. Roa
October 2010
Abstract
This research explored the relationship between the level of caregiving skills of nannies
and the development of manipulative behaviors in children aged 1 month to two years
old. The research was undertaken to find what caregiving skills the nannies have in light
of their lack of education in childcare. The research assumes the descriptive - correlation
method and sought to gather information about existing conditions through the use of a
survey questionnaire. The questionnaire was created by the researcher and written in
Filipino for the caregivers. The research results found that the caregiving skills of the
nanny has a low correlation rate of r(48)=0.135 to the developmental capabilities of the
child. However, the stimulation that a caregiver provides is significantly correlated at
r(48)=0.621 to the manipulative behaviors of a child. Thus, a caregiver’s lack in
education is negligible as long as she properly stimulates the child.
A rise in living expenses together with a soaring inflation rate is forcing many mothers to leave
their children to join the work force. Many of the Filipino children today, especially in the upper middle
class are then left with caregivers for the most part of the day. Often times parents are not too concerned
about the education of the people they leave their children with. Nannies are not too hard to come by,
especially in a country with a lot of unemployed. The problem with the caregivers lies on how much they
know about the developmental and psychology of infants.
New and first-time parents are constantly concerned with the growth of their children. It is not
unlikely that these parents would buy the latest in parenting books and consult their pediatrician regarding
the development of their children as compared to the average growth charts. A lot of the infants today,
many starting from a year old, are enrolled in preschool programs. Parents feel that in order for their
children to be at par with their peers, they must have a head start at learning. What does not seem
congruent is how parents totally ignore the great amount of influence that their caregivers have on the
children.
Full-time caregivers could be classified as spending approximately 12 to 18 hours a day with their
wards. All caregivers live-in with the family and are practically on-call 24 hours of the day. They attend
21
to all the needs of the children they are caring for and they are the persons the children are most exposed
to. During the child’s free time, that is when they are not in school or with either of the parents, the
nanny is the one who stays with the child. The question regarding the competence of caregivers is how
much time do they actually spend stimulating, exercising, and playing with the infants.
Infancy is one of the most important periods in development where the individual undergoes a
growth spurt. Infants are between the ages from birth to about two years. At this time in an individual’s
life, they are mastering the use of their muscles and motor skills. This period is considered the base of
most of the child’s development that could affect the growth of the individual later on (Gabbard, 2007).
At this time children are also most recipient to any given stimuli that they later process and use. The
infancy stage is a process wherein each step affects the next one. Thus each step the infant takes is
important and must be monitored in order to assure the most comprehensive development of the child.
The study talks about the development of manipulative behaviors. This is a part of the motor
development of children, which matures through a predictable process. It includes such abilities as
feeding and dressing one’s self, stringing objects, using scissors, pouring into containers, and scribbling.
These are all hand movements that require the development of fine motor skills and eye-hand
coordination.
The development of manipulative behaviors is at its prime during the first two to three years of
life. This is the time when the child is assimilating all that he or she is experiencing with the natural
development that he or she is going through. Stimulation aids the developmental process by allowing the
child to maximize his learning through experiencing events through all the senses. Although it seems that
motor development occurs in phases and predictable ways, it could still be stimulated to occur at a faster
pace. Caregivers can promote manipulative behaviors so that the child may have a head start in learning
other abilities. Early experiences are most important because this is when the child is ready to absorb
events and the learning processes is moving at a faster rate. These early foundations that the child is
exposed to early in life are critical because that is what will serve as the base for further learning.
In light of this, caregivers become very influential in the development of the child because they
are exposed to the individual for a large amount of time. Caregivers are the ones present when the infant
is most attentive and willing to grasp any experience that is available. This time is relatively unsupervised
wherein the caregiver is either left alone with the child or left with another adult who is not responsible
for the child. At the same time, the caregiver’s exposure to the child is at a time wherein the development
of his or her manipulative skills is at its prime. The first three years are believed to be the key moments
where a child learns a large amount of things, making this period one of the most important in the
development of an individual.
Manipulative behaviors are important for the child to master because this helps preserve the brain
cells so that he or she may retain as much of the learning as possible. When a child is capable of
exploring objects and working materials, the brain absorbs this experience and internalizes it to connect
with other areas of development. Manipulative behaviors are also important for the social and emotional
development of the child. If he or she is independent and able to cope with his or her surroundings, then
the child can become confident. This in turn will allow the child to believe in one’s self and foster
relationships with other people.
The interest of the researcher was spurred by her observations on the caregiving skills of nannies.
Almost all nannies are women and they may posses some sort of maternal instincts but this does not
guarantee their proper knowledge on children development. Most nannies were trained through caring for
22
their own children or that of their relatives and friends. Thus, the researcher was concerned about the
amount of time a nanny spends with the infant she cares for while having very little or no education on
proper childcare. It was noted that many nannies tend to do things for their wards; they do not give the
children enough stimulation, and disregard the learning and experience they could gather from the
environment. After several years of working with young children and their families, the researcher has
also noted that frequently, a child’s developmental delays are due to a lack of stimulation or possibilities
to practice skills. Caregivers tend to preempt the needs of children, thus depriving them of the valuable
instances to practice certain skills.
Most of the relevant books on the correlation of caregiving and motor development are from the
field of Developmental Psychology. These books basically enumerate the average developmental
progress of children and the significant facts of development without mentioning much regarding
caregivers. It seems that there is very little research on how nannies affect the manipulative development
of children. Most of the research is based on how parents or teachers, rather than caregivers, influence
children. One theme that is repeated throughout the books is that children need stimulation in order to
master the developmental changes that they are experiencing (Gabbard, 2007; Bee, 1994; Kaplan, 1998).
This would then be closely related to the idea that caregivers must properly stimulate infants to provide
optimum growth. Many of the parenting books speak of the developmental stages that children are
expected to go through and they even give a table charting the expected growth at each stage. In her
book, Hillary Rodham Clinton notes the correlation between caregivers and the development of
manipulative skills in young children. She says, “Babies need food for their brains as well as their bodies,
not only good physical nourishment but loving, responsive caregiving from their parents and the other
adults who tend to them” (Clinton, 2006).
In the Philippines today, there are various seminars given for caregivers. One of the more
popular ones is “The Yaya Seminar,” given by Mrs. MaricelLaxa – Pangilinan (Vizcarra, 1999). This
seminar is given to caregivers wherein they are taught how to deal with the everyday mechanics of caring
for children. Another seminar that is given periodically is the “Yaya Seminar” of Maria Montessori
School in Ayala Alabang. This seminar is offered to the caregivers of the Montessori students and
focuses on teaching them how to help the child gain his or her own independence. There are also various
recruitment agencies in the country that primarily refer nannies to a family but they also include some
courses on caregiving before they are recommended (Vizcarra, 1999). While such seminars are now
being offered to caregivers, it is evident however that many of them lack the proper knowledge in caring
for children.
This research was undertaken to answer the following questions:

1. What is the level of caregiving skills or competencies of the caregiver?
2. Is there a significant relationship between the level of caregiving skills and the development of
the manipulative behaviors of the children in their care?
This study is significant, especially in the Philippines because many mothers are faced with
having to leave their children with a caregiver while they are at work. Many mothers, especially in the
upper middle class are forced to work since their economic resources do not permit them to remain at
home. Moreover, they are only given a maximum of three months of maternal leave until they are
required to return to work. Thus, finding an adequate caregiver and training her in such a short amount of
time consumes mothers. This means that the caregivers their children are exposed to may not be
competent enough to handle the responsibility of caring and raising a child.
23
Caregivers are also insecure about their ability to care for children. They too have their
apprehensions and are uncertain of their skills. This study would help the caregivers by feeding them
with information they may not otherwise by aware of. By conducting such a research and making it
available to the nannies, it would help them to know more and be able to cope better with the task at hand.
These caregivers cannot be entirely blamed for what they do not know, but by allowing them such
information, they will know how to properly care for a child and be confident in allowing the child some
independence.
Aside from the family, other institutions may also benefit from the study. Pre-school
administrators and teachers may be able to use this information to improve their program and principles.
Pre-school teachers are also caregivers themselves but may not spend as much time as a hired caregiver
does with the child. Teachers also have a large amount of influence of the development of the child and
many parents and nannies place a great amount of esteem in what they suggest. By knowing how
caregivers can affect the development of manipulative behaviors in children, teachers and administrators
alike can be more sensitive in the manner in which they interact with the child. This study may also help
the pre-schools to remember and acknowledge the amount of influence that a nanny has on the child. In
this way, pre-schools may provide additional support for nannies so that they may work together towards
the total and utmost development of the child.
The greatest beneficiaries of this study are the children. The children will now be seen at a
different light; as capable and competent individuals who desire to be able to help themselves. Children
will benefit from this study the most because this will show how much they want to learn and be able to
explore.
Since many Filipino children are exposed to non-maternal caregivers at the prime of their
learning period, it is important to assess what kind of influence these people have. The study emphasizes
on manipulative development because this is where the research is able to test the skills of the child in a
standardized manner. The rate of development of manipulative skills could also show how a caregiver
affects the child. Manipulative skills are taught by giving the child enough exposure to a stimulus so that
they can master the skill. This includes feeding, dressing, and other self-care skills. The ability to do
these tasks includes patience and repetitive work on the part of the caregiver. Therefore, if a caregiver is
able to positively affect the development of the child by hastening these skills, the child will learn to be
more independent at a faster period.
It is important for children to be able to help themselves. Later on in life, an individual’s success
is based upon his or her ability to stand alone and independently. This success encompasses all areas of
life including the social, emotional, and mental areas which all begins with learning physical skills. By
knowing how a caregiver affects a child, the study could help parents know how to adjust their styles in
parenting and caregiving in order to maximize the potentials of their children.
The field of psychology, particularly developmental psychology will be able to benefit from this
study because of the acknowledgement of outside influence and the importance of nurture in growth.
Science may believe that most of growth is dependent on the nature and process of developing but there
are also other factors that may contribute to this. The controversy of nature versus nurture may be better
understood through this study. The research understands that a certain manipulative skill may not be
24
learned until the individual is mature enough to learn it, however it also knows that to maximize this
learning some form of stimulation must be added.
Caregivers
Caregiving
Development
Skills of
Kindmanipulative
of stimulationbehaviors
given to
the child
of children ages 0 to 2
years
Figure 1.1: Relationship between caregivers, their caregiving skills and the development of
manipulative behaviors
The first problem undertaken by this study is descriptive problem. For this reason it is not
necessary to include a hypothesis. However, the second problem assumed a position regarding the
growth and development of the child in relation to the skills and stimulation provided by the caregiver.
1. The caregiving skills of the nanny are related to the development of manipulative behaviors of the
children in their care.
2. There is a positive relation between the stimulation provided by the caregiver and the
development of manipulative behaviors in the child.
Caregiver
The variable in the study includes the caregivers and the manipulative skills. The independent
variable is the caregiver. This research encompasses female, Filipino caregivers who are being paid and
living in with the family. It includes caregivers who are from the ages of 20 to 35 years old. A caregiver
is solely responsible for a single child but may be tasked to do other things such as light housekeeping.
These women are given a fixed salary in order to care for a child. The caregiver is usually exposed to the
child for approximately 12 to 18 hours per day and is generally available for 24 hours depending on the
needs of the child.
The study focused on those residing within Metro Manila and did not encompass the provinces
and other regions. It is assumed in the study that most caregivers are female thus the research cannot
make any assumptions regarding hired male caregivers. The nannies are caregivers of children from birth
to two years old only. The study does not make any claims on the influence of caregivers for children
older than two. After the age of two years old, it is possible that the child’s manipulative development is
at a plateau wherein he or she will not experience stark differences in manipulative skills.
Manipulative Skills
25
The dependent variable is the development of manipulative skills during the first two years. These are
also known as manipulative motor milestones. As a child progresses through life; he or she achieves
certain skills, which determines whether he or she is growing normally. Normal growth is based upon the
growth and development of children at a certain age as compared to other children of the same age, given
that all other factors are healthy. Manipulative behavior refers to the skillful use of the hands (Gabbard,
2007). This includes the ability to feed and dress one’s self, string objects and the like.
Review of Related Literature

Parents today are very concerned about the capability of their child in coping with academic and
social challenges especially as compared to their peers. It is not surprising to find babies at 3 months old
attending preschools and playgroups. Dubbed from President Clinton’s program, many parents today are
hoping to give their children a “head start” (Clinton, 2006, p. 117). They want their children to have the
best education and exposure academically. Parents are very much concerned about the development of
their children, yet they overlook other more influential factors such as the nannies that spend the most
time with their babies.
Caregivers in the lives of children

The report of the Philippines National Statistics Office found that for 60 percent of married
women are employed (“Gender Factsheet,” 2010). Relatedly, the United States Department of Labor
found that in 2005 there were 56.7 percent of mothers with children under 3 years old who joined the
labor force (Cohany&Sok, 2007). Since many of these working mothers have young children they will of
course require substitute childcare. In the United States, the more common choice of childcare is through
daycare centers. In the Philippines, it is not unlikely to find children being trailed by full time, private
caregivers or nannies. These caregivers spend most part of the day with the children, amounting to
approximately 12 to 18 hours per day (Robin, 1998). Parents are unaware of the amount of influence a
caregiver has on their children, especially because they spend the most time together, which is largely
unsupervised.
A full time caregiver in the Philippines is usually between the ages of 20 to 35, yet there are
many who are younger as there are no laws regarding the required age to be able to care for children
(Pangilinan, 2000). All the hired caregivers in the Philippines are women, mainly because of the maternal
instinct that parents hope they have. According to the Boston Nanny web page (2000), the primary
responsibility of a caregiver is to care for and watch over the child. Usually a nanny has only one ward,
especially if the child is under the age of 3. Childcare includes feeding, dressing, bathing, doing the
laundry of the child, cleaning up after the child, and supervising the child’s play, and sleeping time.
Basically, the nanny is responsible for caring for the needs of the child and keeping him or her healthy.
Many nannies may be required to do light housekeeping chores, yet their main priority is the child (What
do nannies do, 2000; Robin, 1998).
Since the Philippines is largely a third world country, many of the nannies for hire are lacking in
education. According to the observations of Mrs. MaricelPangilinan (personal communication, July 3,
2000), who is heading the most popular seminar for caregivers in the Philippines today, the main reason
they become nannies is because they do not have the proper education to attain better positions. However,
there are some who simply cannot find jobs despite an education. For most caregivers, she said, the
highest educational level they have attained is high school. This means that many parents leave their
babies with women who are ignorant of the other, more pressing needs of children such as their
26
psychological and physiological development (Pangilinan, 2000). One nanny, Angie Abubut, who joined
a seminar given for caregivers in the University of the Philippines found that there are many instances
where she has to rely on instinct and family values in raising her charges. In the same article in the
Philippine Daily Inquirer (1999), a professor in the University of the Philippines Family Life and Child
Development program found that the role of caregivers in the lives of children is highly underestimated.
Professor Tandoc noted that caregivers usually have to compensate for the time that parents leave their
children.
Facts regarding development
Since many are concerned about the development of their children, especially when they are left
with a caregiver it is essential to note some facts about development. In order to maximize the
developmental capacity of a child, one must know how to stimulate him or her properly. Caregivers must
be made aware of the developmental process a child undergoes. Gabbard (2007) noted that developmental
psychologists have found some universal facts on the development of a person. Gabbard (2007) found
that the foundations established early in life are critical as it greatly determines the performance of the
individual in later years. He also reiterated that “development is aided by stimulation,” (p. 7) and despite
development occurring through a fixed cycle, it could be stimulated to maximize its potentials.
Researchers cited by Gabbard (2007), noted that if stimulation happens during the early periods of life, it
could be very effective in later achievements. Another fact regarding development noted by Berk (2004)
states that although motor development relatively occurs together with other areas (i.e. emotional, social,
& language), physical development significantly affects the rest of the developments.
Almost all the facts on development focuses on early learning, Maria Montessori (as cited in Yen,
1999) believed that the most important period of a child’s life, especially with regard to learning, is
between birth up to six years. Joanne and Stephanie Oppenheim (1999) states, “the first three years have a
tremendous impact on (a) child’s development” (p.2). They go on to note that “experts agree that babies
who are engaged, nurtured, and stimulated become better learners.” (p.2).
Although it has been noted that stimulation can greatly affect the development of motor and
manipulative behaviors, it must still coincide with the critical periods in growth. Gabbard (2007) defined
critical periods as being the best possible time for an individual to exhibit a behavior. He further states
that this is the time when a person in “unusually receptive to influence by environmental or other
mitigating factors” (p. 24). Dr. Maria Montessori (as cited in Epstein, 1996, Montessori, 1997) also
believed in the same theory and labeled it “sensitive periods.” It is described by Mario M. Montessori, Jr.
(1997) as “time spans in which the child is sensitive to an incredible degree to a particular activity or
interest” (p. 11). Another term for the critical period is called the “windows of opportunity” (Lach,
1999). The article notes that as the different parts of the brain mature, the individual also becomes more
sensitive to experiences.
The various studies on critical periods shows that there are specific instances for learning and it
must be optimized. Lach (1999) states that the best age for children to learn motor development,
including manipulative behaviors is from birth to 4 years old. The study done by the National
Association for the Education of Young Children (2009) found that teachers and caregivers must prepare
the environment of the child according to the capabilities of his or her developmental stage.
The effects of caregivers are important to acknowledge because as the previous studies have
shown, motor skills and specifically manipulative behaviors are positively affected by stimulation. It is
important for children to master the skills that they experience during critical periods because it will be
harder to learn later on (Lach, 1999). Paul Kaplan (1998) believed that if a child has a poor start in
27
learning various skills and is not given the proper guidance later on, he or she could “fall further behind
and never fulfill their potential” (p. 6). This supports further the need for caregivers to pay closer
attention to developing the skills of a child in order for their wards to fulfill his or her maximum
potentials.
The environment plays a large part in mastering skills. Kaplan (1998) believed that some
opportunity to practice motor skills is necessary for the development of those skills. On the other hand,
Berk (2004) observed that the rate infants reach their motor milestones can be affected by their
experiences. Thus, however a caregiver treats the child, is the rate that he or she will develop. The study
by the National Association for the Education of Young Children (2009) notes that if infants and toddlers
are surrounded by an abundance of experiences to choose from during the day, infants begin to
understand such concepts as cause and effect, the use of utensils, and a familiarity with spatial and
distance relations, including perspectives. Dr. Maria Montessori (as cited in Epstein, 1996) first
understood that children must learn from their environment and are self-motivated to do so. In a study
done on institutionalized children, those that were visually stimulated were found to reach for objects 6
weeks earlier than the infants that we not given anything to look at (Berk, 2004), This study was used by
Laura Berk to explain the need to inform caregivers about positive stimulation. She notes that the motor
development of children may seem to move along in a constant, predictable manner but it has been shown
that caregivers can promote it. Berk believes that children should have a play place with equipment to
master fine and gross motor skills.
Ability of infants to learn behaviors

