WLB Generation y PDF

WORKLIFE BALANCE AND ORGANIZATIONAL COMMITMENT OF
GENERATION Y EMPLOYEES
A Thesis
Presented to the
Faculty of the College of Business and Economics
De La Salle University-Manila
In Partial Fulfillment
Of the Requirements for the Degree in
Bachelor of Science in Commerce
Business Management Major in Applied Corporate Management
by:
Evangelista, Marianne Joyce M.

Lim, Eric Darryl N.
Rocafor, Shirley C.
Teh, Germaine Larisse Y.
December, 2009
Worklife Balance and Organizational Commitment of Generation Y

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TABLE OF CONTENTS
PAGE
i.
Approval Sheet.... 5
ii.
Abstract... 6
iii.
Acknowledgments... 7
iv.
List of Figures. 8
v.
List of Tables.. 9
Chapter
I.
Introduction and Background of the Study
10
Statement of the Problem.... 14

Research Objectives.... 14
Review of Related Literature.. 15
Conceptual Framework 64
Operational Framework...... 65
Definition of Terms. 67
Scope and Delimitations. 70
Significance of the Study 72

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PAGE
II.
Methods
Research Design.. 74
Subjects and Sampling Procedure 75
Research Instruments... 76
Procedure.... 79
Data Analysis...... 82
Methodological Limitations 83
III.
Results. 86
IV.
Discussion 123
V.
Summary, Conclusion and Recommendations

Summary..... 151
Conclusion.. 152
Recommendations 154
References 158

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PAGE
Appendix
A. Letter of Request to the General Manager of a Selected
Organization in Metro Manila. 179
B. Interview Guide for Human Resource Representative. 180
C. Basic Information... 182
D. Worklife Balance Scale... 184
E. Organizational Commitment Questionnaire 185
F. Interview Guide for Generation Y Employees. 187
G Transcribed Interview Responses (HR Representatives) 188
H Transcribed Interview Responses (Employee Respondents)... 241

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ABSTRACT
This study examined the worklife balance and organizational commitment

of Generation Y employees in a selected Information Technology firm in Metro
Manila. The IT firm, a small-to-medium enterprise (SME), employs about 94
employees, who were used as the subjects for this study. There were three (3)
instruments used for the study: an interview guide for the semi-structured
interviews with the human resources representatives of the organization; a survey
questionnaire composed of two scales, namely Worklife Balance scale and the
Organizational Commitment questionnaire; and an interview guide for the semistructured interviews with the Generation X and Generation Y employees.
Results showed that worklife balance does not affect organizational

commitment of Generation Y employees. This shows that Generation Y
employees do not consider worklife balance as a necessary factor to stay in a
company.
ACKNOWLEDGEMENTS
This research paper would not have been possible without the assistance of many.
To our Management Research professor and Reader who gave us the basic tools
on how to start our paper, Mr. Raymund Habaradas, thank you for your patience
and willingness to give us guidance whenever we needed it.
We would of course like to thank the IT firm that graciously agreed to be the host
company for our study, particularly its General Manager, Mr. Plaza. Also, to the
HR representatives (Via and Judy) and the participants of this study, we express
our utmost gratitude for your warmest accommodation of us. For without your
help, the foundation of the findings of this study would not be as strong.
For providing us with sustenance and respite in the wee hours of the morning, we
thank the best pizza makers, Shakeys. For providing us with an outlet to air out
our thesis pains through our many status messages, we thank the makers of
Facebook. To Shirley and Mayan, the designated drivers of the group, for
bringing us to and from everywhere. You have provided direction to the group,
both to our various destinations and our research paper. To Mayan for being the
hostess for our thesis overnight. To Mayans sister, Nins, for cooking us dinner
for our thesis overnights. To Eric, for always taking one for the team and going
the extra mile (both figuratively and literally i.e. searching for photocopiers
around Taft), and being the Big Kuya of our group of sisters. To Germaine, for
giving us as much reason to laugh with and at your idiosyncrasies. You and
Mayan have given the group as many reasons to laugh as intellectual input in our
paper. To Jacqueline So, for painstakingly reading and checking this paper for
grammatical errors. Thank you so much! To Natalie Lim and Joee Gamo, who
helped us with the Quanti Part.
To Dr. Laurene Chua-Garcia, the best thesis mentor any group could ever ask for.
For your unwavering understanding and flexibility in adjusting to our complicated
class schedules. For giving us more than reasonable lead time to work on our due
submissions every time. For giving us motherly advice and always looking out for
us. For shining the light when we felt lost and confused. For being as passionate
about our paper as we are.
And lastly, to you, the reader of our research paper, thank you for taking the time
and effort to read through our hard work and pride and allowing us to gain from
your invaluable insights.
Thank you all.
LIST OF FIGURES
PAGE
Figure 1.1
Generation X & Y and the Relationship

Between Worklife Balance and Organizational
Figure 1.2
Commitment
65
Operational Framework..
67
LIST OF TABLES
PAGE
Table 1.1
Variations of Birth Years used to define Gen Y.
48
Table 3.1
IT firms Employee Count per Department
87
Table 3.2
Interview Respondents Profile
89
Table 3.3
Additional details on the Generation Y and X

Respondents....
90
Table 3.4
Descriptive Statistics of Worklife Balance.
91
Table 3.5
Breakdown on Worklife Balance
96
Table 3.6
Descriptive Statistics of Organizational

Commitment
97
Table 3.7
Breakdown on Organizational Commitment...
102
Table 3.8
Descriptive Statistics for Worklife Balance Scores on

Organizational Commitment
Table 3.9

Organizational Commitment for Generation Y..
Table 3.10
105
105

Organizational Commitment for Generation X..
106
Table 3.11
Generation Y respondents work history
107
Table 3.12
Generation X respondents work history
111

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Chapter 1
Introduction And Background Of The Study
At the height of globalization, new trends in the workplace have been
surfacing. The flexibility of work and employee turnover has become
commonplace (Anonymous, 2007; Kochanki & Sorensen, 2008). Immediate
resignation after only a few months of training has fast become frequent in
companies today. This can be very costly, especially to the companies. As of
August 2004, a study in the United States showed that net hires to replace those
who retired or quit totalled 27.8 million annually. Of that amount, only 2.9
million were hired to replace those who retired or left due to death, disability or
other reasons and the remaining 24.9 million were hired to replace those who left
voluntarily usually for another job (www.epf.org, 2004). With the total turnover,
voluntary quit rates in industries such as leisure and hospitality (43.9 percent),
retail trade (30.2 percent) and construction (25.6 percent) were relatively above
average, according to a study by the Bureau of Labor Statistics in the United
States. Further, for large-sized companies with 40,000 employees, differences in
turnover rates can be very costly. Research shows that the difference of a firm
with a fifteen (15) percent turnover and one with twenty-five (25) percent
turnover would even reach approximately $50 million annually (www.epf.org,
2004). Costs of turnover rates also vary between industries. The statistics above
evinced that turnover intentions are indeed affecting todays
workplace. However, studies show that having worklife balance or companies

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who promote worklife balance tend to have a positive impact on increasing

productivity, retention of employees and employee loyalty (Ohio: the State of
perfect balance; Queensland Government, 2009).
In the Philippines, Watti, Watson Wyatt managing consultant, found that
fifty (50) percent of those employees that leave their companies go abroad to seek
work and better standards of living. The other half is pirated by competitors
(Cuevas-Miel, 2008). In addition, the study showed that locally, the Business
Process Outsourcing (BPO) or Outsourcing and Offshoring (O&O) industry has
the highest average turnover rate of twenty-three (23) percent per year (CuevasMiel, 2008). Sometimes, inasmuch as the company provides programs and
various efforts to counter these negative issues, reasons that cause employees to
leave are still unclear. With turnover on the rise, todays workplace must be
examined.
Todays workplace consists of four different generations: the Silent
generation, the Baby Boomer generation, Generation X, and Generation Y
(Hammill, 2005). Considered as the latest entrant in the workforce, the Generation
Y has been said to be a generation with a very distinct personality. Because of
this, a number of studies are now focusing their attention on this particular
generation (Terjesen, Vinnicombe, & Freeman, 2007; Broadbridge, Maxwell and
Ogden, 2007; OMalley, 2000). Born between 1980-2000 (Zemke et al., 2000;
Society for Human Resource Management [SHRM], 2007), Generation Y thrives
in a fast-paced, technologically-advanced, and globalized world. As contrasted

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against older generations, this generation is highly efficient, techno-savvy, multitasking, and highly achieving. However, they are also very impatient, demand
more responsibility, and have no sense of loyalty or even commitment to an
organization (Zimmerman, 2008; Fortier, 2007; Martin, 2005). As with any
generation, Generation Y has its own set of distinct characteristics, experiences,
and culture. One of the points of focus in this paper was on how these
characteristics affect the way this generation views work and career.
More than any other generation, Generation Y in particular, stresses on the
importance of worklife balance (Broadbridge, Maxwell & Ogden, 2007 & Anon,
2006). According to Asthana (2008), Generation Y cares less about salaries, and
more about flexible working, time to travel, and a better worklife balance.
Generation Y employees aim for worklife balance that corporations may not be
able to offer, thus, leading to one of the biggest challenges corporations have
facedretention of these employees (Jayson, 2006). Some employers are
realizing just now that Generation Y is different from the previous generations
(Jayson, 2006), and thus currently, a lot of companies are offering ways to help
this generation attain worklife balance through, for instance, the offering of
flexible working hours. This is a plus factor that helps in recruitment.
In addition, Generation Y employees are said to have low levels of
organizational commitment. This is the reason why employers are having a hard
time pleasing them (Fortier, 2007). According to Fortier (2007), this younger
generation is hungry for development and growthThey can be loyal and give

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110 percent, but they are not planning to stay for 10 years. Employers, on their
part, give relatively attractive benefits to retain these employees but only to some
extent. Generation Y employees expect more (Fortier, 2007). Thus, this affects
both the Generation Y employees and their employers.
As previous generations gradually retire, the organizational commitment
and turnover intentions of this new wave of employees, the Generation Y
employees, have become increasingly important. However, existing literature has
not clearly explained the effect of Generation Ys perception of worklife balance
and organizational commitment to the turnover phenomenon. Hence, this study
focused on Generation Y employees, their perceptions of worklife balance, and
their organizational commitment.
In order to gain a rich macro and micro perspective of the above issue,
the researchers used two approaches: (a) the management perspective, specifically
of the Human Resources managers of the sample organization and (b) a personal
analysis (i.e. analysis of the individual) of the Generation Y employees
themselves. A research design that utilized a multi-method approach was used.
Then data obtained was subjected to a qualitative data analysis that examined the
worklife balance situation and organizational commitment status of the
Generation Y employees in a selected organization in Metro Manila. A survey
was also conducted on the host organizations Generation X employees to verify
and compare data gained from Generation Y. Then, to address the relationship of
this ubiquitous turnover trend to this new generation of workers, possible

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solutions on abating turnover and increasing commitment was recommended by

the group.
Statement of the Problem

Does worklife balance affect organizational commitment of Generation Y
employees in the selected IT firm in Metro Manila?
Research Objectives
This study aimed to accomplish the following objectives:
1. To determine the worklife balance status and level of organizational
commitment of Generation X employees in the selected IT firm.
commitment of Generation Y employees in the selected IT firm.
3. To compare the similarities and differences in worklife balance status and
level of organizational commitment between Generation X and Y
employees in the selected IT firm.
4. To identify the effects of worklife balance on organizational commitment
in the selected IT firm.

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Review of Related Literature

Introduction
The review of related literature will discuss worklife balance and
organizational commitment, which includes in its scope, turnover intentions in
relation to Generation Y.
To give an overview, a brief background will be given about the different
classifications of the generations. Todays workplace consists of four different
generations: the Silent generation, the Baby Boomer generation, Generation X,
and Generation Y. In the United States, specifically, the four generations can all
be seen to work together in the workplace (Hammill, 2005). Researchers have
done studies regarding the different generations, their similarities and differences.
Each generation has different sets of values and attitudes towards work.
To understand these differences better, short descriptions of the
generations were given. The Silent generation, also known as the veterans and the
traditionalists, are individuals born from 1922-1945 (Hammill, 2005). They are
those who witnessed World War II, the Great Depression, the Cold War, the
bombing of Pearl Harbor, and other such events during this period (Young, 2007).
This generation experienced some of the more difficult times in history.
According to Hammill (2005), this particular generation is said to be hardworking,
willing to sacrifice, and respectful of authority. The members of this generation
worked hard to obtain their needs. Even though this generation views work as an

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obligation (Hammill 2005), Scheef and Thielfoldt (2004) state that giving back to
the society is a distinct characteristic of this generation.
Members of the Baby Boomer generation, born from 1946-1964, are said
to be optimistic, workaholic, and work well together as groups (Hammill, 2005).
According to Hammill, unlike the veterans, baby boomers think of work as an
adventure. This generation was born in the midst of events such as civil rights
movements, the introduction of the birth control pill, rock and roll (Young, 2007).
According to Scheef and Thielfoldt (2004), this is the generation who gets
satisfaction from their jobs and is willing to take risks.
Generation X employees, also known as Generation Xer, Gen Xers or
Xers, are individuals born from 1965-1980 (Hammill, 2005). This is when events
such as the Fall of Berlin, and introduction of punk rock, rap and the personal
computer (Young 2007). This generation, according to Hammill, is skeptical and
self-reliant. This generation watched their parents cope with the difficult
economic times and its consequences such as layoffs and job insecurity (Scheef
and Thielfoldt, 2004). They work hard to look for a life that is different from that
of their parents. For some of them, work is a challenge; for others, it is a contract
(Hammill, 2005).
According to Kupperschmidt (2000), maximizing organizational
effectiveness by acknowledging the differences between generations is an issue
managers cannot avoid. In contrast, the article by Katherine Field (2006)
mentions that in an industry of tremendous turnover, it is hard to find good

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employees. The strategy is to combine the generations. Mature employees bring

work and life experience to the company. They are terrific mentors and coaches to
the employees in the company while teens are valuable because they add great
insight by being up to date on whats current.
Turnover
Defining Turnover
Turnover, as defined in the Merriam-Webster Online Dictionary (2008) is
the movement (as of goods or people) into, through, and out of a place.
Turnover is the proportion of employees leaving an organization during a given
time period (usually one year) (Newstrom & Davis, 2002, p. 213). Price (1977)
defines turnover as the degree of individual movement across the membership
boundary of a social system (p. 4, para. 5). Known as labor mobility, it is an
interfirm movement, from one firm to another or a change of employer, as defined
by Parnes (Price, 1977).
Price (1977) also identifies two types of turnover: voluntary and
involuntary turnover. To differentiate the two, voluntary turnover is movement
initiated by the individual or employee, and not the employer. Involuntary
turnover such as dismissals, layoffs, and retirements are employer-initiated.
In addition, Price (1977) enumerated the various ways one can gauge the
turnover frequency and magnitude in an organization. To compute the average
length of stayers, divide the sum of length of service for each member by the