It is common for parents to think that their infants are incapable of learning behaviors, yet there is
much support regarding the vast amounts of knowledge that a child experiences. The studies cited in
Kaplan (1998), found that even newborns age 0.7 to 71 hours are capable of imitating facial gestures (i.e.
sticking out the tongue & head turning). Movement and behaviors that infants learn and exhibit are
preliminary to more complicated behaviors. Gabbard (2007) stated that “the ability to maintain body
posture and to voluntarily move the body into a desired position underlies all motor behavior” (p. 248).
Self-care
Kaplan (1998) maintains that toddlers desire to be independent of adults. In a way they are going
through a critical period where they want to do things on their own. They are explorers who desire to be
on their own while also needing protection, love, and care. Kaplan states that toddlers learn using their
whole entire bodies and they learn better by manipulation rather than listening. In order for toddlers to
develop their fine motor skills, which is the base for other vital physical and mental skills, caregivers
must allow them to do things on their own (How to help your toddler, 200-). However it would be
important to note that especially in the Philippines, caregivers are constantly doing things for their
charges. Toddler Milestones (2010), warns parents that it is a cause for concern if a 2-year-old child
seems incapable of caring for himself, such as feeding himself using utensils. The point of this research
is reiterated in this example because in the United States, this would have been a cause for concern.
However in the Philippines, where nannies hand feed their charges, it is not a cause for concern when it
actually is really a developmental delay. Maria Montessori (1995) in one of her speeches conveyed to
people that one of the fundamental things children are obliged to be serious about under the urge of nature
is independence. She further states that all the efforts of growth are efforts to acquire independence. It is
a matter of vital importance to the individual to be able to function by himself. All the advocates of the
Montessori system today reiterate the need of the child to do things by himself from the beginning of life
to the moment he is capable of doing things.
28
When hiring a nanny, Reyes (1999) observed that parents look for competent and reliable people.
However, she believes nannies must have more than these qualities because it is children that are
entrusted to their care. Professor Tandoc (as cited in Vizcarra, 1999) emphasized that parents need to
acknowledge that “caregivers play a very important role in raising their children and their growth and
learning should be nurtured” (p. 2). The research done by the NAEYC (2009), found that a child
develops through the interaction between the child and the environment, which includes the adults who
care for them. Thus, caregivers should be able to judge the abilities of the children and decide how to
help and support them.
In her preliminary observations, Dr. Maria Montessori (1995) noticed that children love to
explore the world around them, but since they live in an adult’s world, they are constantly being
prohibited from playing. Thus, the child begins to feel as though he is being stopped at every attempt to
explore. The mother or caregiver, Montessori explains, is sometimes unaware of their tendency to repress
the explorations of the child. She further says that caregivers are ignorant of the fact that children want to
use their senses (i.e. their eyes, hands, legs, & limbs). Children, Dr. Montessori explains, want to master
the details of their environment and gather knowledge from the things that surround them. Since
caregivers in the Philippines are responsible for the babies they care for and the actions that their charges
do, nannies are constantly on guard and keeping things away from children so that they do not break
anything or hurt themselves. Caregivers must decide on how to help their wards make the most out of
play, rather than suppressing them. The Oppenheims (1999) described that as babies develop, they need
playthings and people to play games that match their ever changing abilities. In essence, this is part of the
responsibility of the caregiver, and she should be made aware of it.
The National Institute of Child Health and Human Development (1997) conducted a study to find
what factors contribute to positive caregiving. The study of 576 infants in non-maternal childcare found
that “caregivers’ non-authoritarian, child-rearing beliefs, and a safe, clean, and stimulating physical
environment were consistently associated with positive caregiving behaviors” (p. 1). In relation to this,
the book written by the NAEYC (2009) was designed to help caregivers know what to expect from
children and respond to their daily needs. Part 3 of the book describes the appropriate practice for caring
for infants and toddlers. This shows that to optimize the child’s learning ability, they should be interacted
with in a certain way. For example, with infants it is advisable to engage them in many one-to-one and
face-to-face interactions. They should be held and carried frequently to provide a wide variety of
experiences. The study shows that infants depend on others in order to move about since they are unable
to crawl or walk. Thus, they depend on their caregivers to bring an object or activity to them. If infants
are not given the proper stimulation, their emotional and cognitive development, aside from physical, will
not develop as fast or as well.
Many times, Filipino caregivers feel that there is no need to play with a child especially as infants
and toddlers are exploring on their own that no outside stimulation is necessary. Caregivers are not fully
aware that everyday tasks such as eating and dressing are great ways of learning manipulative behaviors.
Montessori (1995) says that the unnecessary help, which is given to a child, is actually a hindrance. She
says that “beyond a certain point, every help given to a child is an obstacle to its development” (p. 8).
Montessori is an advocate of helping the child help himself. In describing the Filipino caregiver,
Professor Tandoc (as cited in Vizcarra, 1999) states that caregivers and parents alike tend to take the easy
way and prefer to do things for their children rather than teaching them to pick up after themselves and
eat alone. Caregivers prefer to do the cleaning and other tasks so that the job is done with minimal time
and less mess. However, Professor Tandoc stresses that every gesture is an opportunity to learn for
children, nannies, and parents alike and there are no shortcuts to raising children. Some other studies
done, in line with Dr. Montessori, shows how children find a sense of belonging through helping the adult
29
and participating in every part of the cycle of home life (Oriti, 1994). Patricia Oriti demonstrates that
children of any age can participate in such areas of the home, like the kitchen. For example, they can
prepare food, set the table and clean the dishes; with time and patience toddlers can be trained to do these
tasks.
Definition of Terms in Motor Development

Motor behavior is defined by Gabbard (2007) as the “product of growth and development
characteristics and refers to observable changes in movement or the learning and performance of a
particular movement or motor skill” (p. 3). Manipulative behavior is a division of the wide range of
motor behavior that each individual possesses. The first group is termed locomotor, the second are the
nonlocomotor patterns and the last are the manipulative behaviors. Manipulative skills involve behaviors
such as grasping, throwing, catching, kicking, and other actions involving receiving and moving objects
(Bee, 1994). Gabbard (2007) uses the term “ontogenetic behavior” which is similar to manipulative skills
in that it deals with such skills as writing, swimming, and cycling. These skills are specific to the
individual and are therefore influenced by learning and the environment.
Development of muscles
Muscle development which is needed in motor development also undergoes a certain path or
sequence of growth. Fine motor development deals with the smaller movements such as reaching and
grasping (Berk, 2004). Eventually, the individual is able to gain mastery of the fine muscle groups, which
is responsible for such acts as writing, drawing, and the use of the finger muscles (Kaplan, 1998). This is
demonstrated further in the manner in which children first use wide sweeping motions when coloring with
a crayon.
Fine motor development is a part of the manipulative behavior of children. One of the areas of
this development is voluntary reaching. Berk (2004) believed that of all the aspects of an individual’s
motor skills, voluntary reaching is the one that plays the greatest role in the child’s cognitive development
since this opens up a new way of exploring things. Berk (2004) demonstrates that voluntary reaching
undergoes certain stages. They are the “pre-reaching stage: where a newborn swipes and moves arms
towards anything that dangles in front of them, this is a reflex and may last up to 7 weeks. At the second
stage, the aim of the infant in reaching for an object improves and by 9 months they are capable of
changing directions in order to grasp an object, Later on the “ulnar grasp” appears where they hold an
object using the entire palm of the hand. By 4 to 5 months the child is able to transfer objects from one
hand to another. The last stage is the “pincher grasp” which appears at the end of the first year. It is
marked by the ability of the child to pick up objects using the thumb and index finger. The appearance of
the pincher grasp marks the ability of children to manipulate things better, especially small objects (Berk,
2004).
Milestones in motor development

Motor development undergoes various stages. As noted, there are three stages to motor
development, aside from this, manipulative behavior in the form of fine motor skills also undergoes
certain phases before reaching the pincher grasp. Each child is different but the various researchers in
child development have found that the average child reaches particular motor milestones at a certain age.
Most pediatricians are trained to check on the development of the child in order to ascertain that he or
she is growing normally. There are many books that talk about the developmental stages and the point in
which each child is expected to achieve or master each skill.
30
Berk (2004) found that children reach certain fine motor development within the first two years.
They are first able to grasp a cube at about 3 months and 3 weeks, and 90 percent of the population is
able to do this skill by 2 to 7 months old. Infants are able to play pat-a-cake by 9 months and 3 weeks,
and most can achieve this within 7-15 months old. At 13 months and 3 weeks children can build a tower
with blocks using 2 cubes. By 14 months old, children can scribble on paper and actually enjoy doing
this activity vigorously.
Development from birth to 12 months

A review of motor milestones shows that from infancy to toddlerhood, children progress in
predictable phases. Many people are unaware of the vast amount of development a newborn makes
during the first month. The developmental milestones of newborns are sometimes overlooked since
people assume that infants sleep for most part of the time. At this period in life, newborns are very alert
when they are awake and this is their period of learning (Fine Motor Skills, 2000). As the infant develops
for the next three months, the reflex actions that were evident decline and are replaced by voluntary
actions (Berk, 2004). During the first to the third month, infants start uncurling. Their original fetal
position begins to stretch out, and their hands begin opening up (Your baby’s development, 2000). They
learn through a sensory-motor process and each of their senses are developed further at this stage even
before their intellectual activity develops (Montessori, 1995). The stimulation of the child’s senses could
relax and comfort him or her (Fine Motor Skills, 2000). By his or her third month, an infant discovers his
or her hands, and uses it as a plaything not associating it to the body (Your baby’s development, 2000).
The child is constantly growing and experiencing more things. When he or she is 3 to 6 months
old, he or she is able to master more skills. At this time, the infant is able to hold his or her head up and
could possible roll over from stomach to back. Many infants are also able to sit up with support (Ages &
Stages, 2000; Your baby’s development, 2000). This milestone allows the child to see the environment
from a new perspective where his or her reach could be extended (Bredekamp, 2009). By 4 months, the
infant is vigorously exploring his or her surroundings.
As their understanding of cause and effect is mastered, infants grow further in their manipulative
behaviors. When the child reaches 7 months old until about 12 months old, he or she masters the use of
the “pincher grasp” (Berk, 2004). This improves the child’s ability to explore and learn about the world
around them. They are usually able to find hidden objects which means that children are more mobile at
this stage and are interested in moving about (Berk, 2004). Children between 6 to 9 months also exhibit
more interest in their environment. At this phase, infants also develop their fine motor control. This is
manifested in the way they are able to scoop objects and transfer them from one hand to another (Your
baby’s development, 1999). At this age, it is advisable to encourage fine motor development by making
children reach for toys placed just beyond their grasp. The exploration that children do from 7 to 9
months is different from the previous months, now they tend to bang, shake, and turn objects rather than
putting it into their mouths (Fine motor skills, 2000).
Infants growing manipulative behavior also develop with their eye-hand coordination. At 8
months, infants become more interested in using markers to scribble. Although their drawings do not
show much form or shape, infants simply enjoy the effects of their movements (NAEYC, 2009; Berk
2004). At approximately 9 months and 3 weeks, infants are able to play simple hand games like pat-a-
cake, and 90 percent of the population achieve this by 7 to 15 months old.
The last phase in the first year of life is from 9 to 12 months. The child has grown immensely at
this stage and exhibits better manipulative skills. At about 10 months, babies can usually crawl well, sit
31
confidently, and cruise. The fingers at 10 months are more agile and the baby becomes more intrigued by
small things (Fine motor skills, 2000). At this point, infants are able to grasp spoons and use it for eating,
although messy at first (Fine motor skills, 2000; Kaplan, 1998). Infants also exhibit a growing
independence that is observable by 11 months. They are better equipped to hand feed themselves as they
reach their first birthday.
Development at 12 to 24 months
When a child reaches his first birthday, he is usually able to walk unsteadily, and this brings on
the first real signs of independence and curiosity (Fine motor skills, 2000). Children’s skills using their
hands improve between 12 to 15 months and they begin to master at 13 months using spoons and forks
(Find motor skills, 2000; Toddler milestone, 1998). During the last few months till children reach their
second birthday, they continue to master the skills that they have previously learned such as using
utensils, dressing, stacking blocks, fitting objects, and scribbling (Gabbard, 2007). The manipulative
skills of children are greatly improved and they enjoy working on objects that exercise this ability. As
they are gaining mastery of their bodies (i.e. being able to walk, gaining balance), they are also asserting
their independence, desire to explore their environment and manipulate objects on their own.
Children may develop through phases. Nature plays a big part in learning, especially by first
preparing the brain to absorb certain tasks. However, studies have shown that caregivers can affect the
development of children depending on how they are stimulated. The problem arises in the amount of
attention and knowledge a caregiver has. It is important that in hiring a caregiver, she is one who is
advised regarding the various developmental stages and what could be done to maximize the learning of
the child and positively affect his or her growth.
No. of
Focus Grasp Abilities Milestones
Cubes
0–4 Human faces Mimic facial expressions Reflex, Vision within

weeks 20 – 30 cm.
1–3 Senses Smiles, voluntarily grabs Holds head up, holds

months objects objects, moves arms
and legs.
3-6 Oral Ulnar Grasps bottle Rolls over, sits with

months Explorations grasp support
6-9 Cause & Effect Start of Transfer objects with Sits without support
months Pincher hands, Drinks from a cup,
Plays hand games
32
9-12 Exploration Pincher Grasps spoon Crawl, Sits well,

months with hands grasp Cruise
12-15 Independence 2 – 3 cube Pincher Feeds & Dresses self, Fits Walks unsteadily
months tower grasp objects into containers
15-24 Increased 3 – 5 cube Pincher Stringing objects, Better Walks steadily, Better
months Independence tower grasp feeding, Handles scissors eye-hand coordination
Table 1.1: Summary of the milestones in motor development from birth to 2 years. (Gabbard, 2007; Berk
2004; NAEYC, 2009; Fine motor skills, 2000)
Method
Research Design
The primary purpose of this study was to determine what is the relationship of full-time
caregivers on the motor development of children, particularly the manipulative behaviors. It proceeds
without a directional hypothesis where the research did not presuppose whether a full-time caregiver
positively or negatively affected the development of the child’s manipulative behaviors. For this purpose,
the study simply sought to gather information regarding already existing conditions. Therefore, this
research assumes the descriptive-correlation method as defined by Sevilla, Ochave, Punsalan, Regala, and
Uriarte (1999).
The independent variable includes the full-time, hired caregiver who is living-in with the family
and spends approximately 12 to 18 hours a day with the child. The dependent variable includes the
manipulative skills that a child possesses, has learned, and exhibits in everyday behavior. The study
exclusively observed how a full-time caregiver affected a child’s development and determined what could
enhance or delay growth. Thus, it measured only what already exists.
Participants
The participants in the study are the caregivers of infants between 0 to 2 years old who are
currently residing in Manila. The caregivers were selected depending on the age of their wards who were
either newly born up to two years old. It is important that the child is of the upper middle class, but the
selection is not gender specific. Based on this, each caregiver is a female between the ages of 20 to 35
years old. She must be a hired caregiver who is receiving some form of compensation for her work such
as a salary, and is living-in with the family. Her primary responsibility is the child thereby assuming that
she was hired for the purpose of caring for him or her whether in conjunction with other caregivers or
alone.
In order to obtain a sample that is evenly spread out between the ages, there were four groups
each containing 12 participants for a total of 48 participants in the whole study. The caregiver and child
were regarded as one. The first group is for caregivers with children from birth to 6 months old. The
second group is for children between 6 to 12 months old. The third is for children 12 to 18 months old.
The last group is for children 18 to 24 months old.
33
Materials
The study made use of a questionnaire to find the effects of the caregiver on the development of
manipulative behaviors. The test was titled “Survey Questionnaire for Caregivers (Yayas).” It consists of
35 questions and is further divided into four parts. In order to better facilitate communication, the Filipino
language was used. The questionnaires were the researcher’s own construction. It was based on the
findings found in several literature related to the development of children.
The first part are questions regarding the demographic information of the caregiver, it includes
age, salary, and educational degree. The second is about the education and experience of the respondent
with regard to caregiving, including her present work situation. The third part is to gather information
about the stimulation the caregiver provides the child. It also includes the way she cares for the child.
The last part is about the present capabilities of the child in connection with the milestones he or she may
be experiencing at the age. Most of the questions are multiple choice where the respondent was asked to
put a mark on the corresponding answer.
Since children are different and reach certain milestones only upon maturity, there are some
questions that were not applicable to all. For example, the questions regarding disciplining methods,
television viewing, and allowing the child some independence is obviously not applicable for the babies
between birth to 6 months old. There were also some milestones, which the babies were not mature
enough to reach such as walking. For this purpose, the respondents were instructed regarding what
questions were applicable to their age group. It is only in the questionnaire for the respondents with
children between birth to 6 months that were required to ignore some selections. With regard to the
section on milestones, they were instructed to answer only those that corresponded to what was expected
of the child.
The scoring for the survey questionnaire was done in this manner: for each answer that coincides
with the proper care and upbringing of the child, a point was given. Since the capabilities and milestones
of children are different at each age, a point was given for those behaviors that the average child is able to
do at a certain age. However, if the child is capable of achieving other developmental milestones before
he or she is supposed to, then that point was also added. It should be noted that no points were removed
should a child be unable to reach a milestone that is meant for older children.
Several of the questions asked in the survey were regarding demographic data. These questions
were simply for the purpose of clarification and in order to rule out extraneous variables. Since it will
only be serving this purpose, those questions were not given a point.
There were different ranges of scores possible depending on the age of the child. For the children
from birth to 6 months, the total perfect score was at 34 points. The highest score was at 25 points. For
the second group at 6 to 12 months, the highest score received was at 39 points wherein the prefect score
was at 62 points. In the third group for children at 12 to 18 month, the perfect score was at 66 points.
The highest score received was 39 points. The last group for children between 18 to 24 months received
a high of 45 points against a perfect score of 52 points.
34
The lowest score possible was also different depending on the age of the child. The lowest score
received was at 12 points for the group with children at 0 to 6 months. For the second group, the lowest
score they received was at 19 points. In the third group for children 12 to 18 months the lowest score was
17 points. The last group for children 18 to 24 months received a low score of 25 points.
These scores were an indication of the amount of caregiving skills a nanny had. It also included
the amount of stimulation a caregiver provided her child and the total milestone in development that the
child has received. A high score indicated a good overall grasp of the nanny with regard to childcare.
This score would mean that her skills, the amount of stimulation was all contributing to the total
development of the child.
Procedure
A total of 48 caregivers were given the questionnaire. Each group consists of 12 respondents.
The groupings were done according to the developmental age of the child. Thus, the first group was for
caregivers of children between birth up to 6 months old, the second for 6 up to 12 months old, the third
for 12 to 18 months old, and the last for 18 to 24 months old.Each of the caregivers were given a
questionnaire corresponding to the age of the child. The purpose of the study was explained to the
participants.
Data Analysis
The study evaluated its data through the Pearson-product moment correlation technique. This
technique was employed because the correlation method is used for analyzing variables and measuring
the relationship between them. This research aimed to find a correlation between the caregiving skills
and amount of stimulation a nanny provides and the development of manipulative behaviors in the
children they care for. Therefore the researcher aims to find whether there is a relationship between the
variables, regardless of causality.
Several scores were correlated. The first was the correlation between the caregiving skills of the
nanny as compared to the development of manipulative behaviors of the child. The next was the amount
of stimulation given by the caregiver as compared to the development of manipulative behaviors. These
were the scores per category of the questionnaire; it was the score for the second and third part of the test
respectively. The third correlation was between score of manipulative behaviors manifested by the child
and the total score of the caregiver for the second and third section. This was the cumulative score of the
caregiver in the section regarding her caregiving skills and the amount of stimulation she provides the
child. The fourth correlation was between the total score of the caregiver for the entire questionnaire and
the total score of the parent for the entire questionnaire. The last correlation was the score of the
caregiver for the section of caregiving skills and the score she received for the manner or caregiving she
provided the child.
Results
The descriptive statistics show that there is a mean value of 13.958 for the score of the caregivers
and a standard deviation of 3.701. The mean value for the caregiving skills is 6.625 with a standard
deviation of 1.709 and 7.333 for the caregiving behavior that the nanny displays with a standard deviation
of 3.185. The scores for the manipulative behaviors of the child have a mean value of 13.500 and a
standard deviation of 5.885.
35
The minimum score received by the participants for the nanny, caregiving skills, caregiving
behaviors, and manipulative behaviors are 7.00, 2.00, 2.00, and 3.00 respectively. The maximum scores
received are 24.00, 9.00, 15.00, and 24.00 respectively.
Descriptive Statistics
N Mean Std. Deviation