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number of members. To know the average length of service of leavers, find the
median length of service of all members who leave during a period.
There are two types of crude turnover rates that are commonly used to
measure turnover (Price, 1977). The accession rate is computed by dividing the
number of new members added during the period by the average number of
members during the period. The other crude rate, the separation rate, is computed
by dividing the number of members who left during the period by the average
number of members during the period. Stability and instability rates are tools that
can also be used in measuring turnover. Stability/instability rate is computed by
dividing the number of beginning members who remain/leave during the period
by the number of members at the beginning of the period. In addition, survival
and wastage rates may be computed. The survival/wastage rate is computed by
dividing the number of new members who remain/leave during a period by the
number of new members (Price, 1977).
Determinants of Turnover
Price (1977) discusses several determinants of turnover. One variable is
pay. It is stated that successively higher amounts of pay will probably produce
successively lower amounts of turnover (p. 68, para. 2).This includes fringe
benefits and other benefits with financial value to the employee. According to
Price, professionals are less attracted to pay and benefits than non-professionals
are. Many scholars warn against putting too much importance to pay, even if this

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does contribute somehow to decreasing turnover. Another determining variable is

integration. High integration lowers turnover (Price, 1977). Price cited Blaus
definition of integration which is the extent of participation in primary and/or
quasi-primary relationships. (Price, p. 70, para. 4). The next determinant is
communication which is broken down into two types: instrumental and formal
communication. It is proposed that high amounts of these two types of
communication are likely to decrease turnover. As for instrumental
communication, role performance, job requirements and realistic previews of the
job environment including its difficulties result in reduced turnover (Price, 1977).
Formal communication includes training sessions of employees which also limit
turnover occurrences. Another determinant proposed by Price (1977) is
centralization, stating that a high degree of centralization encourages the
likelihood of turnover. Increased participation in decision-making, autonomy,
independence, and freedom will motivate employees to stay with an organization.
According to Sheridan and Abelson (1983), increased levels of job tension
in the current job may lead to the employee quitting to avoid the stressful work
environment. Job tension definition is the number and frequency of different
stressors present at work. It may be a result of role ambiguity, conflict, inter-role
conflict with competing family, social or professional role responsibilities, work
overload, and inadequate resources such as skills to perform the job as expected in
the present work conditions.

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Price (1977) further discussed the intervening variables between the

abovementioned determinants and turnover. The two types are: a social
psychological variable known as satisfaction and the other, a structural variable
known as opportunity. There are dimensions to job satisfaction or morale,
namely, work, supervision, pay, promotion, and co-workers. The assumption is
that individuals act to maximize their net balance of satisfactions over
dissatisfactionsThe higher the net balance of satisfactions over dissatisfactions,
the more likely it is that individuals will continue as members of organizations
(Price, 1977, p. 80, para. 4). The second intervening variable, opportunity, is
concerned with the availability of alternative roles or jobs opportunities in the
industry; this involves the supply and demand of labor. Feelings of dissatisfaction
or Boweys labor wastage (Price, 1977) which is defined as separation from the
organization, is influenced by the many job opportunities available in other
organizations. Further, Price (1977) cites Boweys theory that there is a positive
relationship between opportunity and turnover the more opportunity, the
greater the turnover (p. 81, para. 5). It was found that dissatisfaction results in
turnover especially when opportunity for a better job is relatively high.
There is a perception that employees leave their current jobs because of
dissatisfaction. This can come in many forms depending on the employees and
their priorities. Individual differences are very important when employees make
their decisions and that their personality traits do affect turnover intentions and
behaviors (Zimmerman, 2008). Some reasons employees cite for leaving the

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company include better opportunities, scheduling problems, a poor relationship

with their manager, lack of understanding about career opportunities and
misunderstandings about compensation (Kochanski and Sorensen, 2008). Since
reasons vary, organizations, if they want to prevent high turnover rates must
research for the causes of it in their organizations. This can be done by conducting
surveys, focus group discussions, and interviews (Kochanski and Sorensen, 2008).
Once organizations locate the source of the problem, they can create the solution
for it. Solutions for high turnover rates in companies are different but they may
also have some similarities.
Sheridan and Abelson (1983) cited Mobley in his 1979 study to suggest
that there are two factors related to employee turnover. First, the employees
evaluation of the organizations future expected value with respect to his or her
work aspirations. Termination represents employees decision to accept a more
attractive job opportunity. Second, the tension associated with the employees
present work conditions. Termination represents the employees decision to leave
a stressful work environment.
According to Matuson (2008) in her article The Blame Game: Passing the
Buck on Employee Turnover, some organizations seem to think of the following
as the causes to their high turnover rates. The first is that they consider these
employees as simply a bad bunch of new hires and the best of the bunch
(Matuson, 2008). Their allowable pay range is also something that they consider.
For some companies they believe that these are only entry-level positions, so

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who cares? (Matuson, 2008). Because of this, companies feel that they could
simply hire new employees. Other companies believe that our turnover has
always been high (Matuson, 2008). Even if this is the case, some companies with
high turnover rates do not seem to be bothered because even if it is so, we are
still below the industry average (Matuson, 2008). Another reason they responded
was that they did not have people who could take care of this problem (Matuson,
2008).
Because of the many effects the turnover rate bring to the organizations,
numerous studies regarding different turnover rate trends, how high or low it is in
different countries and industries have been studied for the past few years. In line
with the effects, researches have also been done on the causes or the factors that
lead to a certain trend of turnover rate and what can be done with the problem.
There are several reasons why an employee would leave the company they work
for or even think of leaving. Kochanski and Sorensen (2008) states that the
concept of turnover can be connected to the organizations employee value
proposition (EVP). This explains why employees should want to work for the
organization and why it should want them to work there (Kochanski and Sorensen,
2008. p30). The EVP according to them consists of five components: affiliation,
work content, career, benefits and compensation. These factors may vary
depending on the employees and their varying cultures and priorities.
There are some indicators to which turnover are related (Price, 1977). The
correlates with strong support are low length of service, young age, and low level

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of employment. Correlates with medium support are: unskilled blue-collar

members and the countrys overall turnover rate. Correlates with weak support are
high educational attainment, non-managerial roles, and non-governmental jobs.
In Powell and Meyers study (2004), the research instrument utilized to
measure turnover intention focused on questions asking the participants about the
likelihood that they would remain with their current organization for the next year,
three years, and five years or longer. Responses were made on a 7-point scale
(not at all likely; almost certain). Responses to these three items were reverse
coded to provide a measure of turnover intention (Measures Section, p. 166).
Casper and Harris (2008) used a five point Likert scale to measure turnover
intentions (1 = strongly disagree to 5 = strongly agree). A sample question given
is I will probably look for a new job in the near future (Measures Section, p.
99).
Consequences of Turnover
Based on the article of Matuson (2008), turnover rate affects customer
satisfaction, employee retention and profitability. Also, turnover in organizations
can never really be totally extinguished. All organizations experience turnover.
Although many know their overall turnover rate, or even their overall cost of
turnover, they often do not know whether their turnover is acceptable or
undesirable, which can hurt both the bottom and the top line (Kochanski &
Sorensen, 2008, p.31)

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According to Kochanski and Sorensen (2008), personnel turnover is

normal in any organization; however, it becomes toxic when it already affects
the financial results of the company. Besides from the usual costs of recruiting
and replacing employees, indirect costs such as lost of productivity, capacity,
and even customers are incurred all at the same time (Kochanski & Sorensen,
2008, p.28). Moreover, the organization would have a bigger problem if there is a
talent gap in those roles that are critical for the company to execute its business
strategy. According to the authors, the problem of turnover not only specifically
affects big organizations but also those who are experiencing downsizing since
they have to face the exit of their best people.
Worklife Balance
Defining Worklife Balance.
Worklife balance is said to be a universal good as it concerns activities
that are of social and moral importance. Moreover, having balance between work
and family or life outside work is encouraged because it reinforces social values
and inclusion and effective functioning of people (Yeandle, 2005; Millward,
2005).
By maintaining healthy worklife balance, companies are able to promote a
positive working environment and at the same time, retain good employees
(Pillinger, 2007). One of the most common worklife balance activities that top
companies provide are flexible working patterns. Some companies do not require

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their employees to work in fixed hours; employees could just come to work
anytime they please and do the hours to get the job done. A number of companies
also consider providing mobile and web-based technologies to give employees
opportunities to work outside the office. Flexibility in the realm of staff
sabbaticals is also common in some top companies. In some instances, employees
have the choice of how and when they can use their sabbatical privilege; however,
most companies today still limit this privilege (Pillinger, 2007).
There are five main descriptive models of peoples work-life balance
(www.workdesignsolutions.biz, 2005).
The segmentation model states that work and life outside of work
are mutually exclusive such that one sphere does not impact the
other. The spillover model states that work and life are
interdependent and therefore influence each other. The
compensation model states that where a person has growing
frustration in one life domain (e.g., family) they will reduce time
and energy spent in that role. This leads to an increase in time and
energy dedicated to a second life domain (e.g., work) in an effort
to compensate for the lack of rewards or for disagreeable
experiences in the first life domain (e.g., family). The instrumental
model states that one sphere of influence puts emphasis on the
other. The conflict model states that each sphere has multiple
demands, thus requiring individuals to prioritize and make choices

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that can lead to conflict (www.workdesignsolutions.biz, 2005, p.

1)
Fisher-McAuley, Stanton, Jolton and Gavin (2003) updated a scale to

assess the three dimensions of worklife balance namely: work interference with
personal life (WIPL), personal life interference with work (PLIW), and
work/personal life enhancement (WPLE). This scale was updated from the earlier
scale that was made by Fisher (2001) in his article Work/Personal Life Balance: A
construct development study. According to Fisher (2001), the content items for
work interference with personal life (WIPL) reflected the extent to which work
interferes with personal life. On the other hand, personal life interference with
work (PLIW) reflected the extent to which ones personal life interferes with
work. Lastly, work/personal life enhancement (WPLE) refers to the extent where
ones personal life enhances work. To get the overall worklife balance
measurement, lower levels of interference (WIPL and PLIW) will be interpreted
as higher levels of worklife balance while higher levels of work/personal life
enhancement (WPLE) is to be associated with higher levels of worklife balance.
Worklife Benefits.
According to Casper and Harris (2008), work-life benefits affect
organizational commitment. Organizations often offer WLBs with the goal of
facilitating positive outcomes (Osterman, 1995), so understanding whether they
actually do so is important (p. 2). Casper and Harris(2008) study examined

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dependent care assistance (DC) and schedule flexibility (SF), two commonly
explored WLBs. Casper and Harries (2008) cited studies that found that worklife
benefits relate to important outcomes, including increased affective commitment
and decreased turnover intention and increased organizational commitment; some
of these proponents are Auerbach, 1988; Youngblood and Chambers-Cook, 1984,
Goldberg, Greenberg, Koch-Jones, ONeil, and Hamill, 1989; Kossek and Nichol,
1992. Further, Casper and Harris (2008) discussed how family leaves, flextime,
and compressed work schedules has been linked to higher commitment and lower
turnover intentions; this is aligned with other proponents studies such as those of
Thompson et al., 1999, Allen, 2001, Baltes, Briggs, Huff, Wright, and
Neuman,1999. The findings of this study resulted in the following conclusion:
Finally, availability of DC and SF interacted in predicting
attachment such that availability of one WLB was more strongly
related to attachment when the availability of the other WLB was
low. This suggests that organizations may enhance attachment
more when an initial WLB program is implemented than when preexisting WLBs are supplemented. Thus, the return-on investment
from WLB program growth may be smaller than the return-oninvestment for WLB program implementation (Casper & Harris,
2008, Conclusion Section, p. 13)

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benefits of worklife balance. According to CIPD.com (2008), the

following are what organizations that have good worklife balance
programs benefit from:
a)
higher productivity and competitiveness
b)
increased flexibility and customer service, for example to cover for

absence and holidays
c)
raised morale, motivation, commitment and engagement
d)
reduced absenteeism
e)
improved recruitment and retention of a diverse workforce
f)
wanting to become an employer of choice
g)
meeting legal requirements. (http://www.cipd.co.uk, 2008, p.1)

Defining Organizational Commitment.

Feldman and Ng (2008) cited Meyer & Herscovitchs (2001) definition of
organizational commitment as a stabilizing force that binds individuals to
organizations (Theory section, p. 2).
Todays workplace calls for a certain kind of leadership from managers in
order for them to retain their employees. According to Richards (2004),
leadership means inspiring others to commit their energy to a common purpose.
(p.6, para. 2) A leader sounds a call to summon others. The call is a plea for
commitment to a purpose that is defined, embodied, and symbolized by who that
leader is and by what he says and does. The commitment that is summoned is

Employees 29
often a transformational power, a force that can create substance out of mere
dreams and promises through the dedication, involvement, and persistence of
those who offer it. The commitment of others is the fulfillment of the leaders art;
without the commitment of others, a leader is just a voice. (p. 11, para 1)
According to OMalley (2000), there are antecedents of commitment:
a)
Fit and belonging, or the extent to which employees interests and

values are congruent with the companys (and with other
employees)
b)
Status and identity, or the extent to which the employees think of

themselves as belonging to the organization (as part of a group)
and derive value from their membership
c)
Trust and reciprocity, the extent to which the company engenders a

sense of mutual obligation and indebtedness together with its
workforce
d)
Emotional reward, the extent to which employees find the work to

be satisfying and the work environment to be free of obstacles to
and/or supportive of that satisfaction
e)
Economic interdependence, the extent to which employees believe

they are engaged in a fair economic exchange (p. 35)

Employees 30
According to Richards (2004), commitment for a leader or employer

organization is four-fold and is illustrated in an inverted triangle which
symbolizes:
a)
Politicalcommitment to something in order to gain something

else; lowest level and bottom tier of the triangle
b)
Intellectualcommitment of the mind to a good idea
c)
Emotionalcommitment that arises out of strong feelings
d)
Spiritualcommitment to a higher purpose; highest level and top

tier of the inverted triangle (p. 12)
Political commitment is at the lowest level of committed human energy

(Richards, 2004) as it is the least profound. It involves committing to ideas or
actions when we have little or no driver to follow through because our motives
have less to do with the object of our commitment, and more to do with what we
might gain or avoid by offering the commitment itself (Richards, 2004, p. 13,
para. 1). Some examples of these political benefits are good salary, great benefits
and opportunities for career advancement. This level of half-hearted and shortlived commitment is usually sufficient when workers need only a small amount
of new learning and when the workers expect an honest days work for an
honest days pay but nothing more than that, sometimes less (Richards, 2004, p.
13).

Employees 31
Intellectual commitment is the next higher level of commitment.