PRACTICE 48 13.958 3.701
SKILLS 48 6.625 1.709
STIMULATION 48 7.333 3.185
MANBEHAVIOR 48 13.500 5.885
TOTALYAY 48 27.458 8.622

Table 3.1: Descriptive Statistics regarding the variables in the study
For the section on caregiving skills, the total, perfect score was 12 points. However, the highest
score received was only 9 points and the lowest at 2 points. With regard to the manner of caregiving of
the nanny, the perfect score was at 18 points. The highest score received was 15 and the lowest was also
at 2 points. The total scores of the caregivers were ranked according to the amount of points they
received, one being in the higher level and three at a lower score.
Figure 3.1: Frequency count of scores received for the section on caregiving skills
Figure 3.2: Frequency count of scores received for the section on the stimulation provided by
the caregiver
The caregiving skills of the nanny included such categories as her education and experience.
There were questions asking the caregiver about her educational history including what degree she may
have completed in college. Also included in the caregiving skills was the training that the nanny may
have had such as seminars. It also included a question regarding her experience with regards to
caregiving. The results show that 85.4 percent or 41 out of 48 respondents have no education in
childcare, while 14.6 percent have an education or training. It also shows that 26 out of 48 respondents or
54.2 percent have no experience in childcare, while 45.8 percent have some experience.
36
Figure 3.3: Distribution of the educational history of the respondent
Figure 3.4: Distribution of the experience of respondents with regard to childcare
There were six variables that were correlated for this study. The following variables included
were labeled practice, skills, caregiving, manipulative behaviors, the total score of the nanny. The
variable titled practice represents the total score that the caregiver received for the two sections under the
caregiving skills that she possesses and the caregiving behaviors that she practices. Under the title skills
are the caregiving skills that the nanny has. The variable stimulation is the caregiving behavior or
stimulation that the nanny gives the child. The variable for manipulative behavior is the score for the
milestones that the child has received according to the observations of the caregivers. The total score of
the nanny is the cumulative points received for the entire test for caregivers.
The results for the surveys show that there are various correlations that can be made. The
caregiving skills of the nanny and the manipulative behavior of the child shows a low correlation value of
r(48)=0.135, p>.01. The stimulation that the caregiver provides is significantly related to the
manipulative behaviors of the child with a correlational value of r(48)=0.621. An examination between
the manipulative behaviors manifested by the child and the manner of caregiving that the nanny presents
revealed a positive correlation between the development of the child and the stimulation provided. The
Pearson’s correlational coefficient used in this analysis supported this observation r(48)=.597, p<.01. The
manner of caregiving presented by the nanny was taken from the total score of the caregiving skills and
the stimulation provided by the nanny. There is a negligible correlation of r(48)=0.059, p.0.05 between
the skills of the caregiver in relation to the manner of care and stimulation that she gives the child.
Correlations
SKILLS MANBEHAVIOR
SKILLS Pearson Correlation 1.000 .135
Sig. (2-tailed) . .359
N 48 48
MANBEHAVIOR Pearson Correlation .135 1.000
Sig. (2-tailed) .359 .
N 48 48
Table 3.2: Correlation between the skills of the caregiver and the manipulative behaviors manifested by
the child.
Correlations
STIMULATION MANBEHAVIOR
SKILLS Pearson Correlation 1.000 .621**
37
N 48 48
MANBEHAVIOR Pearson Correlation .621** 1.000
N 48 48
Table 3.3: Correlation between the stimulation provided by the caregiver and the manipulative behavior
manifested by the child
Correlations
MANBEHAVIOR PRACTICE
SKILLS Pearson Correlation 1.000 .597**
N 48 48
MANBEHAVIOR Pearson Correlation .597** 1.000
N 48 48
Table 3.4: Correlation between the manipulative behaviors of the child and the total manner of caregiving
presented by the nanny
The above correlations made are significant to the study. The first three correlations mentioned
above shows how the skills, the caregiving practices and the manipulative behaviors of the child are
related. The low correlation between the skills of the caregiver and the development of the child indicates
that there is no relationship between the caregiving skills that the nanny possesses and the development of
manipulative behaviors in the child. Thus, a nanny who is not professionally educated in caregiving will
not greatly affect the development of the child. The stimulation that she gives the child has a positive
effect of the development of manipulative behaviors. The total practice of the nanny including the skills
she possesses has an effect on the development of the child. Looking at the inferences made, the
caregiving practice of the nanny, which is manifested in the stimulation she provides the infant, has more
effects than the skills that she has.
38
The negligible correlation between the skills of the caregiver with the manner of care that she
gives means that if a caregiver does not possess admirable caregiving skills and training, it will not affect
the way she cares for a child. In contrast, this will also mean that a caregiver with all the desirable
recommendations, skills, and education will not guarantee a competent caregiver.
Correlations
SKILLS STIMULATION
SKILLS Pearson Correlation 1.000 .059
N 48 48
STIMULATION Pearson Correlation .059 1.000
N 48 48
Table 3.5: Correlation between the caregiving skills and the stimulation provided the caregiver
Discussion
The findings of the study show that there is a significant correlation between the total caregiving
behaviors of the nanny and the development of the child. The caregiving skills of the nanny have a low,
almost negligible connection with the way the child will grow. However, it is the correlation between the
stimulation that a caregiver provides and the development of the child that has the most notable
connection. It was also found that the correlation between the skills and the manner of care shown by the
nanny could be ignored.
Caregiving skills
Through the survey it was found that there are certain caregiving skills that the nanny may
possess. Included in these caregiving skills are the education she has received, the training, the
organization and the compassion she has for her ward. The results show that a lack of these skills will not
have any negative effects on the development of the child. There was a negligible correlation between the
caregiving skills of a nanny and the manipulative behavior manifested by the child. This may be possible
due to the fact that it is easier to learn through experience instead of in theory. Although a parent may
feel more secure in having a well-trained and educated nanny, it seems that there are other factors that
would help in the maximum development of the child.
Importance of stimulation
A review of the literature with regard to the development of children found that stimulation is the
key to growth. A central theme throughout development books is the need to stimulate an infant so that
they can master the developmental changes that they are experiencing (Gabbard, 2007; Bee, 1994;
Kaplan, 1998). In order to maximize the developmental capacity of the child, proper stimulation is
essential (Gabbard, 2007)). The results found that the stimulation provided by a caregiver is moderately
correlated to the milestones reached by the infant. This would mean that an infant who is properly
39
stimulated and guided by the caregiver would maximize his or her development. Therefore, a caregiver
who is trained through experience and practice is possible better than a caregiver who is trained by
theories.
Kinds of stimulation provided by the caregiver

The stimulation that the caregiver offers the child is in the form of reading, playing, talking, etc.
When the child is exposed to such elements while they are at their critical periods, then they learn better
(Montessori, 1997). If the caregiver is willing to allow the child proper stimulation and independence to
explore then the child will also develop faster (Lach, 1999). Examples of such behaviors are the
willingness of the nanny to allow the child to move about without her constantly tailing him. Studies
show that a child who is free to explore will be able to practice his or her manipulative skills (Kaplan,
1998; Berk, 2004). Thus, if the nanny is willing to let the child choose what he or she wants to do as long
as it is within the limits of safety, then the child will learn more.
A more concrete example of this is the fast pace of learning in infants. As the muscle
development of the infant progresses, he or she is able to see new points of view. From a lying position, a
baby is able to hold his head up, and then move his arms about, until finally he can walk. This is directly
related to the learning of the infant because of his ability to explore. In fact, it was noted this ability to
move about and maintain the body’s posture underlies all motor behaviors (Gabbard, 2007).
Consequently, the willingness of the caregiver to allow the child to explore greatly improves the
amount of learning. These are a part of the kind of stimulation that is provided by the caregiver that aids
the development of manipulative behaviors in the child. It was observed though by Mrs. Pangilinan that
many times nannies are apprehensive about giving their wards such freedom due to safety reasons. It is
obviously the responsibility of the caregiver to keep the child safe. Thus, they would rather not allow the
child to explore due to extended safety measures. The caregiver would not be to blame in instance like
this, but they should be given the confidence to allow the child some space. Safety precautions are
important but learning must not be traded for this.
Finding on the caregiving skills in relation to development

As found in the results, the caregiving skills of the nanny are not related to the development of
manipulative behaviors of the children in their care. An uneducated nanny will not hamper the growth of
the child. However, a nanny who does not properly stimulate the child may cause some developmental
delays (Montessori, 1995). The under educated caregivers that parents leave their children with are
usually guided by their instincts. Thus, experience is really the best teacher for these caregivers
(Pangilinan, personal communication, 2000).
Finding on the stimulation provided in relation to development

Obviously, no parent would want her child to be left in the care of a nanny who is practicing on
his or her children. Should emergencies arise, parents would like to be comfortable in the knowledge that
their children are under competent hands. This is when a college degree or at least some training in
caregiving is useful. It is assumed that better educated nannies will be able to cope with emergencies.
Most parents would want to raise competent, independent children. Thus, the growth of the child
is highly dependent on the various people he or she is exposed to. It is imperative that the child be
40
properly stimulated and exposed to positive elements so that he or she may maximize his or her
development. The caregiver has a large amount of impact on the child and must be properly trained
through experience and seminars so that she may better meet the needs of the dynamic, growing
individual that she is molding.
Summary, Conclusion, Recommendations

The study was undertaken in order to find the relationship of caregivers and the manipulative
development of children. Specifically, it aimed to find what kind of caregiving skills and stimulation did
a caregiver provide the child. The research assumed the position that a caregiver’s lack in education
would be correlated to the development of manipulative behavior. It also assumed that the manner of
caregiving or the amount of stimulation provided by the caregiver for the child would be related to the
rate of development of the child. Therefore, it was hypothesized that if a caregiver provided a fair
amount of stimulation, then the development of manipulative behaviors in the child would also be
maximized.
The findings show that caregivers truly lack any knowledge or proper education in childcare.
Many of them had no college degree and only a few had attended seminars in childcare. A good number
had only reached until Grade 6 and some other never finished high school. A great majority though had
learned to care for children through experience with their own children or with their younger relatives.
However, it was also found that the lack in caregiving skills did not adversely affect the development of
the child.
It was also discovered that caregivers provided a fair amount of stimulation for the child. Because
of this, it seems that they were able to help the child in mastering the necessary manipulative skills.
However, the child did not seem to be given enough help in learning about self-care. These results show
that the amount of stimulation given by a caregiver can affect the development of the child; therefore the
role of the caregiver must not be taken lightly.
It could then be concluded from these correlations that the caregiving styles of a nanny can have
some effects on the child. The aim of every parent is to raise a competent, exceptional child. All nannies
are a part of the growth and development of the child. They spend large bulks of time with the infant and
are thus highly influential.
This research found that caregiving skills are important for a nanny to possess. She will be a
more competent and efficient individual if she is trained in the field of childcare. However, this is not all
that a child needs out of a caregiver. She must also be comfortable in her position to allow the child to
grow on his or her own. The caregiver must also be knowledgeable enough to allow the child some
stimulation. This stimulation may come in the form of guidance and activities provided by the caregiver
or in the inherent desire of the child to explore and do things alone.
Manipulative behavior is especially impressionable by stimulation. In order for proper

development to occur a child must be given enough instances to practice and exercise the skills that he or
she has acquired. It may be sufficient for children to learn with basics but it would greatly maximize their
learning if they can be exposed to a large amount of experiences. The skills of the caregiver are
important but her caregiving practices are most significant in the total development of the child.
41
In order to replicate this study, there are several factors that should be improved. Although the
survey questionnaire was sufficient, it could have included more specific questions. The portion
regarding the skills of the caregiver could be lengthened to include such ideas as the knowledge of the
caregiver in the developmental processes a child undergoes. More specific questions would also allow the
researcher more instances to correlate so that the total effects of the caregivers will be included.
It seems that the survey questionnaire for nannies was slightly long. The participants were
having some difficulty in understanding the questions. They also took a long time to complete the survey,
sometimes taking as long as 30 minutes. Some questions were also not properly stated causing the
participants to give a vast array of different answers. It would help to improve the questionnaire by
increasing the number of yes-no questions, which are easier for the participants to understand.
It should also be noted that the questionnaire was the made by the researcher. Most of the items
in the questionnaire were based on the developmental milestones expected of children between birth to
two years old. However, the questionnaire was not tested for reliability or validity.
The findings on this research would be most beneficial for parents. This would allow them to be
more diligent in training their caregivers. It seems that the experience of the caregiver in child rearing is
the greatest element that affects the development of the child. Therefore, it would help if the parents
continue to be a part of the caregiving administered by the nanny. Open communication between the two
parties would help them in supporting one another for the greater benefit of the child.
Another institution that would benefit from this study are the childcare providers. If they know
more about what aids in the development of children then they can better serve their needs. Aside from
this, the significance of the caregiver in the life of the child should spur childcare providers to give
seminars for the nannies. This should help childcare providers see that the partnership in raising a child is
between the parents, the teachers, and the nannies.
Lastly, the greatest beneficiary of these findings are the children themselves. By allowing the
child enough support in their learning abilities they will grow into independent adults who can be an
advantage to the society. When children are given the chance to do things on their own they will be able
to hone their manipulative skills. If the caregiver understands the developmental process of the child, the
nanny will be able to teach the child with patience and understanding. When the caregiver understands
the amount of influence that she has on a child then she will also be able to respect her position more and
be serious about her job. Consequently, this will promote the positive attitude and growth of the child.
The field of developmental psychology can also benefit from this study. Researchers will
discover the vast amount of influence of the caregiver, which has been overlooked. They can go into
further detail about the other influence of a caregiver on the child such as the socialization process, the
development of the intellect, and the effect on attachment of the parent and child.
42
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Association.
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caregiving. Early Childhood Research Quarterly, 11, 269-306.doi:10.1016/S0885-
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what_nannies_do.htm. (2010).
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mts/sensor/intro.htm. (2010).
45
The Effects of Ergogenic Music on Mood and Weight Loss Behavior
Dave James Patrick G. Sbaïz