Intellectual commitment deals with leaders or employers stories which are
concerned with a vision of the future or an ideal state of the organization, and how
to convince employees to join in this quest towards this common vision (Richards,
2004). These stories are about the leader, which in the context of our study could
be the employer company or a manager or supervisor, and his followers pursuing
a common goal. Stories are primarily about identitywho the leader is and who
the followers might become (Richards, 2004, p. 15). Richards (2004) also
prescribes several strategies to win intellectual commitment. These have to do
with stimulating insight, creating a vision, storytelling, and mobilizing followers
into action.
Emotional commitment is the third highest level of commitment. This
level of commitment deals with how to move people, manage ones emotions,
motivation, recognizing emotions in others, and handling relationships
(Richards, 2004, p. 16). Employees who are uplifted and inspired will engage
their commitment towards managements desired direction. The strategies
prescribed to gain emotional commitment are: self-awareness, spurring emotional
engagement, and fostering hope of success (Richards, 2004).
Differentiating intellectual and emotional commitment, the former
concerns a sophisticated understanding of the broader significance of the
purpose, and the latter is more on employees motivation to get involvedto
act on the purpose (Richards, 2004, p. 18).

Employees 32
Spiritual commitment is at the highest level and has the greatest amount of
committed human energy, given the same about of followers (Richards, 2004) or
employees. However, Richards (2004) stated that this kind of leadership is rarely
seen in organizational life unless the core business of the organization is spiritual
itself. Spiritually committed people give of themselves selflessly and with
fervorIt comes from a deeper source than most people bring to their day-to-day
work (Richards, 2004, p. 18). The strategies prescribed to achieve spiritual
commitment are: rendering significance of the employers vision to the
employees lives, enacting beliefs and principles into activities, and centering of
the three components of commitment (Richards, 2004).
OMalley (2000) states that organizational commitment goes with other
elements such as: (a) a desire to act or commitment, (b) an ability to act or
requisite behavioral repertoires, and (c) an objective or goal state. OMalley (2000)
says that if any one of these is missing, organizational commitment will not take
effect. First, it is contended that great commitment and goals will be lost on an
inferior workforce and/or on an obstructionist work environment (p. 14, para. 2).
If the employees do not have the skills needed to accomplish the tasks, the goals
of the organization will not be achieved, no matter how much management
rewards the employees. Aside from a deficient workforce, factors such as
bureaucratic hindrances and insufficient resources will also hinder organizational
commitment.

Employees 33
Second, OMalley (2000) states that generating great goals without the
attendant commitment is futile (p. 15, para. 2). Goals are described as sterile if it
lacks the passion and conviction of the organizational members. It is not enough
that managers involve employees in goal-setting. As explained by OMalley
(2000), the real differences do not lie on who made up the goal or what the
specific goal is, but on how deeply once cares about, and is committed to, the
enterprise in which the goal is embedded (p. 15, para. 2). OMalley (2000)
suggests the analogy of the difference between a mountain climber and a tourist,
both having the common goal to reach the mountains summit. The climber
chooses the more challenging route because he/she is filled with passion; while
the tourist will take only the easiest route possible.
Third, instilling commitment without establishing direction squanders
employees ardor (OMalley, 2000, p. 15, para. 4). Essentially, it is stated that
even as committed employees have some freedom or autonomy on how they
accomplish their day-to-day tasks, a clear direction from management is still
needed.
Previous research done by Sheridan and Abelson (1983) cited that
commitment implies that the employee has made an implicit comparison of the
expected job benefits with alternative job opportunities and is satisfied with the
present job offers benefits that are as attractive as any other alternative.
Commitment is also defined as the employees behavior intention to continually

Employees 34
work for the organization rather than accepting another job that may offer
potentially better socioeconomic benefits.
Powell & Meyer (2004) made mention of the stand of other theorists on
organizational commitment. Other theorists (e.g., Mowday, Porter, & Steers,
1982) tended to view commitment as an emotional attachment to the organization.
Still others conceptualized commitment as a sense of moral obligation to comply
with behavioral norms (e.g., Wiener, 1982) (p. 159)
theories on organizational commitment. This study will focus on the

application of Allen and Meyers (1990) three-component model of
organizational commitment. Beckers Side-Bet theory (1960) is included for
reference.
Powell and Meyer (2004) who made a study on organizational
commitment and turnover, cited Allen and Meyers study (1990), the threecomponent model of organizational commitment. The three components of
organizational commitment are continuance, affective, and normative
commitment. Powell and Meyer (2004) described Allen & Meyers components
of commitment develop in different ways and have different implications for job
behavior. Powell and Meyer (2004) explains the three-components of Allen &
Meyers model:

Employees 35
a) continuance commitment was expected to develop in response

to conditions (e.g., side bets) that increase the cost of leaving,
whereas
b) affective commitment was expected to be particularly sensitive
to work experiences (e.g., job scope; organizational support).
c) Normative commitment was believed to develop in response to
social pressure. On the consequence side, affective
commitment was expected to have the strongest positive effect
on desirable work behaviors (e.g., attendance, performance,
organizational citizenship behavior), followed by normative
commitment. Continuance commitment was expected to have
little, or even a negative, impact on these behaviors (Meyer
and Allens three-component model Section, p. 159).
To further expound on these definitions, Feldman and Ng (2008) also

utilized Allen and Meyers three component model (1990), following the
definitions of the proponents: affective commitment refers to employees
emotional attachment to, involvement in, and identification with their employers.
Normative commitment is the perceived obligation to stay, with some
connotations of moral imperatives to do so. Continuance commitment is the
extent to which employees perceive that they have to stay with their employers
because the costs of leaving are too high (Theory section, p. 2).

Employees 36
According to the study of Lee, Allen and Meyer (2001), the three
component model of Meyer all have significant correlations with turnover
intention wherein normative commitment was found to have an independent
contribution to the prediction of turnover intention over and above affective and
continuance commitment.
Feldman and Ng (2008) stated a primary difference about older generation
employees and Generation Y employees when it comes to organizational
commitment. Older workers who have had years of full-time work experience are
particularly more likely to react positively when they perceive that their current
employers are treating them well with unreplicable deals, since they are keenly
aware how hard it will be to find replacement jobs with similar pay and benefits,
also because as individuals gained work experience, their perceptions of the work
world would become more realistic and that individuals would react less strongly
to disappointments on the job. (Mallinckrodt, 1990; Wanous, 1981). Thus, we
predict that, compared to younger workers, older workers who view their
contracts as unreplicable are likely to have higher organizational commitment
(Theory section, p. 3). This assumption led to the hypotheses to be investigated in
the study that age and work experience moderate the relationships of contract
unreplicability with affective commitment and normative commitment such that
these relationships are stronger for older employees than for younger employees
(Theory section, p. 3). Results showed that normative commitment and affective
commitment has a stronger relationship with employees age 40 and older than

Employees 37
those aged below 40 (Feldman & Ng, 2008). In relation to age and work
experience, Feldman and Ng (2008) tested the relationship of organizational
commitment with career stages of older and younger employees. The results
showed that the difference was statistically significant. Consistent with the
proponents predictions, commitment is stronger with the veteran group than in
the career starter group (Feldman & Ng, 2008).
D'Amato and Herzfeldt (2008) found in the results of their study that
younger generations are less willing to remain in the same organization and have
lower organizational commitment. The youngest generations (Early and Late Xers,
born 1960 and after) show stronger learning orientation and lower organizational
commitment than older generations (Early and Late Boomers, born 1946-1959)
(D'Amato & Herzfeldt, 2008). The results of this study contend that job-related
learning is an important variable for the intention to stay/leave one's current
organization.
Even as Feldman and Ngs (2008) study provided significant information
on the variables affecting organizational commitment, further research could be
done regarding continuance commitment of Generation Y employees. The
researchers will focus on Generation Y employees aged below 30 years old as
contrasted with the 40 years old and below young employees used in the study
of Feldman and Ng (2008).
To measure organizational commitment, Powell and Meyer (2004) utilized
a modified version of Allen and Meyers Affective (ACS), Continuance (CCS),

Employees 38
and Normative (NCS) Organizational Commitment Scales. Responses were

made on a 7-point scale (strongly disagree and strongly agree). The ACS and
NCS each contained six items, and reliabilities (coefficient a) were .87 and .89,
respectively. The CCS included three items measuring perceived lack of
alternatives (CC:LoAlt), and six items measuring personal sacrifice (CC:Hi:Sac)
(Powell & Meyer, 2004, Measures Section, p. 165).
Feldman and Ng (2008) operationalized age as the chronological age of.
Work experience was operationalized as number of years in the industry
(Quinones, Ford, & Teachout, 1995; Feldman & Ng (2008). Career stage was
assessed through employees global perceptions of which career stages they
perceived themselves to be in: early-career, mid-career, or late-career. Brief
descriptions of each of these three career stages were indicated so that
respondents could more readily identify their current career stage. We described
early career as the period in which an individuals career has just begun and the
individual is still exploring different alternatives. Mid-career was described as the
period in which a career has been progressing for some time and several
important career goals have been accomplished, while late career was described
as the period in which an individuals career is winding down and getting close to
its endWe found that age was related to work experience at .78 and career stage
at .73, while work experience was related to career stage at .69 (Feldman & Ng,
2008, Measures section, p. 4).

Employees 39
To measure employees perceptions of contract replicability, or the extent

to which respondents perceived that their current psychological contracts would
be readily attainable in other firms (Feldman & Ng, 2008), Robinson, Kraatz,
and Rousseaus (1994) measure included the following seven key elements:
opportunities for advancement, level of pay, pay based on current level of
performance (merit pay), training, job security, career development, and support
with personal problems. Feldman and Ng (2008) included the following items: (1)
this organization promises me a level of pay that other organizations are unlikely
to provide; (2) this organization promises me advancement opportunities that
other organizations are unlikely to provide; (3) this organization promises me skill
training that other organizations are unlikely to provide; (4) this organization
promises me career development opportunities that other organizations are
unlikely to provide; (5) this organization promises me a level of job security that
other organizations are unlikely to provide; (6) this organization promises me
support for personal problems that other organizations are unlikely to provide.
The coefficient alpha for this scale was .90, with higher scores indicating that
contracts are unlikely to be replicable elsewhere (Feldman & Ng, 2008,
Measures section, p. 5). This measure was pre-tested using an exploratory factor
analysis (EFA) with one factor that accounted for 52% of the variance, with
factor loadings ranging from .64 to .81. The coefficient alpha in this sample
was .81. Based on this information, it seems the 6-item measure is
psychometrically acceptable (Feldman & Ng, 2008, Measures section, p. 5).

Employees 40
Feldman and Ng (2008) utilized Meyer, Allen, and Smiths (1993) 18-item
scale to measure the three components of organizational commitment. A sample
item of the affective commitment scale is: I feel emotionally attached to this
organization. (a = .94). A sample item of the normative commitment is: I feel
the obligation to remain with my current employer. (a = .91). A sample item of
the continuance commitment is: Too much of my life would be disrupted if I
decided I wanted to leave my organization now. (a = .81). (Feldman & Ng,
2008, Measures section, p. 5)
In Casper and Harris (2008) study on organizational attachment, Meyer
and Allens eight items were used to measure affective organizational
commitment. An example of a question that was included in the research
instrument was I would be happy to spend the rest of my career at my
organization. Responses were on a five point Likert scale (1 = strongly disagree
to 5 = strongly agree) (Measures Section, p. 99). To measure perceived
organizational support, a five point Likert scale was also used (1 = strongly
disagree to 5 = strongly agree). An example item on the research instrument is
My organization cares about my opinions (Casper & Harris, 2008, Methods
Section, p. 99).
Powell and Meyer (2004) also made mention of Beckers (1960) side-bet
theory. Powell and Meyer (2004) explained that Beckers theory was that
commitment was accompanied by an awareness of the costs of discontinuing a
course of action. Beckers (1960) theory on organizational commitment is that

Employees 41
commitments come into being when a person, by making a side bet, links
extraneous interests with a consistent line of activity (Becker, 1960, p. 32;
Powell & Meyer, 2004, p. 158). Powell & Meyer (2004) enumerated several
categories of side bets:
a) Generalized cultural expectations refer to the expectations of
important reference groups regarding what constitutes
responsible behavior (e.g., how long one should stay at a job).
Violating these expectations could lead to real, or imagined,
negative consequences.
b) Self-presentation concerns arise when a person attempts to
present a consistent public image that requires behaving in a
particular fashion. Failure to do so could tarnish the image.
c) Impersonal bureaucratic arrangements are rules or policies put
in place by the organization to encourage or reward long-term
employment (e.g., a seniority-based compensation system).
d) Individual adjustments to social positions refer to efforts made
by an individual to adapt to a situation, but that make him or
her less fit for other situations (e.g., investment of time and
effort to acquire organization-specific skills).
e) Non-work concerns refer to side bets made outside the
organization itself, as when an employee establishes roots in a
community that would be disrupted if he or she were to leave

Employees 42
the organization and be forced to seek employment in another

geographic location. (p. 159-159)
The findings of Powell and Meyers (2004) study provide strong support
for side-bet theory. Measures of all five of Beckers (1960) side-bet categories
correlated significantly with high-sacrifice continuance commitment and with
turnover intention. However, the partial correlation was .21 (p < .01), suggesting
that side bets account for some, but not all, of the variance shared by continuance
and normative commitment (Results section, p. 21).
Fostering organizational commitment to prevent turnover
Branham (2001) describes a culture that fosters organizational
commitment which results in a high-performing, innovative, confident and
committed workforce and overall success of the company:
a)
Views employees as partners
b)
Recognizes human needs of all employees
c)
Invests in people as the primary source of competitive

advantage
d)
Communicates clear corporate mission, vision, strategy,

goals, and objectives.
e)
Commits to long-term strategy and the people needed to

carry it out.

Employees 43
f)
Reward system and management styles support the mission

and strategy
g)
Focuses on managing the performance contract, not

controlling the people
h)
Puts a premium on employee involvement in new ideas and

innovation
i)
Focuses on results, not on who gets credit
j)
Trusts employees enough to delegate
k)
Tolerates intelligent error and experimentation (p. 26)
Halfs survey (2005) explored the top three (3) reasons why Generation Y
employees would leave a company. In descending order, the percentages were:
no opportunities for career development (51%), not satisfied with salary (39%),
work/life not in balance (12%) (Half, 2005, p. 7)
Conversely, Half (2005) explored the factors that are most likely to lure
Generation Y employees to another firm and the responses are aligned with
existing literature. These were: greater opportunities for career development,
higher pay, better work/life balance, benefits (Half, 2005, p. 14).
Alexander & James (2009) describe the kind of commitment that
Generation Y has. As contrasted against Generation Xs loyalty to the
organization, Generation Ys loyalty is to individual managers. They are more
committed to the idealistic corporate vision and values than the organization itself.