October, 2010
Abstract
This paper explores the effect of ergogenic music and weight loss behavior and
mood. Using a quasi-experimental one group pretest-post test design, eight (N=8)
male gym members with mean age of 35.75 yrs old participated in month long
study. The Goldberg mood test was used as both pre test and post test measures
for mood while the length of time on a treadmill machine indicated weight loss
behavior. Ergogenic music was provided through a prepared music playlist
delivered via an mp3 player. Results indicated through the Wilcoxon Signed
Ranks Test that there significant differences in length of time working out (Z=-
2.21,p<0.05) depending on the presence or absence of ergogenic music. The
effect of music towards the participant’s mood on their workout showed that the
experimental conditions did not have a significant impact throughout the course
of the experiment (Z=-1.49, p>.05).
Many people try numerous ways to try to lose weight but what most people don’t try is to
set their minds into what they’re doing. Most of these people tried numerous products like from
home shopping, extreme dieting, and inconsistent vigorous workout yet little do these people
know that it takes determination to achieve any desired goal. A lot of this is affected by their
mood towards losing weight.
As of 2006, twenty four (24) out of a hundred (100) Filipinos are overweight or obese
and is (Gatbonton MD, 2006) that is why many popular health exercises like walking, aerobics,
running, jogging, bicycling, yoga, and pilates are being promoted yet little empirical data is
available to support the claims. The problem with these forms of exercises is that repetition is
required almost daily to achieve desired physique. In this study, the researcher would like to
figure out if music can aid people in inputting more time doing their exercise routines.
Figure 1. Framework
In this diagram, ergogenic music or music that has a tendency to increase work output
(Karageorghis, 2008) is viewed as an independent variable in affecting both weight loss behavior
and mood toward weight loss. Music is believed to have the capacity to capture attention, lift
46
spirits, generate emotion, change or regulate mood, evoke memories, increase work output,
reduce inhibitions, and encourage rhythmic movement – all which have potential applications in
sport and exercise (Karageorghis, Terry, 2000). Another possibility suggested by previous
studies on this effect is the potency of music to decreases one’s view on effort (Karageorghis,
2008) hence, alter mood and improve weight loss behavior.
The purpose of the study is to investigate the effects of ergogenic music on mood and
weight losing behavior. Specifically, the study attempts to answer the following research
problems: “What is the level of mood of the participants before their exposure to ergogenic
music? What is the level of weight loss behavior (amount of time they spend in the treadmill)
before their exposure to ergogenic music? What is the level of mood of the participants after
their exposure to ergogenic music? What is the amount of time spent in the treadmill after their
exposure to ergogenic music? Is there a significant difference in mood before and after exposure
to ergogenic music? Is there a significant difference in length of time spent before and after
exposure to ergogenic music?
Weight Loss Behavior
Weight loss behavior is a term established by the researcher which refers to how a person
perceives themselves in trying to do cardio work out which is not to be confused with the term
behavioral weight loss. It is different from behavioral weight loss because weight loss behavior
is how a person’s current state of performance towards losing weight while in behavioral weight
loss, it is an intervention wherein programs for diets and exercise routines are taken into the
highest considerations to treat diabetic patients (Smith & Wing, 2000). Cardiovascular exercises
that were formed that focuses on cardio work out or cardiovascular workouts are a workout
routine that elevate a person’s heart working rate and keep it up for a certain period of time
(Ogle, 2009). This kind of exercise involves large muscles such as the legs as cardio exercises
makes oxygen deliver straight to that muscle allowing steady intensity that won’t make the
person over do it (Cole, 2003). Benefits of this form of exercise is that it makes the individual’s
heart stronger, it heightens metabolism, it burns calories, reduces stress, promulgates restful
sleep, and strengthens lungs and its capacity (Ogle, 2009). Though there is no best cardio
exercise out there, it really depends on how a person enjoys his workout (Waehner, 2010). To get
best results in doing cardiovascular workout is approximately thirty (30) to sixty (60) minutes on
most days of the week though doing too much cardio isn’t a good thing because it can backfire
(Waehner, 2010). Like economics, working out has diminishing returns as well.
Working out
As most physicians and weight management specialists would say that working out
surely isn’t enough without proper diet but most people are frustrated to be motivated to do lose
the weight they have longing to get rid of (Chhoda, 2007). Though many people have done many
things to lose weight, there is no other concrete solution than to exercise more and watch what
goes in your mouth. What a person eats and the quantity can be considered as a factor. Studies
show that a variety of food such as protein, carbohydrates, and fats, though too much of these
can put a toll on achieving desired physique, actually are tools in maintaining chemical balances
47
in a person’s body (Johnson, 2010). Now numerous studies under sport psychology has been
conducted and are being conducted to help keep people motivated in making that little step
towards their desired weight loss(Karageorghis, 2007).
Mood toward weight loss
A study has been conducted on how weight loss can aggravate a mood of an individual
who is undergoing depression(Wadden, 2009). Mood was taken into consideration in this study
because it affects one’s weight loss routine (Johnson, 2010). This means that mood plays a major
role because it can make a person lose the weight rapidly. Mood can also affect weight loss
because aside from the fact that an individual can exert more effort in their workout routines, it
also affects a person’s food intake (Hall, 2001).
Studies show that people undergoing depression have higher chances of improving in
terms of their mood while undergoing weight loss (Wadden, 2009) thus leaving the researcher
room to include mood as a variable allowing an allotment to examine the effect of weight loss
behavior on an individual’s mood.
Music
In this study, the researcher made use of music as a motivational tool in making the hard
work more sustainable and endurable. People say that music is an ergogenic aid towards
extraneous activities. Now the problem is that can music really be helpful in motivating people
towards their workout routines on the treadmill? With this study, the researcher proposes to
examine the ergogenic effects of music in exercise. Previous researches has consistently shown
that synchronous music puts out significant ergogenic effects with participants who are not
highly trained physically meaning that the participants chosen in Dr. Karageorghis’ study are
people who are not that athletic (Karageorghis et.al. 2009).
Anyone who has ever watched a great movie knows that the soundtrack really sets the
mood and taps into one's emotions (Nichols, 2008). When a person works out listening to his or
her so called 'power song,' research shows that a rush of energy and momentum comes creating a
push for people to raise the bar when working out (Nichols, 2008). The music is said to be
powerful and with that, the right music for one's workout routine keep's one excited and
motivated to work hard during an exercise session, and it is called Playlist Fixation(Nichols,
2008). Studies have shown that listening to music during exercise can improve results, both in
terms of being a motivator and as a distraction from negatives like fatigue (Kurtz, 2008).
Music is said to be a great way to regulate one’s mood, which can escalate one’s positive
feelings towards doing physical activities such as excitement, vigor, and happiness
(Karageorghis, 2010). Music has the capacity to capture attention, lift spirits, generate emotion,
change or regulate mood, evoke memories, increase work output, reduce inhibitions, and
encourage rhythmic movement – all that have potential applications in sport and exercise
(Karageorghis, Terry, 2000). Music is also a source of motivation and inspiration that is much
valued within the realms of sport exercise.
Music is also said to be a source of inspiration enlightenment, and motivation which is
taken with high regards within the realms of physical activities such as sports and exercising
(Karageorghis, 2005). One real fact about how music aids in inducing positive outputs is
HaileGebrselassie, who holds the world record for winning the Berlin Marathon in a span of
2:04:59, breaking his old record by twenty-seven (27) seconds while playing the rhythmic pop
song, Scatman (Karageorghis, 1998).
Ergogenic Music
48
In past studies conducted regarding how music have ergogenic effects, subjects should
somewhat be controlled in a laboratory environment (Karageorghis, and Jones 2000; Atkinson et
al., 2004).
Music that would motivate people to push the envelope were songs that have greater than
a hundred and twenty (120) beats per minute (Karageorghis, 1999). The synchronization between
the tempo and the movement of any exercise when matched can bring about tremendous result
that regulates movement and oxygen the body requires (Karageorghis, 1997). Given that, the
body utilizes less energy with the same amount of work (Karageorghis, 2010).
The advantageous effect of applying music in exercise perspective has a long account and
a strong instinctive plea (Karageorghis, 2007). Music has the competence to grab awareness,
haul up emotional state, engender emotion, regulate mood, call to mind memories, raise exertion
productivity, lessen self-consciousness, and hearten cadence movement(Karageorghis, 2007).
In the researcher’s study, two types of music was used, namely, synchronous and
asynchronous music. Asynchronous use of music takes place when there is no mindful
coordination between a person’s movement and music tempo (Karageorghis, 2007). This type of
music will be used on two participants in the study. This will be used because it is a factor in the
researcher’s study because of it suggests that there might be a stronger preference for someone
who likes fast tempo music while engaging in any physical activity.
Methodology
Research Design
The study implemented a quasi-experimental one-group pretest-post test design. Though
a more rigid and controlled conditions of a two independent group design is desirable, it was not
feasible at the time of the study. Though weight loss activities are popular and trendy, many
individuals are not so keen in publicly declaring that they are working out in order to lose
weight. The researcher realized this on the onset of the study with the difficulty in recruiting
participants and gaining full cooperation from the fitness gym management.
In order to control for practice effects, A-B-B-A paradigm was used wherein A is the
presence of music and B is the absence of music. The researcher alternated the exposure of
participants to the independent variable.
Participants
Initially, the researcher personally approached around 20 members of the Fitness First-
Westgate gym and invited them to participate in the research. Except for eight (8) individuals,
most of them refused to participate given various reasons like time constraints or lack of interest.
The researcher conveniently selected these eight (8) members of the fitness club. Participants
were all male with age ranging from 21 to 47 years old with a mean age of 35.75 yrs.
Participants were all first time members of the gym. Their experience in exercising using the
treadmill machine varied from no experience to some familiarity.
Materials
To measure weight loss behavior, the total time (in minutes) continuously spent on a
treadmill machine was used. Eight technogym EXCITE™ Jog treadmill was used in the study,
which is a low deck design treadmill, found in every Fitness First club. All the machines used in
49
the study are found in the cinefit facility of the gym. This is a secluded room for clients who
wish to workout in private.
The researcher used an iPod wherein two playlists were created; namely, playlist A and
B. Both playlist comprises of three (3) songs. The playlist used includes songs ‘Like Nobody’s
Watching’ by Jackie Boyz, ‘California Gurls’ by Katy Perry featuring Snoop Dogg, and
‘Dynamite’ by Taio Cruz werre in Playlist A. These songs were chosen because for participant’s
who prefer modern music. The BPM or beats per minute of the songs for playlist A are 122, 130,
and 120 respectively. In playlist B the songs listed were ‘Eye of the Tiger’ by Survivor, ‘Its
Long Way to the Top’ by AC/DC, and ‘Hit Me with your Best Shot’ by Pat Benatar. These songs
were selected for participants who do not prefer modern music. The BPM or beats per minute of
the songs for playlist B are 130, 137, and 124 respectively.
The last of the materials used in the study is a 15 item Goldberg mood test. The Goldberg
mood test has a series of questions that would measure one’s mood towards an activity an
individual had done. It uses a five point Likert type format scale. Scores range from 1 to 5.
Lower scores (1 to 2) indicate positive mood while moderate score (3) indicate average mood
and high scores (4 to 5) are interpreted as negative mood.
Procedure
On the first day of the experiment, the researcher met the four members of the A-B group
on four different occasions within the day. The researcher gave the participants a briefing on
what the study is all about giving emphasis that the study is about how music affects workout
and their mood. After which, the researcher gave each participant the researcher’s iPod and had
them listen to the ergogenic music. Soon after, the researcher requested them to answer the
Goldberg mood test. After two days, the researcher observed them and had them listen to music.
After another two days, the researcher asked them to do their work out without music and had
them answer the Goldberg mood test.
For the B-A groups first day, the researcher met them in one day on different occasions
and gave them a briefing on the study being conducted. After this, they were asked to work out
and had requested them to fill out the Goldberg mood test after their work out. After two days,
the researcher observed the participants and discussed to them that they will be presented with
music on the succeeding days. After another two days, the researcher gave the iPod with the
ergogenic music and had them work out and requested them to fill out the Goldberg mood test
again. The participants were debriefed and the researcher explained on how the data will be used
in the study.
Data Analysis
Data for the study were tabulated and analyzed using descriptive statistics like mean and
standard deviation. For comparison of the means of the participants, both graphical analysis and
a non parametric statistic (Wilcoxon Signed Ranks Test) were utilized.
Results and Discussion

The comparison of the different mood scores of the participants reveal a non significant
difference in mood before and after exposure to ergogenic music ( Z=-1.49,p>.05) based on the
Wilcoxon Signed Ranks Test.
50
The graph below indicates the different mood scores of the participants throughout the
duration of the study. Mood scores for sessions 1 and 4 were measured while the participants
were exposed to ergogenic music. Sessions 2 and 3 were measured without the ergogenic music.
Figure 2. Graph illustrating the mood of A-B and B-A group.
There are two participants (AB4 & AB3) from the A-B group that showed desirable
results wherein their mood changed from where they were presented with ergogenic music until
the removal of it. Taking note that the scoring is reversed, the two participants of the A-B group
showed that from a positive mood when they were presented with music, and from there when
music was taken away, their mood dropped. In this group, there were two members who
somehow had an opposite direction compared to the other two. Based on observation, the two
participants did not take the mood test that seriously wherein they inputted a lower denomination
on the before basis and higher on the after basis of the mood test compared to the other two
members of the A-B group. This shows the participants disposition on the way the answered the
mood test.
With the B-A group, there were two participants that showed desirable results wherein
from the absence of music to the presence of music, it showed how much there mood has
changed from not so positive to positive. This proves that ergogenic music has an effect towards
an individual’s mood toward weight loss. However, there are two members of the B-A group
who had no effect on whether they were presented with music or not. Base on observation, the
participants read each statement of the mood test.
The mean mood for Group A-B with exposure of music is M=9, SD=4.89on the
Goldberg mood test. Their mood without exposure to ergogenic music has a Mean of 13.25 and
SD=7.58. The mood for Group B-A with exposure to music is M=15 points, and SD=7.78 points.
While their mood without ergogenic music is M=19.25, SD of=6.70. Since lower mood scores
indicate positive moods, the data shows that moods of participants are actually better without the
ergogenic music.
In the data above shows the mean of the result of the Goldberg mood test. Though the
value may seem that the pre test is lower than the post test, it’s actually the other way around.
Meaning that the higher the values that the participants inputted, the lower there score actually is.
The participants were biased by the fact that they were chosen to be in the researcher’s study.
They were biased in a way that they just want to present a score that would be higher on the post
test and lower on the pre test thinking that the results would be of significance to the researcher.
Figure 3. Mean Mood Scores per session

51
The graph below indicates the different time (in minutes) of the participants throughout
the duration of the study. Treadmill times for sessions 1 and 4 were measured while the
participants were exposed to ergogenic music. Sessions 2 and 3 were measured without the
ergogenic music.
Figure 4. Time spent on treadmill per participant
The comparison of the time spent on the treadmill machine by the participant shows
significant differences in time spent before and after exposure to ergogenic music (Z=-2.214,
p<.05). The direction of the difference in scores suggests that the differences in time spent on the
treadmill are due to practice effects. Participant’s time on the treadmill increased regardless of
whether there was music or not.
Here, results show that the B-A group or the group that the experiment without music
showed that they spent more time on the treadmill than the A-B group. Therefore, the A-B group
which is the group that was exposed to music first showed that they lost their momentum when
music was removed. This implicates that A-B group can have a higher quantity of input in time
when they are tuned to ergogenic music.
As shown by the graph below, the time for the A-B group with their exposure to music
has a mean of M=10.25 minutes and SD=0.5 minute. The amount of time spent on the treadmill
by the A-B group without their exposure to music is longer (M=13,SD=2.44).
The average time for the B-A group with exposure to music is M=13.67 minutes and
SD=6.0553. This is longer than the average time without exposure to music (M=4.33, SD=4.5).
Figure 5. Mean Time spent on treadmill
In the current study, there were contradicting results between the participant’s time
inputted on the treadmill during their exposure to ergogenic music and the results of the
Goldberg mood test. The results indicated that the test wasn’t taken seriously due to the fact that
bias was present when the participants learned that the study conducted was for the purpose of
partial fulfillment of the requirements for the researcher’s undergraduate degree.
The main aim of the current study was to investigate the effects of ergogenic music on
mood and weight losing behavior. Upon initial examination of the results, it was evident that all
eight (8) participants were scoring higher on the after basis of the mood test. Based on
observation, all eight (8) participants were doing this to show that there is evidence of weight
loss behavior but base on statistical results, their mood showed no significance wherein
52
Based on the results, both A-B and B-A group showed that during their exposure to
ergogenic music they showed that they were more in to their workout routines based on the
researcher’s observation than when music was taken away in one part of the experiment. This
means that the presence of music can somewhat be an ergogenic aid towards extraneous
activities (Karageorghis, 2009). This means that music can make a person’s workout more
bearable and more doable. The presence of music basically motivated the researcher’s
participants to make the once five minute workout and double it with the help of music
(Karageorgis, 1999).
The results of both group showed that with the presence of music, their time spent on the
treadmill was longer though the results for the Goldberg mood test on group A-B showed
otherwise. This shows that the level of the mood of the participants before and after their
exposure to ergogenic music was insignificant due to the fact that the participants didn’t answer
the Goldberg mood test honestly. Meaning that when the participants answered the mood test
they believed that the higher the denomination they chose, the higher they think there mood was
without considering the fact that reversed scoring was used. This shows that the participants did
not take the test seriously without considering understanding the questions.
Conclusion and Recommendations

Although the mood test answered by the participants showed insignificant results the time
inputted during the participants exposure to music and to when the participants were not listening
to the music showed significance. This is brought about by the fact that out of eight (8)
participants, only four (4) of them did well on the experiment while one (1) pair on the A-B
group answered the before phase of the mood test with a higher denomination thinking that it
would benefit the researcher, yet little do they know that the mood test’s scoring is reversed. The
other two (2) from the B-A group have had no evident change when both music was present or
removed. The scores of the mentioned four (4) who had low scores and had no change yielded
the value of insignificance in terms of measuring if mood would have an when presented with
music.
For future studies in this area wherein one is to promote the social and health benefits of
exercise through ergogenic music one should give high regards to the participant’s disposition
regarding how tests should be scored. Once issue is resolved, it would be better if a researcher
would assign a confederate such as a gym instructor or physical therapist in a gym setting to
avoid the same problem that the researcher experience through the course of this study. In
addition, this study is really recommended for a long term basis to validate if ergogenic music
would really give a positive effect towards losing weight by presenting evidence of change in
body mass index.
53
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Factors Affecting Customer Service Representatives’ Retention and
Separation from the Call Center Industry in Relation to Herzberg’s Two
Factor Theory
By Julia Angela S. Soriano

October, 2010
This is a qualitative study summarizing the major factors presently affecting

retention and separation of customer service representative from the call center
industry. The study aimed to answer whether motivator needs, as defined by
Frederick Herzberg’s Two-Factor Theory, acts as pull factors that influenced their
decision to stay in the company. It also explored whether factors which Herzberg
identified as hygiene needs, acts as push factors which made these employees
leave their jobs. The respondents composed of ten call center team leaders (N=10)
who have been in the said position for at least a year at top call center companies.
A structured interview was used to gather data on their experiences and
observations regarding why in-bound customer service representatives stay or
leave the industry. Answers were analyzed using simple descriptive statistics like
frequency and mean to reveal common trends. Results showed that factors
affecting employee retention and separation that team leaders identified were not
limited to motivator and hygiene needs, respectively. The major reasons of
customer service representative for staying in the job were largely influenced first
by salary, then by competitive benefits. A good working relationship with their
team leaders and peers was also seen by employees as the third most important
factor in making them stay in the company. Recognition and career advancement
was also noted as the fourth and fifth top factor affecting retention. The most
important factor affecting the latter’s decision to leave their jobs is also salary.
Career advancement was also a major reason for separation. Relationship with
peers, personal life and dissatisfaction with company policies also affect
employee separation.
___________________________________________________________________________
There has been so much hype regarding the budding new industry called Call Center
Industry, now evolving as the Contact Center Industry or the Business Process Outsourcing
(BPO) industry. The Internet is calling it a phenomenal industry, newspapers banner it as the
trend of the future, and even our government is giving heads to it as the economic savior giving
thousands of new jobs to fill with unemployed Filipinos. If you can speak good English (or any
other widely used language), great in problem solving, maintains good customer relations; you
57
will be more than welcome to apply. Thus, the BPO sector is still growing briskly after its recent
popularity in the country.
According to the National Statistics Office (2010), the average unemployement rate in
the Philippines is at an all time high at an average of 6.9% nationally. More so, the Bureau of
Labor and Employment Statistics (2010) say that the highest unemployement rate regionally is in
the National Capital Region being at 10.8%. Due to the high unemployment rate and the sluggish
economy, career shifters, laid-off workers, new graduates and other new entrants to the labor
force are grateful for the presence of call centers budding everywhere. Call centers take no
discrimination and take in thousands of them at a time, regardless of age, gender, physical
appearance, and even educational attainment. There is such a vast labor pool for call center
applicants that the problem is not finding agents, it’s keeping them. This problem has become
well apparent with all the news and studies of unbelievably high turnover of customer service
representatives, otherwise known as CSRs or call center agents.
The BPO industry has often been viewed as a modern dead-end job. Jobs in call centers
are seen as an expression of advanced Taylorism (Murray et.al., 2004; Townsend, 2007). It has
been characterized as dead-end, with low complexity, low control, repetition, and routineness.
Call centers have been very much identified as a stressful place to work (Peaucelle2000;
Ruyteret.al, 2001). Though this view of the industry seemingly continues to improve with the
advent of its growth over the recent years, the average call center rapidly burns out call center
agents through nonstop, repetitive, dead-end work. Employees are continually monitored and
pushed for greater performance; causing call center agents to go in, out and about the industry
having a seemingly small fraction of them lasting in the job.
Top management of the fastest growing companies around the world overwhelmingly
cite retention of key workers as the most critical factor of their corporate planning for the years
ahead. Similarly, the number one priority on the HR agenda is still to attract and retain key talent
(Towers Perrin, 2004). So now the urgency for HR professionals everywhere is to focus more
attention and energy on retaining talented employees and keeping them actively engaged in their
work.
According to Anthony Sork (2006), an International HR & Employee Engagement
Specialist:
“Critical to all businesses in the modern age is the strategic human capital
challenge of finding and keeping the best talent in the market... Senior business
leaders have listed employee attraction, recruitment and retention as being in
their top business challenges and of the highest priority for HR.”
It would be critical to note that every failed hire represents money down the drain in any
industry, but particularly in the BPO sector. Not only are these employees hurting themselves,
they are hurting the company. When CSRs leave, they take with them intellectual property they
gained while training and working in the company, relationships they have developed with their
clients, investments (in both time and money), an occasional employee or two, and overall a big
chunk of the company’s future. “Employee departures cost company time, money, and other
resources.” (Allan, 2008) That is the reason why this study provides a timely list of reasons why
CSRs would retain or separate from a company. If management and HR could determine the said
reasons, then these reasons can be maintained, improved or removed to foster the best working
environment for the employees and the best results for their business.
The following are the objectives of the study:
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1. The study aimed to specify leading factors for CSR separation in the call center
industry and it’s relation to Herzberg’s hygiene needs.
2. The study also aimed to specify the leading factors for CSR retention in the call
center industry and it’s relation to Herzberg’s motivational needs.
3. Finally, identify factors that can improve the current working condition of the call
center industry to help in the retention of its agents.
The results should be a timely instrument for human resource departments and call center
organizations to use for job enrichment as defined by Herzberg. This should determine factors
that currently affect CSRs to stay or leave a call center company
Theoretical Framework
In 1957, Frederick Herzberg took an approach to examining motivation and its link to job
performance. The respondents were asked to report the times they felt exceptionally good and
exceptionally bad about their jobs. Herzberg, Mausner&Snyderman(1992) noted that the
respondents identified different things during those times – one that diminish discomfort and
another that maximise potential. Herzberg developed from this study the Two-Factor theory, also
known as the Motivator-Hygiene theory, which enumerates factors that the employee
experiences in the workplace and portrays these different factors as primary causes of job
satisfaction and job dissatisfaction.
According to this theory, hygiene factors (also called as maintenance factors or
dissatisfiers) are sources of job dissatisfaction, because they must not be ignored but maintained.
These factors are associated with the job context or work conditions; that is, they relate more to
the environment in which people work. Variables given by Herzberg include organizational
policies, administration or quality of supervision, base wage or salary, relationship with peers,
status, security and personal life. (Herzberg et al, 1992)
To improve job satisfaction, the theory directs attention to an entirely different set of
factors – the motivator factors (also called as satisfiers). These factors are related to job content;
that is, what people actually do in their work. The variables given by Herzberg (1992) include
achievement, recognition, work itself, responsibility, advancement and growth.
According to this theory, “the opposite of satisfaction is not dissatisfaction, but rather, no
satisfaction.” and “the opposite of dissatisfaction is no dissatisfaction.” At first glance this
division of factors may just seem like a play on words. Herzberg argued that there are two
distinct human needs that the classification displays. First, there are the primary physiological
needs that should be fulfilled first, by money for example, to pay for food and housing. This is an
example of a hygiene factor which should always be maintained to keep employees from getting
job dissatisfaction. Second, there is the psychological need to achieve and grow; these are the
factors that pertain as motivator factors, which when met produces job satisfaction. (Herzberg et
al, 1992)
Figure 1: The relation of Herzberg’s Two Factor Theory to Employee Separation and Retention
59
Taking into account Herzberg’s separate view of the pull and push factors for employees,
this study takes the same view. Motivator factors are the psychological needs, which if fulfilled
will pull the employee to satisfaction, and more likely to retention. On a totally different
dimension, hygiene factors are the primary physiological needs, which if not fulfilled will push
the employee to dissatisfaction and, likewise, more likely to separation
Employee Retention and Separation

Before we begin to discuss the Two-Factor theory and its possible relation to retention
and separation of employees, it would only be natural to ask, what is retention? There is no
secret code or formula that precisely defines “employee retention.” It has become different things
to different employers and employees over the course of time. The researcher thinks that the best
way to describe this is to describe its opposite – separation.
Separations can take one of the following four forms (Allan, 2008; DHRM, 2006;
Evangelista et.al, 2005; De Leon, 1993). In no particular order, there is the employee layoff. This
separation occurs when an employee separation is initiated by the employer due to several
factors affecting the organization or company making it no longer fit to maintain the employee/s.
There is also resignation which occurs when an employee voluntarily decides to end his
employment with an organization or company due to personal reasons. On the other hand,
retirement occurs when an employee resigns after satisfying certain conditions of the law or
previous agreement with the employer. Lastly there is the termination, which occurs when an
employer permanently puts an end to employer-employee relationship usually due to negative
factors caused by the employee. By whatever name or form, separation is one of the most
significant causes of declining productivity and sagging morale in both the public and private
sectors (Abbasi&Hollman, 2000).
Separation is a huge factor especially for supervisor because it disrupts normal operations
and lower productivity. It’s a significant drain on the company budget because it necessitates the
costly selection, hiring and training of replacements. Plus not to mention, the rigorous effort
exerted in regaining lost business contacts and customer relationships.
Going back to retention, employee retention is accomplished if any kind of separation is
prevented from happening. In other words, retention involves taking measures to encourage
productive employees to remain in the organization for the maximum period of time. Sufficient
studies should be done regarding improving employee satisfaction since the separation of
employees can have multiple negative outcomes for the company. HR personnels and managers
alike should be greatly concerned about retentions.
As might be expected, higher job satisfaction is associated with higher retention and
lower separation (Sanchez &Berin, 1997). Most satisfied employees are less likely to think about
quitting, searching for a new job, or announcing their intention to quit, and thus are more likely
to stay with their employer longer. The opposite have been found true likewise. Lower job
satisfaction is associated with lower retention and higher separation (Sanchez &Berin, 1997).
It is invaluable that organizations, particularly the HR department, should show constant
concern for satisfaction and dissatisfaction which ultimately affects the retention and separation
of employees. “Research shows how workers’ values can change dramatically from one
60
generation to the next” (Schultz & Schultz, 2002). The authors continued saying, “the values and
goals workers cherish most highly will define the factors that will motivate them at work and the
aspects of the job that will bring them satisfaction. For this reason then, organizations must be
sensitive to these changing values.”
In the relation of this study’s theoretical framework and Herzberg’s theory, that remains
to be validated. The Two-Factor theory has been noted to be widely controversial (Schultz &
Schultz, 2002). Although it has been influential in the world of work and has led to the redesign
of many jobs, it has also been criticized. Research by industrial psychologists both supports and
contradicts the theory. (Maidani, 1991; Iiacquaet.al, 1995; Evangelista, Andres, & De Jose,
2005) Many criticize it as being method bound. This is a serious criticism, for the scientific
approach requires that theories be verifiable under different research methods.
Studies on Factors Addressed by Herzberg’s Two Factor Theory
In 2009, Society for Human Resource Management (SHRM) conducted their annual Job
Satisfaction Survey with a sample of both employees and HR professionals. The researcher
shares their belief that “this knowledge helps HR professionals better understand and appreciate
employee preferences when developing programs and policies that can influence employee
satisfaction.”
The objectives of the study focused on the Job Satisfaction Aspects in Order of
Importance to Employees and the result for the top five important aspects were found to be: (1)
Job Security, (2) Benefits, (3) Compensation/Pay, (4) Opportunities to Use Skills/Abilities and
(5) Feeling Safe in the Work Environment (SHRM, 2009).
Also according to the study, employees have selected job security for the third
consecutive year as the most important aspect of their job satisfaction (SHRM, 2010). Due
largely to the worldwide recession and unstable economy, respondents from their different
constituents seek stability in their jobs. Moreover, benefits did not make the top five list for HR
professionals until 2002, but since then it placed third or fourth for HR professionals every year
the survey has been conducted. For the first time in 2009, benefits have been regarded by HR
professionals as the second most important contributing factor for job satisfaction.
Another study has shown that the kind of work itself has no bearing on the satisfaction of
employees. According to Villena (2010), “work classification has no significant difference on the
level of job satisfaction.”
In a study conducted by Venturina (2010) on two hundred twenty seven (227) career and
non-career employees of the Philippine Senate, compensation and benefits is found to be most
effective tools used by the human resource department.
“The main reason for resignation is compensation,” Basiman noted in 2009. Another
finding of her study states that, “the main reason for dissatisfaction with the HR prevailing
practices in the company is Ineffective HR System.” (Basiman, 2009) This ineffectiveness in the
HR included dissatisfaction in company policies.
Research on HR practices and team leader support has demonstrated that they can have a
positive effect on employee wellbeing. A survey of five hundred and fifty-seven (557) customer
service representatives examined their professional relationship within the company and the
results demonstrated that the factors most highly associated with wellbeing included a supportive
team leader. “Social support from team leaders has been linked to job satisfaction.” (Holman,
2002)
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In addition, studies have shown that job insecurity among employees leads to job
dissatisfaction (Probst& Brubaker, 2001). Employees with perceptions of low job security are
more likely to engage in work withdrawal behaviors (Probst, 1999) and report lower
organizational commitment (Probst& Brubaker, 2001); that is, a factor that often leads to job
separation.
According to Luthans, there is a very simple and effective tool in encouraging employee
performance; unfortunately it is often overlooked. This is recognition. “There is evidence that
employee recognition should be given more attention by leaders as they attempt to meet the
retention and productivity challenges facing today's organizations.” (Luthans, 2000)
In 1991, Maidani conducted a comparative study job satisfaction among public and
private sectors base on Herzberg theory. His study reported that, “the satisfaction of employees
in both sectors was not attributable to hygiene factors.” This supports Herzberg’s theory that job
satisfaction is attributed to motivator factors. Dr. Maidani further stated that overall; Herzberg
set forth a two-factor theory of job satisfaction, based on extensive empirical investigation,
which continues to receive both widespread support and criticism.
Synthesis
It is the researcher’s best intention to identify the major factors affecting the retention and
separation of CSRs today. If the industry knows these factors, then it will certainly be much
easier to maintain, improve or remove them.
To gain a holistic view of all the factors that affect the job context and job content of
working as a customer service representative, it has been researcher’s prognosis to use the
elaborate and detailed factors that Herzberg identified in his theory. The study related satisfiers,
or motivator factors, as pull factors which when accomplished should promote retention in the
employee. Just the same, dissatisfiers, or hygiene factors, are related as push factors which when
not maintained should be affecting the CSRs’ cause for separation.
The literature on the topic of different factors affecting employee satisfaction varies in
agreement with this paper’s framework. Studies on motivator factors note that SHRM (2009),
Venturina (2010), and Holman (2002) disagrees, but Luthans (2000) agrees and fit in the
proposed framework. On the other hand, studies on hygiene factors also notes research that agree
(Basiman, 2009; Probst& Brubaker, 2001) and research that disagree (Villena, 2010).
Methodology
Design
Qualitative design was used for this study in order to gain a better perspective of the
factors that affect CSRs using Herzberg’s Two-Factor Theory and how this theory is applicable
to employee retention and separation. Conducting a qualitative report attempts to cover as much
grounds as possible compared to the limitation of a structured quantitative study. Much of the
valuable information for this report was gathered from the team leaders, who have been with the
company for at least a year in the said position. By gathering and summarizing their expert
observations, this study has arrived at conclusions regarding the current trends of employee
retention and separation for CSRs in the BPO industry.
Respondents
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There were ten current call center team leaders (N=10) participated for this report
through purposive sampling. The minimum requirement for a respondent was that they are
employed in an established call center company and have been a team leader for at least a year.
Majority of the respondents are contacts or referred by other, non-respondent contacts of the
researcher. They all have a minimum of one year experience, ranging from one to three years,
from top call center companies within the Alabang area with their current position for in-bound
accounts. There were four females and six males, with ages ranging from twenty-two to thirty
years old. All the respondents have undergraduate degrees. The study maintains that they are
good source for data for gaining the industry and company know-how through their time of
service and growth in that particular field.
Most call center companies maintain in-house promotion. They seldom offer openings for
managerial positions, or TL positions; instead CSRs that show exemplary skills and knowledge
in their position and possess requirements for TL position get promoted. Base on their growth
and experience with the call center industry, one-on-one interviews with the TLs has been
conducted with their verbal consent. They have been interviewed during the time most
convenient for them without any time limit to avoid any extraneous variable and explore as much
detail of their answers as possible.
Instruments
A guideline questionnaire was used to gather much of the data used for the study. This
was shown to the respondents beforehand and was later used to interview them. Answers that
showed more knowledge in the topic were furthered probed with open-ended questions to
generate a more in-depth data for analysis. A video camera and digital recorder were also used at
two occasions to document these in-depth interviews.
An eighteen-item questionnaire was constructed by the researcher base on the seven
hygiene needs variables and six motivational needs variable based on Herzberg’s Two-Factor
Theory. The topic of separation and retention was interrogated by examining the maintenance
and hygiene factors connected with them. Basically these questions discussed factors and their
probable effect on employee retention and separation. Examples of questions asked were:
“Rank the major retention reasons and its effects to the CSRs you have handled, as you have
observed.” and “Rank the major separation reasons and its effects to the CSRs you have handled,
as you have observed.” They were also asked to describe the status of their company on areas
tagged as motivation and hygiene factors such as: “Are most employees satisfied with the base
wage or salary they get in this line of work,” and “Are efforts in this line of work properly
recognized by superiors?”
Data Analysis
All the interview and communications between the researcher and the respondents has
been encoded and analyzed carefully. The researcher summarized all the answers of the
respondents according to the Two-Factor Theory variables. This was done by giving attention to
any common patterns in their answers and highlighting distinctive factors that recurred.
Frequencies and percentages was the focal point of the summaries. Additional information or
explanation of respondents that show a significant contribution to the topic was further assessed
and explained.
The answers were related to Herzberg’s theory in how the hygiene and motivator factors
play in employee separation and retention, accordingly. The analyzed data are communicated
accordingly.
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Limitations of the Study

A possible limitation this study encountered was the one sided view of the team leaders.
The CSRs themselves were not questioned for this study and pertinent data could have been
overlooked. Only team leaders were interviewed and their answers could have been a façade.
Their answers may have been largely influenced by a desire to protect the reputation of their
company or themselves. If so, data may not fully reflect the true reasons of CSRs for retention
and separation.
There might have also been a limited view since the team leaders all came from four top
noted call center companies in the country and the data they have supplied might not be
applicable to smaller or newer companies. It has been noted by Dr. Allan (2008), that employee
separations is tougher in small organizations. “A small company’s culture suffers a more serious
blow.” Also since “there is a smaller internal pool of workers” in smaller organization, it is
harder to cover the lost employee’s work and gain a new organizational equilibrium.
Results
The result of the interviews with 10 call center team leaders showed that the factors
affecting employee retention and separation were not just limited to motivators and hygiene
needs, respectively, as defined by Herzberg. The major reasons of customer service
representative for staying in their jobs were largely influenced by the financial gains they get as
well as their good working relationship with their team leaders and peers while the most
significant factor affecting their decision to leave is career advancement. Below is a detailed
explanation for CSR’s reason to stay or leave the call center industry.
Reasons for Retention in the Industry
According to the ten team leaders interviewed, the number one reason why most CSRs
stay in the job is money. It is considered to be the most basic type of employee compensation,
and obviously the most important. According to Herzberg, salary or base wage is considered as a
hygiene factor.
When asked to estimate the percentage of call center representative who are satisfied with
their base wage or salary, one team leader said that:
“Yes, 80% of the population” (are satisfied with their base wage and salary.)
– Team Leader 6
In fact, all the team leaders agreed that this industry give one the best start-up pay with or
without experience. Two of the team leaders acknowledged that the salary for CSRs is twice as
much as other entry-level jobs can offer.
“Definitely, (CSRs are satisfied), compared to other lines of business. BPO or
call center companies offer twice as much as regular jobs.”
– Team Leader 4
Though all the respondents acknowledged that most of CSRs are satisfied with their base
wage or salary, 7 out of the 10 team leaders note that some sort of increase or improvement of
wages would be a key for employee retention. For a job description that carries a lot of work and
ever increasing stress, it is only natural that the CSRs would want an increase in pay that equates
what they give to the company.
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The second most important factor affecting retention is competitive benefits. The team
leaders were quick to point out that it’s not only good benefits that the CSRs want but they also
seek more competitive benefits compared to other call center companies in the area. Since most
of the companies that are established in Alabang, particularly in the Northgate Cyberzone area,
are already the top noted call center companies in the country, the CSRs in the area are really
trying to get into the best company.
The quality of supervision and the relationship of the CSRs with their peers came third
among the major factors specified to affect employee retention. In other words, CSRs value good
working relationships either with their team leaders or their peers which is considered as a
hygiene factor. The team leaders monitor CSR performance thru the use of “score cards”,
carefully recording the quotas they have filled. They maintain that they all exhibit a good quality
of supervision by following the company procedures. As for CSRs’ relation with their peers, it is
in the company’s interest to foster a good working environment for the CSRs by providing
opportunities for the latter to bond and interact with other agents outside the work
environment..As one team leader pointed out:
“We have company parties, like for special events. There are also a couple of
company outings at least twice a year, sometimes we also have team outings,
depends.”
– Team Leader 10
“They get to know each other inside and outside work. You can see them hanging
out outside work and become good friends.”
– Team Leader 9
In addition, the team leaders said that if a CSR find friction between them and
their team leaders or peers, they could request to be transferred to another team. The
CSRs don’t need to bare unresolved conflicts long if they post their requests with with
valid rationale. This way, healthy working relationships are always being fostered
between CSRs and their TLs.
Besides wages, competitive benefits, and a good working relationship, other factors
affecting CSR retention according to the teams leaders in a hierarchical fashion, were recognition
and career advancement, both considered by Herzberg as motivation factors.
Retention Reasons According to Classification of Factors According to