Employees 44
Generation Y employees are willing to do their due diligence and hard work with
their work output, but in return there must be immediate reward and recognition
(Alexander & James, 2009). They have an insatiable need for mental stimulation
(Mitman & Wiegand, 2009).
OMalley (2000) enumerates fifteen (15) myths and misconceptions about
commitment and turnover: First is that employees who stay with a company are
committed (p. 16, para. 4); in other words, retention does not equal commitment.
Managers must differentiate employees who stay in the company because they
have no other better options in other companies or if they are just in it for the
benefits. Second, when a company does something to increase commitment, it
should see the results to the business right away (p. 17, para. 2); OMalley
emphasizes that commitment takes time to build, conversely, it takes time to
destroy as well. Third is turnover and absenteeism are entirely different subjects
(p. 17, para. 4). As for the similarities of the two, they are seen as similar
responses (e.g. escaping or avoiding) to a lack of commitment to the organization.
On the other hand, these two have different cost structures, policies and
procedures related to them from the companys perspective (OMalley, 2000).
Fourth, employees, by nature, arent as committed as they used to be (p.
18, para. 3); the issue of job security aside, employees still derive commitment
and security in their jobs even without the clear promise or guarantee of
permanence from other facets of the organizational climate. Fifth is the people
who are most likely to leave a company are new hires fresh out of school who

Employees 45
have not yet developed a work ethic (p. 18, para. 5); as fresh graduates are beset
with other prospects or job opportunities outside of the company, they are deemed
to be the most uncommitted to an organization. However, OMalley (2000)
contends that new hires, fresh graduates or not, look at how long the existing
employees stay in the company and then the new hires generally follow suit. Sixth
is most employees leave because of money, not lack of commitment (p. 19, para.
2); bottom line, employees who leave for money have not been enriched by the
company in other ways (p. 19, para. 3). However, most employees have other
underlying reasons for leaving a company such as abuse of power, broken
promises for career advancement, and other emotion-laden reasons (OMalley,
2000).
Seventh, doing something to increase commitment is better than doing
nothing (p. 19, para. 4); investing in programs that are intended to increase
commitment but do not address the right issues can be costly. For instance,
quality circles that are intended to empower employees might be discouraged
because this is time-consuming and interferes with accomplishing formal work
tasks. Eighth, there is really no use in trying to create commitment within certain
industries (e.g. retail), because the jobs arent that good and that reality cant
changed (p. 20, para. 2); employees who are at the bottom of the hierarchy, such
as clerks, representatives, cleaning and maintenance staffs, still need to feel that
they and their work are meaning full and are being valued by the company, no
matter how menial or seemingly remote their role is within the company. Ninth is

Employees 46
companies should address low commitment where it results in the biggest

organizational returns (p. 21, para. 2); OMalley (2000) states that the
magnitude of potential results tend to be correlated with the scope and effort of
change that is required (p. 21, para. 3). Tenth is turnover is a binary effect (p.
21, para. 4); oftentimes, not one thing but many factors, elements, and
experiences cause an employee to quit his job. OMalley (2000) contends that
turnover is an evolutionary process by which employees gradually discover
(some more quickly than others) what the organization is like and what kind of
relationship they are inand they make a choice accordingly to stay or leave (p.
21, para. 4).
Eleventh is that very low turnover is bad (p. 22, para. 3); there is an
implicit assumption that goes with this particular state (i.e. involuntary turnover)
in an organization, and that is that the company might be too comfortable and
have grown complacent and unmotivated. Further, when it comes to zero or
voluntary turnover, OMalley (2000) advises that a company must leave room in
the system for employees to be able to leave the company voluntarily so that the
company retains only those who really want to work in the company. Twelfth is
that there is only one reason for high or low commitment (p. 23, para. 2);
commitment is affected by corporate wide influences, group (e.g. departmental,
workgroup, job class) influences, and individual differences (p. 23, para. 2) such
as attitudes and personal opinions or perceptions. There is no one thing that
causes low or high commitment.

Employees 47
Thirteenth is to understand commitment, we can just ask employees (p.

23, para. 2). The input of employees is indisputably significant; however, the
responses of employees of one workgroup to another will most likely be different
and should be contrasted against each other. Further, the responses of employees
who wish to stay in the company and those who wish to leave will differ greatly.
Fourteenth is that happy employees are productive employees (p. 24, para. 2);
OMalley (2000) states that employees who are happy or cheerful do not equal
productive, motivated and committed employees. Last is that positive behavior
change implies positive change in commitment (p. 24; para. 3). Even as
managers impose sanctions or reprimands intended to thwart negative behavior of
employees, the existence of these sanctions and how these affect the relationship
of employees with their managers prove to have negative effects on their
commitment in the long-run.
Generation Y
Who are they? Statistics and Trends
Earlier, a brief general overview was given about the Silent generation, the
Baby Boomers, and the Generation X. This section will be solely dedicated to
development, trends and characteristics of the Generation Y. Some literature on
Generation Y that is related to worklife balance, organizational commitment, and
turnover intentions will be discussed as well.

Employees 48
NAS Recruitment Communications (2006) indicated in the article

Generation Y: The Millenials that Generation Y makes up to around 70 million
(20%) of the population of the United States.
There are also a lot of assumptions regarding the range to which this
generation belongs to in terms of birth years. Patalano (2008) conveniently
compiled most of the common variations of birth years that are used to describe
Generation Y. Table 1.1 below shows the different variations.
Table 1.1
Variations of Birth Years used to define Gen Y
Birth Years
Author(s), Date of Publication
1975-1984
Cheng (1999); Janoff (1999); Stapinski (1999); Wellner (1999)
1977-1994
Bakewell & Mitchell (2003); Cui, Matiru, Sullivan, & Trent

(2003); Gill (1999)
1970-1995
Crispell (1993); Hira (2007)
1978-1984
Chester (2001); Martin & Tulgan (2001)
1978-1997
Alch (2000)
1979-1994
Duff (1999); Kapner (1997); Neuborne & Kerwin (1999)
1980-1999
Allen (2004)
1980-2000
Zemke et al. (2000); SHRM (2007)
1981-1999
Lancaster & Stillman (2002)
1981-1988
Pew Research Center For the People & the Press (2007)
1982-2002
Howe, Strauss, & Matson (2000)
Note. From A study of the relationship between generational group identification

and organizational commitment: Generation X vs. Generation Y of Patalano, 2008,
(Table 1).

Employees 49
Considering the table above, this paper will employ the age range of 19802000 as the basis for defining Generation Y since the period somehow
encompasses all the other variations given.
The Millenial generation brings together the can do ethic of the Silents,
the teamwork approach of the Boomers, and an even greater tech savvy than that
of the Generation Xers (Scheef & Thielfoldt, 2004, p.10). People born between
the years 1980-2000 (Zimmerman, 2008) are the Generation Y of today or the
so-called the Millennials (Huggins, 2008). This is the period of when the
internet, instant messaging, other technology and hip hop are prevalent (Young,
2007). Zimmerman (2008) described this generation as a generation that is
techno-literate, self-confident, success-driven and community-minded. They
thrive on flexibility, value guidance, and expect respect (Zimmerman, 2008).
Aside from being busy and stressed, this generation has this mentality of instant
gratification in everything that they do (Huggins, 2008).
Salt (2007), in his article Beyond the baby boomers: The rise of
Generation Y, gives a description of Generation Y, explaining why how its
characteristics are as observed in relation to other generations:
Gen Y are the children of the Baby Boomers. Some see the Ys as
the children of rich and indulgent baby boomer parents. The
boomers were the first generation to deliver two incomes to the
household and have been inclined to indulge their children as a
consequence Generation Y are less likely to make commitments

Employees 50
to marriage, to mortgage, to children or to career until late in their

20s. This generation is more likely to live at home or, in the case of
the U.S., to continue to draw upon parental income support after
leaving home. Some have labeled this phenomenon as Generation
Y having access to the Bank of Mom & Dad. This generation is
highly educated, generally entrepreneurial (in comparison with
previous generations) and global in their thinking. All of this
makes Generation Y focused on the here and now and, from an
employers perspective, it also makes this generation especially
difficult to retain in the office. (p. 15)
Shown below are statistics and trends regarding the behavior of