the team leaders (n=10) Herzberg’s Two Factor Theory
Money (base wage or salary) Hygiene Factor
Competitive benefits Hygiene Factor
Relationship with Peers and Supervisors Hygiene Factor
Recognition Motivator Factor
Career Advancement Motivator Factor
Table 1: Factors Affecting CSR Retention
Reasons for Separation from the Industry
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There are four forms by which CSRs separate from the call center industry. These are
resignation, termination, lay off, and retirement. The results showed that most of the time, the
CSRs resign from their companies, first and foremost, for a better pay or career advancement,
that is, in another company within the same industry or in a completely different industry
altogether. As we have established, salary is considered a hygiene need, but career advancement
was enumerated by Herzberg as a motivator need. The third factor that influences resignation is
conflict, either intrapersonally or interpersonally. Conflict, based on Herzberg’s definition would
fall under hygiene factors. Other reasons include: health or medical concerns, family or personal
problems, difficulty with schedule, difficulty in the work place, and different calling in life. Out
of the seven lists of reasons why CSRs resign from their jobs, four were motivators and three
were hygiene factors.
The second form of separation is considered by the team leaders as employee
termination. There are commonly only two causes that encourage this according to two team
leaders.
“It’ll be because of extreme non-performance, meaning they didn’t meet
their quota. Or maybe extreme violation of company policies, but this could be
seldom caught.”
– Team Leader 10
If the CSRs marginally and continually fail to fulfill their job requirements, the TLs
would have to terminate them. On the other hand, as the different TLs from different call center
companies have pointed out, termination due to violation of company policies varies from one
call center company to another.
As regards layoff and retirement, the team leaders were not sure as to which is more
prevalent. However, layoff will be discussed here first. Although the call center industry is very
much a budding industry with enough commission to support thousands of jobs in the country,
there are times when CSRs are laid off. A CSR will only be laid off if the account he/she is
working closed. However, the team leaders mentioned that this has now become rare because
most call center agents’ contracts stipulate that on the event an account closes, the employees of
that said account have the option to be absorbed into other accounts handled by their call center
company. This may be a limited view since the data were only gathered from top call center
companies and may not be the same case for smaller or new companies.
The average retirement for those working in the call center industry as a CSR usually
averages around five years, according to our team leaders. Not many people really consider a full
life career in a call center. For most CSRs, a job in this industry is mostly considered only as a
stepping stone.
“It is a stepping stone to greater things.”
– Team Leader 7
In fact, team leaders admitted that the CSRs only work in this industry to earn a living
and have something to spend while finding a better career choice later on. As mentioned by one
team leader:
“Get experience here a while, earn some money, and while working in the call
center industry they can go figure out what their next move. The time here is time
66
well spent because as you gain money for your next move, you also get to develop
some major coping skills because of the environment the industry presents.”
– Team Leader 4
Separation Reasons According to Factors According to

the team leaders (n=10) Herzberg’s Two Factor Theory
Money (base wage or salary) Hygiene Factor
Career Advancement Motivator Factor
Conflict (Relationship with peers) Hygiene Factor
Health/Medical and Family/Personal Hygiene Factor
problems (personal life)
Extreme non-performance (work itself) Motivator Factor
Extreme violation of company policies Hygiene Factor
Table 2: Factors Affecting CSR Separation
Discussion
Probing the answers of the team leaders, we could see that the findings showed that
factors affecting employee retention were not just limited to motivational needs and factors
affecting employee separation were not just limited to hygiene needs. A careful study of which
would show instead that the pull and push factors Herzberg categorized were overlapping. This
finding agrees with Iiacqua, Schumacher & Li (1995) that the factors enumerated by Herzberg
could not be exclusively attributed as hygiene and motivator factors as he designed.
The results showed that factors affecting employee retention included base wage or
salary, benefits, relationship with peers and administration, recognition and advancement. But
only the fourth and fifth factor, recognition and advancement, are motivator factors, which fits
into the original framework of this study. That goes just the same for the factors affecting
employee separation. Those that were enumerated included base wage or salary, career
advancement, personal life, work itself, and company policies. These are also mixture of hygiene
and motivational factors. A closer look at the results would also indicate that some factors are
view both as retention and separation factors to the CSRs as according to their TLs. Base wage
or salary and career advancement were qualified for both category of retention and separation of
the CSRs according to the team leaders.
Unlike the Society for Human Resource Management or SHRM studies that noted job
security as the top factor of job satisfaction for employees and HR professionals (2010; 2009); it
does not seem applicable for CSRs. A valid explanation to this was given by the team leaders. As
was mentioned, work in the call center industry is seen merely as “a stepping stone to greater
things”. Most, if not all, don’t see their work there as anything permanent but hope simply to
earn enough money. As such, job security did not make it in the list of retention factors for
CSRs.
According to our team leaders, base wage or salary has much effect on CSRs. It may not
have only been the third factor for retention as in the 2009 SHRM studies, but the team leaders
have higher regards for it as a primary reason for both category of retention and separation. Since
67
most call center companies are off-shore accounts of established companies from thriving
nations, it is almost imposed that jobs there have a satisfying source for base wage or salary.
Admittedly, it would be a difficult task to always implement a salary scheme that would keep
both the employee and employer satisfied at all times, but this should never keep HR and team
leaders from trying to achieve that said desire to retain productive workers in the service of the
company. None the less, it supports the high importance almost all employee give to base wage
or salary for their primary source of job satisfaction as with previous studies. (Venturina, 2010;
SHRM, 2009; Basiman, 2009)
On the other hand, benefits, or rather competitive benefits, rank also second like in the
SHRM studies. According to the study of benefit trends in the US, employee benefits are used by
organizations to recruit and retain top talent. “In times of economic uncertainty, when
organizations might not be able to offer their employees pay raises and bonuses, benefits become
one of the many tools employers use to increase loyalty, productivity and job satisfaction.”
(SHRM, 2010) Benefits have remained among the top two most important contributors of job
satisfaction to employees. (Venturina, 2010; SHRM, 2009)
According to the team leaders, CSRs acknowledge that a good working relationship with
their supervisor and peers are necessary for job satisfaction and for them to stay in their
company. This supports the previous study that stated, “Social support from team leaders have
been linked to job satisfaction.” (Holman, 2002) The opposite have been found true likewise.
Conflict with peers or supervisors has been stated as the CSRs third most reason for separation.
If they do not get the social support they want from their fellow CSRs or team leaders, they are
most likely to request for transfer from the team or separate from the company altogether.
Team leaders acknowledged the need of CSRs to be recognized for the demanding work
they maintain. Though recognition has not been mentioned much in other studies, it is interesting
to note that one study mentioned it to be a powerful, effective and yet highly disregarded tool by
management (Luthans, 2000).
Despite the discrepancy in ratings, it stands that the majority of factors regarded by the
team leaders and the factors regarded in previous studies mostly maintain to be the top reasons
affecting employees as the main reasons for retention and separation. Looking back at those
previous studies in relation to the factors given by Herzberg (SHRM, 2009; Villena, 2010;
Basiman, 2009; Probst& Brubaker, 2001; Probst, 1999; Maidani, 1991), the rankings may have
change but somehow the factors stay mostly the same. As Schultz and Schultz points out,
“organizations must be sensitive to these changing values. (2002)
Conclusion
The Two-Factor Theory by Herzberg is a detailed list of factors that may affect an
employee, but the two sets of factor is an inconclusive marker to determine what exclusively
categorizes retention and separation factors for the current CSRs in the call center industry.
Some motivational factors are applicable as reason for employee retention, and there were also
hygiene factors that are applicable as separation reasons. Over all though, it there is no direct
connection between them.
This study only echoes the widespread support and criticism received by Herzberg theory
(Schultz & Schultz, 2002). True, it does provide an extensive list of factors affecting employees,
and distinguishing how these factors affect them could help in the job enrichment process. But as
we would see from this study, the distinct line Herzberg drew between the two factors can not be
as easily distinguished one from another.
68
Since it was also the goal of this study to identify factors that can improve the current
working condition of the call center industry to help in the retention of its agents, a careful look
at the retention and separation reasons given by the team leaders should give management and
HR a clearer direction. The retention reasons given by the team leaders should be maintained and
improved to cater to the satisfaction of the CSRs, while the separations reasons should be
improved or removed to prevent any dissatisfaction of the CSRs.
Recommendations
One bias the method of this study probably encountered is that the views related here are
from promoted team leaders already looking back at their experience. As it was discussed most
call center companies only give in-house promotion and so it is most likely that these team
leaders were once upon a time call center agents too. They were the ones who have already
adopted well in this particular environment and so this may not wholly represent the current job
trend for CSRs. It is recommended that another point of view be studied and that of the entry
level CSRs looking forward in their career in the industry.
With the continuing growth of the call center industry, growth in the number of studies
and researches are also undertaken in hopes of gaining a better understanding of its current
standing. It seems to be harder to pinpoint the exact status of the industry even with results
coming in left and right. This complexity of the call center industry should not stop HR and I/Os
from studying it to pursue a greater degree of excellence for the employer, the employees, the
company and their clients. The in-depth and holistic study of the current trends in the industry
retention and separation should continually be done to insure the timeliest data is always
available.
69
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Personnel Management, 29(3), 333. Retrieved February 17, 2010, from Questia
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Allan, D. G. (2008). Retaining talent: A guide to analyzing and managing employee turnover.
Society for Human Resource Management Foundation.
Barrick, M. R., Mount, M. K., & Strauss, J. P. (1994). Antecedents of Involuntary Turnover
Due to a Reduction in Force.Personnel Psychology, 47(3), 515. Retrieved February
18, 2010, from Questia database: http://www.questia.com/PM.qst?
a=o&d=5035371555.
Basiman, A.P. (2009). Job satisfaction as basis for the development of human resource
management strategies for the retention of technical personnel in Philippine Energy
Companies (Masteral dissertation, University of Santo Tomas, 2009). Manila: UST
Graduate School.
Brett, J. M. &Drasgow, F. (Eds.). (2002). The Psychology of Work: Theoretically Based
Empirical Research. Mahwah, NJ: Lawrence Erlbaum Associates. Retrieved February
18, 2010, from Questia database: http://www.questia.com/PM.qst?
a=o&d=104339232.
Bureau of Labor and Employment Statistics (BLES). (2010). Labor Force Statistics, National
Capital Region. Retrieved September 15, 2010, from
http://www.bles.dole.gov.ph/HTML%20FILES/ncr.html.
Daft, R.L. (1998) Organizational theory and design.South-Western College Publishing.
De Leon, E. B. (1993), Industrial Psychology. Rex Book Store. 212-214, 219-223, 228-231,
246-250.
Department of Human Resource Management (DHRM). (2004) Policies and Procedures
Manual Policy Number: 1.70 - Termination/Separation.
Department of Human Resource Management . (DHRM). (2006) Policies and Procedures
Manual Policy Number: 1.30 – Layoff. Department of Human Resource Management.
Dollard, M. F., Winefield, A. H., &Winefield, H. R. (2003). Occupational Stress in the Service
Professions. New York: Taylor & Francis. Retrieved March 10, 2010, from Questia
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Evangelista, L.L., Andres, T. Q. D. & De Jose, E. G. (2005). Human Resource Management,
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Herzberg, F., Mausner, B. &Snyderman, B. B. (1992).The motivation to work.N.J., U.S.A.
Holman, D. (2002). Employee Wellbeing in Call Centres. Human Resource Management
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Iiacqua, J. A., Schumacher, P. & Li, H. C. (1995). Factors Contributing to Job Satisfaction in
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Maidani, E.A. (1991). Comparative study of Herzberg's Two-Factor Theory of job
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72
Optimism and Happiness among Elderly Residents of Muntalapar Area
Michael A. Yam
San Beda Collage Alabang, Psychology Department
Octorber, 2010
ABSTRACT
This study is about the relationship of happiness and optimism among

the elderly residents of Muntalapar area. The researcher selected respondents
for this study with the use of the purposive sampling method. A total of 20
participants were gathered for this study. The data were collected using the
Happiness Scale by Lyubomirsky (1999) and an Optimism Scale. The data has
been analyzed with the use of SPSS. The results for this study showed that
happiness and optimism were not significantly correlated (r= 0.149, p= 0.530,
p> 0.05). These findings do not support previous literature on happiness and
optimism. The surprising result can be attributed to the lack of enough
participants gathered by the researcher or to other factors not observed in this
study.
When trying to envision a happy day or a happy life, what images come to your mind?
For some people, it might be sharing a meal with good friends and family members while
laughing together, telling stories, and feeling loved. For others, happiness may come from
accomplishing an important goal and basking in the glory of a job well done. And for others still,
happiness may be the byproduct of doing good deeds, helping others, and believing that the
world is a better place because of it (Kurtz &Lyubomirsky, 2006).
Do happy people tend to be the more optimistic ones in trying times? Is happiness even a
factor in the optimistic outlook of individuals? The researcher would like to find out about this
and clarify if these statements are correct.
The purpose of this study is to investigate if happiness could be linked to people being
optimistic or showing signs of optimism. The researcher wishes to confirm if happiness is indeed
a relevant variable in the positive perceptions of individuals who may or may not have
rheumatism, high-blood pressure, diabetes, heart disease and other common illnesses
experienced by elderly individuals.
The researcher wanted to conduct the study on elderly individuals because the illnesses
they may or may not experience should have an effect on them being happy since sickness and
disease should be putting a person down instead of up. The researcher has had personal
experience with surrounding elders around the community and often observes that they suffer
from a myriad of illnesses like those mentioned earlier, the researcher’s elderly friends and
73
family experience these diseases. If the feeling of being happy is easy to perceive optimism has a
deeper more complex perspective. Optimism is when someone “hopes for the best” even amidst
the worse of circumstances, it is the ability of a person to adapt to a bad situation and believe that
something good may come of it. Therefore Optimism should be dependent on the person
experiencing happiness. The problem faced by the researcher is “Can Optimism and Happiness
effect each other in the daily lives of elderly residents around Muntalapar.
This research aims to answer the following questions; a) what are the levels of happiness
of the participants and b) what are the levels of optimism of the respondents. In addition the
researcher wants to find out if there is a significant relationship between happiness and
optimism.
Framework
Happiness Optimism
The figure above shows that happiness is related to optimism. In this study the researcher
thinks that happiness is associated to optimism and if one would affect the other based on the
scores of their respective scales. The researcher based the framework of this study to some
similar correlational frameworks of other studies the researcher encountered, and simplified them
to create the figure above.

Optimism
Dispositional optimism was defined as the generalized expectation that good rather than
bad things will occur in one’s life, has been related to better psychological and physical well-
being, particularly during times of heightened stress (Brydon, et al., 2009). The researcher’s
study involves optimism in relation to happiness, optimism because the respondents targeted by
this study are the elderly and the researcher wants to find out if they still have much to hope for
and if having much to hope for will make them happy. It is said that dispositional optimism
protects against the development of depressive symptoms among the elderly (Giltay, et al.,
2009), if so then this would mean that elders who maintain a positive outlook in life have a
greater chance of not having symptoms of depression and there is a chance that if they are not
depressed than they could be happy. It is well known that in society the elderly commonly suffer
from a host of degenerative diseases caused by their old age, some of these diseases are cancer.
Whether that is thyroid, pelvic or other parts of the body, cancer still causes hardship in the few
remaining years the elderly have. Dispositional optimism predicts 1-year survival independent of
other socio demographic and clinical variables among head and neck cancer patients (Allison, et
al., 2003), it was stated that optimism was associated with a higher quality of life in survivors of
thyroid cancer (Kung, et al., 2006) and it was said that consistent with prior research, optimism
was inverselyassociated with distress and positively associated with high quality of lifein patients
with ovarian cancer undergoing chemotherapy (Moor, et al., 2006), which means that some
elders find diseases such as cancer to be bearable because they still hope that they will recover
and have a better quality of life when they do.
74
Happiness
Individuals who perceive themselves as happy respond to ordinary experiences
differently than their less happy peers (Abbeet.al, 2003), this implies that being happy can help
elders to respond to life’s experiences with a smile and a good mood. Self-rated happy
individuals appear to be less sensitive to unfavorable social comparison than unhappy ones
(Lyubomirsky, 2001), this means that elderly who view themselves as happy take criticism and
negative comparison more lightly which means that they can cope more when faced with such
trials. If elders respond positively to both ordinary events and negative comments than they view
themselves as happy and may also have the potential to view their life with hope and optimism.
Numerous studies show that happy individuals are successful across multiple life domains,
including marriage, friendship, income, work performance, and health (Lyubomirsky 2005). If so
than elders that are happy may have a good family life, a stable retirement fund and benefits,
maintain close ties to their friends and have good health for their old age. If they think they
achieved these qualifications then they must be happy in their old age and attain a good quality
of life. Within the psychology of religion there is growing interest in both the theocratic and
empirical relationship between religion and happiness (Lewis, 2002). Since majority of the
elderly respondents in this study are Christian Catholic and we live in a Catholic country it is
quite safe to say that religion has something to do with a person’s happiness here, especially a
religiously devout elderly person who is investing in the afterlife by attending church. The
researcher thinks that the elderly religious could have an edge at being happy than those elders
who are not that religious because religion gives a person guidance and a wall to lean on in times
of hardship, religion gives people hope for the better.
Synthesis
Most of the studies acquired by the researcher when pertaining to optimism consist of
studies which discuss the effect of having a positive outlook on facing the stresses of everyday
life, about how being hopeful can help in protecting against depression and that being optimistic
gives a patient a better quality of life after receiving treatment for cancer. The studies the
researcher gathered about happiness compose of studies which state that happy individuals
respond positively to everyday trials, say that those who view themselves to be happy are less
likely to respond negatively to criticisms by others and tell that people who have a good job,
benefits for retirement, good social life and a good family relationship are most likely to perceive
themselves to be happy.
Methodology
Design
The researcher used a descriptive design in the analysis of this study’s data. This is
because the main goal of this type of this study is to describe the data and characteristics about
what is being studied. The idea behind this type of research is to study correlational significance.
Participants
In the selection of the respondents, 20 individuals were chosen to participate; their
genders are a mix of males and females of elderly status, ages 60 and above. Participants were
75
chosen with the use of purposive sampling. The researcher chose an experienced age group
because this study demands that participants should have had at least experienced life for a long
time with or without illnesses, these participants lived in the vicinity of Paranaque, Alabang and
Muntinlupa area. The participant’s affiliation or background was not considered in selecting
them as long as they fit the said age group.
Instruments
The materials used in this study were a personal information sheet, happiness test and
optimism test. The tests used in this study were constructed by the researcher. Happiness test is a
20-item test wherein items discuss about how a person feels about himself/herself. The perfect
score for this test is 100. To score this test the researcher divided the 100 points into a 5 scales.
Ranges from 0-20 gives an interpretation of very unhappy, 21-40 unhappy, 41-60 neither, 61-80
happy, and 81-100 very happy. The original scale for the happiness test was 1- very unhappy, 2-
unhappy, 3- undecided, 4- happy, 5- very happy.
Optimism test is also a 20-item test that talks about the person’s positive outlook in life
and and his/her life experiences. The perfect score for this test is 100. To score this test the
researcher divided the 100 points into a 5 scales. For optimism: Ranges from 0-20 gives an
interpretation of very pessimistic, 21-40 pessimistic, 41-60 neither, 61-80 optimistic, and 81-100
very optimistic. The original scale for the optimism test was 1- strongly disagree, 2- Disagree, 3-
Undecided, 4-agree, 5- Strongly Agree.
The total points of participants in both tests were scored based on their scales.
Procedures
The 20 participants selected for testing answered both tests, one after the other preferably
the happiness test before the optimism test. Participants gave their consent before answering both
tests by filling up a personal information sheet. The researcher then tabulated the total scores of
the participants in separate tables of results, one for happiness and one for optimism. After
tabulating the results of both tests the researcher then imputed them into the SPSS program
which was the instrument for computing the significance between the 2 variables. The
computation was done by doing the following steps; analyze- correlate- bivariate- imput total
happiness and total optimism, after doing this the analysis of significance has shown up.
Results
Generally the respondents were happy as shown by 75% of them having scores which
range between 61-80 as shown in table 1. The respondents were also optimistic in general
because 95% of them have high scores which range between 61-80 as shown in table 2. When
respondent’s scores on happiness and optimism were correlated using Pearson r, the result was
r= 0.149, p= 0.530, p> 0.05. This implies that happiness is not significantly related to optimism.
Table1: Happiness Scales of 20 participants

Happiness Scale No. of respondents Percent (%)
Very Happy 5 25%
76
Happy 15 75%
Total 20 100%
Table 1 shows the total scores of participants and their levels of happiness on the
happiness test. Out of 20 participants 25% were very happy while 75% were happy, these results
suggest that most if not all participants are at a state of being happy in general when they
answered the happiness test.
Table 2: Optimism Scales of 20 participants
Optimism Scale No. of respondents Percent (%)
Optimistic 19 95%
Neither 1 5%
Total 20 100%
Table 2 shows the total scores of participants and their levels of optimism on the
optimism test. Out of 20 participants 95% were optimistic while 5% were neither optimistic nor
pessimistic, these results suggest that majority of the participants were at a state of positive
outlook in general when they answered the optimism test and only one was not sure whether he
or she was optimistic or pessimistic. The researcher’s study of optimism is related to another
study wherein dispositional optimism protects against the development of depression during 15
years of follow up in elderly men (E. Giltay, et al., 2009) because some of the elderly
respondents of the researcher portrayed slightly melancholic depressive symptoms while
answering the optimism tests such as frowning and sighing, even though such emotions were
expressed most of the participants still scored high in the optimism test.
The correlation may not be significant since the answers of respondents in both tests are
homogenous and are generally leaning to the happy and optimistic curve instead of the other way
around. Most respondents chosen by the researcher are church going elders, about 90% and only
10% are not that active in church. All the elders are of the Christian faith; this may explain why
most if not all of them have a positive outlook in life or have a high tendency to be happy.
77
The table above shows the answers of the respondents in the happiness and optimism test
in a scatter graph, it depicts that most of their scores have high happiness and optimism which is
of a homogenous nature.
The first problem statement which asked the happiness levels of the elderly participants
was answered by table 1 which stated that most participants were happy and some were very
happy. The second problem statement which asked the optimism levels of the elderly participants
was answered by table 2 which stated the majority of the participants were optimistic and only
one was neither optimistic nor pessimistic. The third and last problem statement which inquired
if there was a significant correlation between happiness and optimism was answered by the SPSS
results in the 1st paragraph of the results and discussion section which states that there is no
correlational significance between the two variables even if almost all 20 participants scored
high in both the optimism and happiness tests.
Discussion
78
The result of this study showed that happiness is not significantly related to optimism.
This is surprising because happy people are generally optimistic as well as stated by a study
conducted by Lyubomirsky (2003). The result may be attributed to the small number of
participants. Perhaps if there was a larger number of respondents the outcome would have been
different.
The study also showed that 75% of participants were happy and 95% were optimistic.
This implies that although some were not happy about their life condition, they still did not lose
their positive outlook as reflected in their scores on the optimism test. This is consistent with the
study of Lyubomirsky, King, &Diener (2005).
Conclusion
Based on the results of this study the researcher has found out that even though problem
statements 1 and 2 have been satisfied this does not necessarily mean that there will be a
correlational significance between the happiness variable and the optimism variable. Even
though most of the elderly participants got a high level of optimism and happiness on their
respective scales the comparative analysis still yielded a result that was not significant. This
means that being happy does not necessarily mean that you are also optimistic and vice versa,
these variables are still relative as of now.
Recommendation
The researcher suggests that future researchers of this type of correlational study should
gather more than 20 participants when dealing with variables such as optimism and happiness
especially if the respondents are elderly. Comparative studies such as these may demand more
than 20 participants if one wishes to tackle the goals that this researcher wanted to achieve in
taking this study. The researcher also suggest to get an equal proportion of happy and depressed
people for future studies such as this in order to avoid a homogenous response from participants,
this is essential for the correlation to be significant.
79
References
Brydon, L., Walker, C., Wawrzyniak, A. J., Chart, H., & Steptoe, A. (2009). Dispositional
optimism and stress- induced changes in immunity and negative mood. Brain,
Behavior, and Immunity, 23, 810-816.
Giltay, E., Zitman, F., &Kromhout, D. (2009). Dispositional optimism and the risk of
depressive symptoms during 15 years of follow-up: The Zutphen Elderly Study. Journal
of Affective Disorders, 91, 45-52.
Allison, Guichard, Fung, &Gilain (2003).Dispositional Optimism Predicts Survival Status 1
Year after Diagnosis in Head and Neck Cancer Patients.
Kung, S. et al. (2006).Association of Optimism-Pessimism with Quality of Life in Patients with
Head and Neck and Thyroid Cancers.Mayo Foundation for Medical Education and
Research.
de Moor, J. S. et al. (2006). Optimism, Distress, Health-Related Quality of Life, and Change in
Cancer Antigen 125 among Patients with Ovarian Cancer Undergoing Chemotherapy.
Psychosomatic Medicine, 68, 555-562.
Abbe, A., Tkach, C., &Lyubomirsky, S. (2003). The art of living by dispositionally happy
people.Journal of Happiness Studies, 4, 385-404.
Lyubomirsky, S. (2001). Why Are Some People Happier Than Others? American Psychologist,
56, 239-249.
Lyubomirsky, S., King, L., &Diener, E. (2005). The Benefits of Frequent Positive Affect: Does
Happiness Lead to Success? Psychological Bulletin, 131, 803-855.
Lewis (2002). Church Attendance and Happiness.
Lyubimirsky, S. (1999). Subjective Happiness Scale (SHS)
80
Sales Employees’ Perception of their Supervisor’s Leadership Style
Anna Angelica M. Yutuc

October, 2010
Abstract
The study explores the dominant leadership style among Filipino leaders.
Participants for the study were supervisors and sales associates from the malls
of Alabang, Muntinlupa. Structured interview and the Multifactor Leadership
Questionnaire were used as instruments for the descriptive and qualitative
study. Five supervisors and 15 sales associates participated in the study (n=20).
Results show that the Transformational Leadership Style dominates the
supervisors of the mall supervisors of the Alabang area. Supervisors were
perceived 70% Transformational Leaders and 63% Transactional Leaders.
This is consistent with the experienced leadership style by the sales associates
of their supervisors resulting to 75% Transformational Leadership Style and
25% Transactional Leadership Style. These results were obtained by averaging
in percentage form the scores of both the supervisors and sales associates in the
MLQ and the structured interview.
Leadership is acknowledged as an essential element for organizational success or failure.

According to Management and Organizational Behavior(Schermerhorn, 1996), Supervisors
belong to the First-Line managers. They pursue short-term performance objectives consistent
with the plans of middle and top management. Supervisors are the people whom Front-Line or
non-managerial workers report to, and most people get their first managerial experience at this
level.Leadership has been studied by several researchers like Aarons (2006), Benerji (2000), and
Krishnan (2000) for the past years. Transactional and Transformational Leadership are the two
leadership styles in which the study focused on along with Popper & Castelnovo (2000),
Zacharatos et. al (2000), and Aarons G. (2006). The Multifactor Leadership Questionnaire was
used in the study as a the survey in which the supervisors and sales associates rated the
leadership style of the supervisors. The MLQ was also used by Palmer et. al. (2000) in his study
with linking leadership with Emotional Intelligence.
It is important to differentiate transformational leadership and transactional leadership.
According to Bolden et. al. (2003) Transactional leadership is when a reinforcement is given to
group mates who does what they are supposed to do and are given punishment for certain wrong
actions. In other words, the leader receives cooperation from the subordinates because of a
promised reinforcement and fears to do anything not in line with the goal to avoid punishment.
The tendency of followers of Transactional Leaders is that they rely on prizes or reinforcements
to do their jobs properly. The followers may not give the same effort if the Transactional leader
cannot give in to the request of the followers. Transactional Leaders build on a man’s need to get
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a job done. Usually, these kinds of leaders are preoccupied with power, position, and politics.
Their focus would be on tactical issues.
Transformational leadership, however, according to Bolden et. al. (2003)is a leader who
works for a common goal and shares this with his group mates. The transformational leader
inspires shapes, alters, and elevates the motives, values and goals of followers achieving
significant change in the process. Most of the researches done on leadership are on the
transformational leadership side. However, both kinds of leadership are necessary. Transactional
leadership has remained the organizational model for many people and organizations that have
not moved into or encouraged the transformational role needed to meet the challenges of our
changing times. These kinds of leaders build on man’s need for meaning and are preoccupied
with purpose, values, morals, and ethics. Transformational leaders focus more on missions and
strategies.
Leaders are scattered in all corners of our community. There are different approaches and
several factors that determine the effectiveness of a person’s leadership. It is helpful to conduct
studies about leadership for the people to be better informed of the different aspects that goes
along with being a leader. The present leaders can be more knowledgeable if they are in the right
track on their leadership skills and they can even know themselves what kind of leaders they are.
The leadership studies would also be helpful for the followers in determining what to expect
from their leaders knowing what really makes up a good and effective leader. Also, knowing
what leadership style is dominating in our country would tell us if we’re on the right track or if
there is room for improvement regarding the employee and supervisor relationship.
The study explores the experiences of sales employees on the leadership styles employed
by their leaders. Particularly, the present research explores the perception of sales associates on
the leadership styles of their mall store supervisors. Further, the study aims to find out whether
the perception of the employees are consistent with the perspective of the managers of their own
leadership style. Finally, the study attempts to check consistency between perceived and
experienced leadership style of Sales Associate’s on their supervisors and the actual leadership
style of the supervisors.
Several researches have been conducted on the types of leadership in association or
correlation with different attributes. The Multifactor Leadership Questionnaire was also tested
for its reliability and validity by Armstrong (2008). Newstrom (2007) mentioned in his book that
it is possible for a leader to exhibit not just one leadership style. He defined leadership style as
“the total pattern of explicit and implicit leaders’ action as seen by employees.”
Transformational Leadership
In the study of Aarons (2006) in finding the association between leadership and mental
health providers’ attitudes toward adopting evidence-based he found out that both
transformational and transactional leadership were positively associated with providers’ having
more positive attitudes toward adoption of evidence-based practice, and transformational
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leadership was negatively associated with providers’ perception of difference between the
providers’ current practice and evidence-based practice.
Barlinget. al. (2002) , however, were focused on whether safety-specific transformational
leadership predicted occupational injuries. Using structural equation modeling on 174 restaurant
workers in Canada, they concluded that Safety-specific transformational leadership and role
overload were related to occupational injuries through the effects of perceived safety climate,
safety consciousness, and safety-related events.
Shaubroeck (2007) tested for the relationship between transformational leadership
behavior and group performance using survey method on 218 financial service teams in Hong
Kong and in the US. Results showed that more collectivistic teams exhibited stronger positive
effects of transformational leadership. Similarly, Jung et. al. (2004) wanted to find out the role
of transformational leadership in enhancing organizational innovation.32 Taiwan companies
were asked to complete surveys and the results showed a direct and positive link between
transformational leadership and organizational innovation.
In the study of Benerji and Krishnan (2000), the relationship of the four factors of
transformational leadership and unethical behavior were tested. Using vignettes (stimulate
realistic business problems possessing ethical dimensions) on 100 pairs of managers and their
subordinates in India from which 94 are males, the experimenters found out that leadership is
negatively related to leader's preference to bribery and favoritism and intellectual stimulation is
negatively related to preference of bribery.
The link between emotional intelligence and transformational leadership was sought by
Zulauf (2004) They used the instruments Mayer-Salovey-Caruso Emotional Intelligence Ability
Test and multifactor leadership questionnaire on twenty-four project managers and arrived at the
conclusion of transformational leadership has positive impact on performance and emotional
intelligence contributes to transformational leadership.
On the other hand, Popper (2000) sought to find out if transformational leadership is
positively correlated with secure attachment styles. He found out that there is a significant
correlation between transformational leadership and secure attachment styles. In relation to
Popper (2000), Barlinget. al. (2000) wanted to know the role of parental modeling on the
development of adolescents’ leadership. Using the Multifactor Leadership Questionnaire
completed by 112 Canadian highschool students, the results showed that the extent to which
parents interact with their adolescents in a transformational manner affects the degree of
leadership of adolescents.
Transformational and transactional leadership
Similarly to Zulauf (2004), Stoughet. al. (2002) found out the relationship between
emotional intelligence and effective leadership. Using the Trait Meta Mood Scale and
Multifactor Leadership Questionnaire on 43 in Australia, the research resulted to a correlation
between emotional intelligence to several aspects of transformational leadership.
In correlation with Stoughet. al. (2002), and Zulauf (2004), Stough and Grander (2002)
wanted to find out whether emotional intelligence predicted transformational, transactional, and
laissez-faire leadership styles. The test results showed that there is a strong positive relationship
between leadership and emotional intelligence, no significant relationship between transactional
leadership and emotional intelligence, and a significant negative correlation between laissez-faire
leadership and emotional intelligence.
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On the other hand, Judge et. al. (2004) studied the relationship between consideration and
initiation with leadership was their problem. The research tools were the result of analyzing other
existing articles and researches that is equivalent to 471 participants. The result found was that
consideration and Initiating Structure have moderately strong, nonzero relations with leadership
outcomes.
In the study of Judges (2004) the relationship between intelligence and leadership was
tested. Using paper-and-pencil procedures on 151 participants from Florida and Iowa, they found
a moderately low but positive correlation between intelligence and leadership.
Synthesis
In the studies mentioned above, it shows that Leadership has been associated with
Emotional Intelligence by Stoughet. al. (2002, Palmer et. al. (2000), Zulauf (2004). Attitudes
toward evidence-based practice was studied by Aarons (2006), safety by Barlinget. al. (2002)
group performance by Schaubroeck (2007), unethical behavior by Benerji and Krishnan (2000),
attachment styles by Popper (2000), consideration and initiation by Judge et. al. (2004) and the
enhancement of organizational innovations by Jung et. al. (2004). Parental modeling has also
been tested if it has a role in the development of adolescents’ leadership by Barlinget. al. (2000).
Surveys are commonly used in the researches done like Aarons (2006), Schaubroeck (2007), and
Jung et. al. (2004). Mayer-Salovey-Caruso Emotional Intelligence Ability Test was used by
Zulauf (2004), Multifactor Leadership Questionnaire by Barlinget. al. (2000), Trait Meta Mood
Scale by Stough et. al. (2000), and Swinburne University Emotional Intelligence Test by Stough
and Gradner (2002) are the survey tests used in the studies. Paper and pencil tests were also used
as Judges (2004) did and vignettes which are instances that stimulate realistic business problems
possessing ethical dimensions by Benerji and Krishnan (2000). The locations of the tests also
vary from the United States as Aarons (2006) and Judges (2004) did to Canada as Barlinget. al.
(2002), and Kelloway et. al. (2000) did. Studies were also done in Hong Kong as Schaubroeck
(2007) did, India as Benerji and Krishnan (2000) did, Taiwan as Jung et. al. (2004) did, Israel as
Popper (2000) did, and Australia as Stough and Gradner (2002) did. The studies above focused
on the attributes or factors that correlate or don’t correlate with Transformational and
Transactional Leadership Styles. The location of the studies also varies around the globe from
North America, Middle East, Asia and Australia. However, the tests mentioned did not specify if
a certain location or country had more Transactional or Transformational Leaders. The studies
did not show which Leadership Style is more effective or epidemic across cultures or nations.
Surveys have been mostly used in the researches mentioned.
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Conceptual Framework
The following diagram illustrates the conceptual framework of the study.
Figure 2
Employees’
Employees’ Experience Perception
of Supervisors’ of Supervisors’ Leadership Style
Leadership
Supervisors’ Perception of their Leadership Style
Figure 1 shows the relationship the employees’ perception of their supervisors’

leadership style, the supervisors’ perception of their own leadership style, and the experiences of
the employees of their supervisors’ leadership styles. The leadership style the employee
experiences will have similar points to what the supervisors’ perception of their leadership style
and to what the employees’ perception of their supervisors’ leadership style. Similarly, the
supervisors’ perception of their leadership style will overlap to what the employees experience
and perceive their supervisors’ leadership style is. Finally, the employees’ perception of their
supervisors’ leadership style will have something in common to what they experience their
supervisors’ leadership style is and their supervisors’ perception of their leadership style. For
instance, question number 24 on the MLQ states “The person I am rating keeps track of all
mistakes” and this is labeled as Management-by-exception which is under the traits of a
Transactional Leader. As a sales associate they may think when asked directly if their supervisor
keeps track of all mistakes that their supervisor do. However, during the interview, when asked
what happens when someone does something wrong, they may actually experience that their
supervisor as much as possible forgets what has been done wrong and just focus on correcting
the wrong behaviors as what a Transformational Leader does.
Methodology
Research design
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The study utilized a qualitative approach in research to explore leadership style among
store supervisors. The study used a qualitative design because surveys and structured interviews
were used. The result of the Multifactor Leadership Questionnaire, survey, and interview
gathered were used to gather data needed for the study
Participants
The participants came from Filipino employees and store supervisors in malls. The target
group participants were in the Alabang, Muntinlupa area. The participants came from both
genders and ranged from 20-30 years of age. In total, there were three female supervisors, two
male supervisors, six female sales associates, and nine male sales associates. Five store
supervisors and fifteen sales associates (three per supervisor) will be given questionnaires to
answer willingly. For the research’s sake, the participants were labeled as Sol1 being the
supervisor for one company and Sol-a, Sol-b, and Sol-c as Sol1’s sales associates. The same goes
for Cel1 being Cel-a, Cel-b, and Cel-c’s supervisor, Tribal1 being Tribal-a, Tribal-b, and Tribal-
c’s supervisor, Ps1 being Ps-a, Ps-b, and Ps-c’s supervisor, and Taf1 being Taf-a, Taf-b, and Taf-
c’s supervisor.
Sampling
Purposive sampling was used in this study. The researcher scouted the malls in the
Alabang area of Muntinlupa City. Retail stores were selected based on the number of employees
per supervisor. Stores with supervisors managing at least three staff members were selected.
Surveys pertaining to their leadership styles were given to these store managers and three of their
associates were interviewed afterwards.
Instruments
Request letters were used to invite participants in the study. Survey and Structured
interview was used to assess how much the store supervisor was Transactional or
Transformational. The Multifactor Leadership Questionnaire was given to both supervisors and
sales associates to see how much of a Transactional and Transformational each perceived leader
was perceived (Hughes et.al, 2009). The Multifactor Leadership Questionnaire is used to assess
the extent to which leaders exhibited transformational or transactional leadership and the extent
to which followers were satisfied with their leader and believed their leader was effective. It is a
360-degree feedback instrument that assesses five transformational and three transactional
factors and non-leadership factor. The Cronbach Alpha is 0.86 and the reliability value is more
than 0.70 which indicates an acceptable statistic testing level. These reliability and validity
results were by Armstrong (2008).
An interview was scheduled to explore their leadership style. The sales associates were
also surveyed and interviewed to acquire their perception and experience of the supervisors’
leadership style. Questions like “What kind of leadership do you think you show to your sales
associates?” and “How does your supervisor handle conflicts or disobedience?” were asked to
supervisors and sales associates.
Procedure
First, the respondents were asked through a request letter if they can be part of the
research. They were informed that one supervisor and three sales associates will be asked to
answer a survey and to be interviewed for just five minutes.
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Second, those who responded that the researcher is welcome to visit their boutique were
given the MLQ both the supervisor and three sales associates each company.
Third, the researcher scheduled an interview with each of the supervisors and sales
associates. A structured interview was done.
Finally, the responses to the MLQ and the interview were compared.
Statistical Procedure
The survey from the employees and sales associates were gathered and were put in
percentage form. Each responses during the interview that showed traits or factors of either
Transformational or Transactional Leadership were tallied and put in percentage form as well.
Results and Discussion

Leadership styles perceived by sales associates and their supervisors
Results showed that employees did not perceive their supervisors as purely transactional
or transformational leaders. However, out of 15 sales associates only one (Taf-b) rated their
supervisors as more Transactional than Transformational. The employee’s perception of their
supervisor’s leadership style and the leader’s perception of their own leadership style are both
mutually the same. The leaders, on the other hand, also did not rate themselves as being
Transactional or Transformational leaders only but they all scored a higher percentage of being a
Transformational leader than a Transactional leader. Both parties believe that the supervisor
tends to be Transformational.
On average, supervisors perceived themselves to be 78% Transformational Leaders and
66% Transactional leaders. Consistently with the results of the sales associates, supervisors were
on average perceived to exhibit 70% the Transformational Leadership Style and 63% the
Transactoinal Leadership Style. The Transformational Leadership Style consistently scored
higher in the five supervisors and 15 sales associates.
Transformational Transactional
Supervisors (n=5) 78% 66%
Sales Associates (n=15) 70% 63%
Table 3shows the percentage form of the perceived leadership style exhibited by the
supervisors.
Leadership style experienced by sales associates and their supervisors

Consistently with the perceived leadership style, the Transformational Leadership Style
still scored higher than the Transactional Leadership Style. Supervisors expressed in the
interview that on average they actually exhibit 81% Transformational Leadership Style and 19%
Transactional Leadership Style. Sales associates, on the other hand, actually experienced 75%
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Transformational Leadership Style and 25% Transactional Leadership Style from their
supervisors. Compared to the perceived leadership style scores, the scores for the experienced
leadership style were very far apart.
Transformational Transactional
Supervisors (n=5) 81% 19%
Sales Associates (n=15) 75% 25%
Table 4 shows the percentage form of the experienced leadership style of the Sales
Associates and Supervisors.
Actual leadership style perceived by supervisors and sales associates
The leaders were all transformational but there would always be a hint of transactional
leadership style. Most of the transactional leadership style they portray are through material
incentives and unwritten give-and-take rule.
The first question in the interview asked the supervisors what kind of leadership do they
apply to their subordinates. The sales associates were asked what kind of leaders do they think
their supervisors are. Taf-1 mentioned that he shared the acquired skills and knowledge he has to
his sales associates as he trained them and helped them to keep them motivated. As Bolden et. al.
(2003) mentioned, Transformational Leaders elevates the motives of their subordinates and help
their subordinates achieve significant change in the process. As mentioned previously, Taf-1
scored the lowest in the Supervisor’s perceived leadership style for Transformational and
Transactional. However, the perceived and experienced leadership style Taf1 shows to his
subordinates on average is consistently more Transformational than Transactional.
”Ako, madalingkausap. Siyemprekapagkailangannilangtulongtutulungansilapara ma-
motivate sila.Tapospag need namannilang training syemprekunganuyungnalalaman mo apply
mo rinsakanila… Umpisahanggangsahulikailangani-te-train mo silangitetrainkasikumbaga
kung anuyungitinuro mo sakanilahindi mo namababawi eh. Kumbagama apply pa nilasaibang
company. Tapos dun nilamaaalalana ‘ah tama palayungsinabisa akin nungdatikong visor
nakailanganpaghusayan at pag-igihanyungtrabaho.’”
-Taf-1
He also mentioned that from beginning to the end he personally trained his subordinates
for they will carry his teachings until the end and whatever they have learned can never be taken
back. This would leave a legacy and these suggests that Taf-1 is transformational because
inspiring and elevating the motives of the subordinates are some of the attributes that a
Transformational Leader possesses as Bolden et. al. (2003) mentioned.
Celio-1 aspires his sales associates to have a significant change in the process by wanting
them to have initiative, another factor that contributes to being a Transformational Leader.
Transformational Leaders, as mentioned above according to Bolden et. al. (2003), has a goal for
the team which he shares to his subordinates. During the interview, Celio1 showed that almost
all his answers suggested him as a Transformational Leader.
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“Hindi akoyung totally mahigpit, pero gusto kolahatng work maayos at saka gusto ko
may disiplinasasarili at gusto koyung may kusa.”
-Celio1
Taf-b, Taf-a, and Cel-b explained that they obey their supervisors because their
supervisors because they have a higher position and they are older.
“Kasi supervisor siyaditokayasinusunodkosiya. At
sakanakakatandasiyakayakosiyasinusunod.”
-Taf-b
This shows that they perceive their supervisors as Transactional because Transactional
Leaders are concerned with position and politics, as Bolden et. al. (2003) mentioned whereas
Tribal-a and Tribal-b said that their leader even if in a higher position still does the work they as
sales associates do.
“Nakikisamasya. OIC sya so dapathindinasiyagagawa. Ko-command command langsiya,
perohindidahil OIC syaganunnasiya. Tumutulongsya sag a gawain, nagbebenta, sa stockroom…
Siyakasiyungtaonghindisiyananatilisa ‘O stock man ka langsige stock man ka lang.’
Kumbaganaglelevel up ka. Tutulungan ka nyaparang guideline syasa kung anudapat mo
gawain. Nasaiyo nay un kung ihakbang mo yungpaa mo paramakaratingsaganitongpunto.”
-Tribal-b
The second question asked how the supervisor handles conflicts and disobedience. Ps-1
showed the characteristic of a Transformational Leader working for a common goal when he
mentioned that whatever fault his sales associates perform would always be reflected to him as
the supervisor. Transformational Leaders, as mentioned above according to Bolden et. al. (2003),
are preoccupied with purpose, values, morals, and ethics. Ps-1 desires his subordinates to
emanate the same principles he has and develop the values worthy to be employees of their
company.
”Sinasabikonamansakanila eh kung anuyung fault nilanagrereflectsa akin yun especially
pag may mgamasmataassaakenna nag vivisittapos may makitang off sa store, at
sakanilanakitayun, saakenmagrereflectyun. “
-Ps-1
He even asks his sales associate to always do their best for the betterment of their branch.
Punishments are also used as Sol-a explained that when they do not meet the desired
outcome their supervisor wants their supervisor would always have a frown on his face and
would not talk to them.
“Panatilihin mo namataas at positive. Kaya ones nabumabakamingbentahindi okay ang
mood nyan. Anuyan eh, may pagka-moody, perosamgabiruannaman cool siya. Perosa time
nahalimbawamababaangbenta mo ngilangaraw, samgasusunodnaarawpinapakiramdaman ka
naniya.”
-Sol-b
The third question asked about how the supervisor acknowledges noteworthy
performances. The common behavior that the supervisors who participated showed that
expressed their Transactional Leadership Style was the use of material reinforcements as stated
by Bolden et. al. (2003). Ps-1, Celio-1, and Sol-1 gave free lunches, free coffee treats, freebies,
other rewards, and socialized with their subordinates by sponsoring beer as reinforcements to
89
their sales associates when they have done something noteworthy. It was observed that Celio1
had the smallest difference in his perceived leadership style. The material rewards he mentioned
during the interview gave the biggest hint of him having a trait of a Transactional Leader.
“Mostly, madalaskasitalagaangginagwakosakanilakapag may magandasilangginawa ay
word of mouth lang. Peronagkaroon din ng time natalagangineencouragekosilana ‘O sige kung
sinuang highest ngayong month namaka goal mayroong treat sa McDonalds’ or something
ganung. Perobihiramangyareyun, most of the time talgang praises lang.”
-Ps-1
Sol-b confirmed the characteristic of his supervisor as manifesting Transactional
Leadership Style when he said that his supervisor gives material prizes and gives free lunches
when they do something good for the store. It was stated before that the followers of this kind of
leadership style tend to rely on prizes or reinforcements to do their jobs properly. His overall
responses to the interview showed that his supervisor was more Transactional than
Transformational. Other responses he gave that contributed to him experiencing Transactional
Leadership Style from his supervisor is when he said that his supervisor wants them to get the
job right and instructions memorized with only one teaching. This shows that Sol1 builds on a
man’s need to get the job done, another attribute of a Transactional leader as mentioned
previously according to Bolden et. al. (2003).
“Pag may ginawakamina good, or kunwarenaka quota kame maysamasamangpagkaen.
Nanti-treat din sya.Kunware sale event, pag may naka quota saaminungsinasabinya may
premyokame, mga material things”
-Sol-b
Ps-a explained he keeps himself on the good side of his supervisor because in time he
will need the good graces when he needs a leave or a half day. This shows that his supervisor is
Transactional as the word implies it is a transaction. It was also mentioned that Transactional
leaders receive cooperation from their subordinates because of a promised reinforcement, like
approved leaves.
“Kay ma’am, satrabahokasinamen may tinatawagkamengsa amen amen lang.
Halimbawanagustuhannyayungginawanamenmapapansin mo
yunpagdaanngpanahonkasihalimbawa may mga request na day-off or leave o half day
mapapagbigyan ka nya. Di siyamahirappakiusapan”
-Ps-a
The reinforcements that Transformational Leaders use are not material according to
Bolden et. al. (2003). In the case of Tribal-c, the praises he received from his supervisors makes
him want to do better things and pursue excellence because his supervisor makes him feel good
internally.
“Kung pupurihin ka nyaparangikawmismomagpupursigi pa nagampananyungtrabaho
mo nangsaganungmagawamong tama yungtrabaho mo. Yung
pagpupuriniyalangungmagandasakalooban mo”
-Tribal-c
Finally, the supervisors were asked if they value long term or short term results. The
same goes for the sales associates if in their observation their supervisor shares to them short
term or long term goals. As mentioned above, almost all the sales associates said that their
supervisors leave them legacies that they can carry in all the jobs they will go to. Ps-a even said
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that he uses the things he learn from his supervisor and apply it to his own home. Ps-a also
explains that everything he learns from his supervisor may also be used outside the work area.
He says that he can even use the simple but very helpful tips like decision making and
responsibility in his own home. Part of being a Transformational leader is transforming
subordinates to develop and grow as a person in all of a person’s walk in life.
“Pang long term ung result natinuturonya. Sigurokahitnahalimbawamawalaakodito,
maramisiyangnaiturosaaken. Yung mgatinuturuonyahindilangsatrabahopwedegamitinsamapilya
din at sabahay. Mgatinuturonya simple langperomalakingtulong.”
-Ps-a
Sol-b expressed that there is a chance that they will replace their supervisor and that his
supervisor gives them tips which they can adapt to easily. A distinct difference between
Transactional Leaders and Transformational Leaders is that Transactional Leaders lead
subordinates knowing that the subordinates will always stay as subordinates. However, for
Transactional leaders, they want the subordinates to be develop and grow just like them therefore
transforms subordinates to what it takes to be leaders.
Supervisors manifesting transformational leadership style
The data show the respondent sales supervisors are more Transformational Leaders than
Transactional Leaders. Being Transformational Leaders, the supervisors valued long term
changes application of knowledge from their employees rather than doing the job for the sake of
finishing the job. The supervisors want to help their sales associates to do well in their job as a
training ground for future ascend in their career path. It is believed by the supervisors that their
sales associates would not forever be in that position. The supervisors also want to share their
experiences and knowledge to their staff for the betterment of their personality and work ethics.
The small part of the leaders portraying Transactional Leadership style narrows down to giving
incentives like free lunches or beer nights, mutual interests, and the obedience because of the
supervisor’s position.
Leadership Styles
According to Newstrom (2007), Leadership Style is “the total pattern of explicit and
implicit leaders’ actions as seen by employees.” He also mentioned that each leader does not
manifest just one leadership style. Leaders use a combination of styles depending on the situation
but one is more dominant than the other. Just like Ps-1 who uses two ways to acknowledge the
employees when they do something good for the company. He sometimes exhibit the trait of
Transformational Leaders wherein he praises the sales associates in a way that made them feel
worthy as Ps-b said. At the same time, Ps-a experienced Transactional Leadership from Ps-1
when he said that when they are consistently good at work they don’t have a hard time
requesting for leaves. I agree with Newstrom that leaders use a combination of leadership styles
and the dominant leadership style they use is just the product of what the majority of the
subordinates need. This shows that the supervisors are flexible as to what will work best with
their sales associates. The difference of the perceived and actual experiences of the sales
associates to the leadership style of their store supervisor may be because they could not further
explain their answer in the survey given. The participants may have also answered some of the
survey questions with what they think an ideal leader should be. The interview helped bring out
what the sales associates really experience.
In some ways, Barling’set.al. (2000) research on the role of parental modeling to the
development of adolescents’ leadership style is correlated to Tribal-1’s mentioning that he
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experienced how to be a sales associate and he noted that good and bad sides of his leader. He
then altered his ways to what a leader should be according to his experience. This philosophy
was also stated by another store supervisor. This is agreeable for as human beings, we learn from
our experiences and there are only two choices man has. One choice is to copy what he
experienced and implement it or the second is to learn from what he experienced and improvise
on what he will do. One sales associate (Ps-a), on the other hand, mentioned that he is motivated
to obey his supervisor because in the end, he can always rely on being on the supervisor’s good
side whenever he needs a leave. This is just one of the hints when a sales associate experiences a
transactional leadership style from his supervisor.
Zulauf (2004) concluded that transformational leadership has a positive impact on
performance. Since the interview showed that the supervisors show qualities of transformational
leadership styles by means of inspiring, elevating the motives, achieving significant change in
the process, and building on man’s need for meaning and that the stores wherein the participants
came from met their quotas most of the time, this shows that the performance of the sales
associates is high mostly because of the Transformational Leadership Style their supervisor
manifests.
Conclusion
The study concludes that in general, store supervisors in the mall boutiques of the
Alabang area are more Transformational Leaders than Transactional Leaders. The perceived and
experienced leadership styles by the sales associates are consistently favoring the
Transformational Leadership Style. Only a few attributes of Transactional Leaders were
expressed by the supervisors. The main attribute is the giving of material rewards and
reinforcements. The leaders also rated themselves more Transformational than Transactional.
Both the leaders and sales associates talked about these free lunches, beer nights, and other
freebies. The dominant leadership style was Transformational. This implies that Leaders in the
malls of the Alabang area gives more importance to long term results. This, in turn, also leads to
a positive group performance as noted previously. Also mentioned in the studies previously,
transformational leadership enhances organizational innovation. This is a good sign that the
leadership experienced and perceived from the supervisor of the Alabang area are in the right
track. Subordinates may be motivated by material rewards but the need for meaning and
preoccupation on purpose, values, morals, and ethics are more dominant.
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Psychological Research 2010

THESIS COMPILATION OF THE BEDAN PSYCHOLOGICAL SOCIETY

Pain Experience of College Students

Athlete’s Perception of Coaches’ Different Leadership Styles

The Effects of Ergogenic Music on Mood and Weight Loss Behavior

Factors Affecting Customer Service Representative’s Retention and Separation from

Optimism and Happiness among Elderly Residents of Muntalapar Area

Sales Employees’ Perception of their Supervisor’s Leadership Style

This compilation of psychological researches is in fulfillment of the

PAIN EXPERIENCE OF COLLEGE STUDENTSJOHN MAVERICK RABELAS 3

ATHLETE’S PERCEPTION OF COACHES’ DIFFERENT LEADERSHIP

THE RELATIONSHIP BETWEEN CAREGIVERS, THEIR CAREGIVING SKILLS

THE EFFECTS OF ERGOGENIC MUSIC ON MOOD AND WEIGHT LOSS

FACTORS AFFECTING CUSTOMER SERVICE REPRESENTATIVES’ RETENTION

OPTIMISM AND HAPPINESS AMONG ELDERLY RESIDENTS OF MUNTALAPAR

SALES EMPLOYEES’ PERCEPTION OF THEIR SUPERVISOR’S LEADERSHIP

Pain Experience of College Students

Figure 1 – Respondents’ Identification of Pain Causes

Figure 3 – Respondents’ Identification of Pain Duration

Figure 4 – Respondents’ Identification of Pain Levels

Conclusion and Recommendation

Athlete’s Perception of Coaches’ different Leadership Styles

Perception of Leadership style

behaviors included positive reinforcement to a desirable performance, positive contingent

72- 108 Moderate 4

Table 4 Don Bosco

0-36 Very low 0

Table 6 San Pablo

0-36 Very low 0

Table 9 San Beda

Conclusion and Recommendation

Bernard M. Bass, B. J. (2003). Predicting unit performance by assessing transformational

The Relationship Between Caregivers, their Caregiving Skills and

This research was undertaken to answer the following questions:

Review of Related Literature

Caregivers in the lives of children

Ability of infants to learn behaviors

Definition of Terms in Motor Development

Milestones in motor development

Development from birth to 12 months

0–4 Human faces Mimic facial expressions Reflex, Vision within

1–3 Senses Smiles, voluntarily grabs Holds head up, holds

3-6 Oral Ulnar Grasps bottle Rolls over, sits with

9-12 Exploration Pincher Grasps spoon Crawl, Sits well,

N Mean Std. Deviation

SKILLS 48 6.625 1.709

STIMULATION 48 7.333 3.185

MANBEHAVIOR 48 13.500 5.885

TOTALYAY 48 27.458 8.622

Figure 3.3: Distribution of the educational history of the respondent

Figure 3.4: Distribution of the experience of respondents with regard to childcare

Kinds of stimulation provided by the caregiver

Finding on the caregiving skills in relation to development

Finding on the stimulation provided in relation to development

Summary, Conclusion, Recommendations

Manipulative behavior is especially impressionable by stimulation. In order for proper

Bee, H. (1994).Lifespan development. New York: Harper Collins College Publishers.

Martin, C. A. & Colbert, K. K. (1997).Parenting: A Lifespan Perspective. New York: The

Montessori, M. M. (1997).Education for human development: Understanding Montessori.

Vandell, D. L. (2002).Characteristics of infant child care: Factors contributing to positive

What do nannies do? (n.d.). Retrieved from http://www.bostonnanny.com/Nannies_

Yen, S. J. (1999). Sensorial-motor album. Retrieved from http://faculty.fullerton.edu/syen/

The Effects of Ergogenic Music on Mood and Weight Loss Behavior