Generation Y employees. Researchers often characterize them as self confident,
technologically savvy, collaborative, entrepreneurial and impatient (Grossman,
2006). Furthermore, Fortier (2007) cited findings of a survey by CareerBuilder
released in October 2007 found that 87 per cent of all hiring managers and HR
professionals said Generation Y workers feel more entitled, as contrasted against
older generations, in terms of compensation, benefits and career advancement.
Fleschner (n.d.) says that Baby Boomers and Generation X parents are
enablers in that they encourage rewards and recognition for their Generation Y
children for menial effort and accomplishments. According to Fleschner (n.d.)
this culture of our society celebrating mediocrity has set up an unrealistic

Employees 51
scenario of adult life for Generation Y. This has caused members of Generation
Y to graduate with a sense of entitlement, a feeling that they deserve largely as
they have been constantly rewarded for often small, trivial successes (Fleschner,
n.d., p. 144).
Levine in Fleschner (n.d.) further extends the reasoning to the high
turnover trends with Generation Y: Having been used to being well-rewarded for
often little effort, many members of Generation Y move from job to job seeking
this immediate satisfaction (Levine in Fleschner, n.d., p. 144).
Half (2005) also mentions that Generation Y has been characterized as an
overstimulated, high-maintenance generation hooked on instant gratification.
Generation Y employees also been accused of having a sense of entitlement and
unreasonable expectations about work (Half, 2005, p. 13).
The CareerBuilder results show that when dealing with young
employees:
a) 74 per cent of employers say Gen Y workers expect to be
paid more
b) 61 per cent say Gen Y workers expect to have flexible
work schedules
c) 56 per cent say Gen Y workers expect to be promoted
within a year
d) 50 per cent say Gen Y workers expect to have more
vacation or personal time

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e) 37 per cent say Gen Y workers expect to have access to

state-of-the-art technology (Fortier, 2007, Human
Resources Section, p. 10)
In 2000, the highest level of new hires were between the ages 31 to 40,
while the highest number of quits occurred with the employees in their early 30s
(Colleen O'Hara, 2001).
As contended by Amar (2004), Generation Y draw three sources of work
motivation (as opposed to other generations): the nature of the job; the outcomes
of the job which include rewards and sanctions; and the organizational system and
its attributes such as mission-vision, goals, policies, practices, image, and culture.
Characteristics at Work.
Below are some typical characteristics of Generation Y employees at
work.
commitment to the organization. In the article Busting the myths of Gen
Ys by Fortier (2007) cited Helen Handfield-Jones research on Generation Y
workers that although their seemingly lack of commitment to their employer
companies in terms of stay in the company, they are committed to doing well at
their jobs. One of the reasons for the lack of commitment might be an adaptation
of the dynamic marketplace. "These young people have grown up in the age when
commitments between people and organizations are much more short term. They
know their company isn't going to keep them on the payroll forever," she

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explained. "Our research has found that younger generations are incredibly
hungry for development and growth, more than we were at that ageThey can be
loyal and give 110 per cent, but they are not planning to stay for 10 years."
(Fortier, 2007, Human Resources Section, p. 10).
impatience/sense of immediacy. Another evident characteristic of
Generation Y is their urgent sense of immediacy (Martin, 2005). The proponent
states, A year is long-term to a Generation Y employee and three years is just a
mirage. (p. 41) Furthermore, these workers are not attracted by promises of
climbing ladders, paying dues, and cashing out at retirement, as Generation X
workers do. They are more concerned with what they can learn and gain (in terms
of rewards) today. Generation Y is self-confident, outspoken, passionate,
opinionated, loyal and impatient. They are easily bored and happily move on to
other things and interests. They are ambitious, and in a hurry (Henry, 2006,
p.1). When it comes to career advancement, Generation Y is known to be
impatient in the time they have to wait to receive a job promotion. Fleschner
(n.d.) states that this generation is opposed to working many years before job
advancement if they are seemingly qualified (Fleschner, n.d., p. 142). Halfs
survey (2005) of Generation Y employees showed that more than half of those
surveyed believe they should spend just one to two years paying their dues in
entry-level positions (Half, 2005, p. 7).
demand for responsibility. Another characteristic that is distinct to
Generation Y is the desire or demand for more responsibility at work. When they

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are left with menial tasks, they tend to get bored easily. Also, they do not like
being micromanaged. This generation has a need to feel that their bosses trust
them with real and more important tasks so that they will gain professional
growth. Generation Y people are highly motivated. For Martin (2005), the
managers should position increasing responsibilities as rewards for their Gen Yers accomplishments (p. 42). The reason for this could be related to Sheahans
(2005) observation that Generation Y have been played up to their entire life,
often with money and material things ... they know their value, and they know
they have options (2005, p. 28). Also, Hill and Stephens (2005) noted that
Generation Y has been raised to believe that their private agendas drive their
public performance and will clearly need to be managed in a much more
sophisticated way than previous generations. As stated by Broadbridge, Maxwell
and Ogden (2007), job security is not a motivator for Generation Y and they do
not expect nor desire long-term employment. This claim is supported by Baruch
(2004b), who suggests that Generation Y employees are more attracted to
challenging and meaningful task assignments for their self-development and their
careers. According to Kupperschmidt (2000), Generation Y would want the same
things from a job. The only difference is they expect it, and more than that, they
demand it.
flexibility of work. According to Martin (2005), Generation Y employees
desire flexibility of work. They are looking for work places where they can move
from project to project, position to position, department to department, location to

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location (p. 42). The reason for this is that flexibility provides opportunities
where they can continue to learn different marketable skills and gather experience
that will serve their career in the future. As a solution, managers should invest in
on-going education and flexibility within the organization to make it the hub of
energy of the Generation Y workers.
preferences on organizational attributes. According to the research study
Attracting Generation Y graduates: Organizational attributes, likelihood to apply
and sex differences (Terjesen, Vinnicombe, & Freeman, 2007), it was found that
with the sample, which consisted of university students about to graduate, there
was be a positive relationship between the attractiveness of organizational
attributes and likelihood to apply. Some of the characteristics of Generation Y
employees, such as being respectful of learning, socially conscious and, diverse
are shown (Grossman, 2006), and the organizational attributes identified were:
a)
invest heavily in the training and development of their

employees
b)
care about their employees as individuals
c)
clear opportunities for long-term career progression
d)
variety in daily work and
e)
dynamic, forward-looking approach to their business (p. 517)

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Terjesen, Vinnicombe, and Freeman (2007) were able to identify the most
important predictor of likelihood to apply to a company. In descending order of
important attributes are:
a)
employs people with whom you feel you will have things in
common.
b)
offer the opportunity for international travel
c)
really care about their employees as people
d)
friendly, informal culture
e)
a very high starting salary
f)
use your degree skills
g)
scope for creativity in your work
h)
a dynamic, forward-looking approach to their business (p. 514)
However, some organizational attributes are disliked by Generation Y workers.

These are: an internationally diverse mix of colleagues and require you to
work standard working hours only (Terjesen, Vinnicombe, & Freeman, 2007, p.
514). Interestingly, the proponents also identified some attributes that were not at
all mentioned by the sample. This information indicates to some extent that
Generation Y is looking for slightly different qualities in their employers. The
missing attributes, which are greatly prominent with Generation X, are:
a)
absence of students mention of benefits (e.g. medical, life
insurance),

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b)
job security,
c)
physical work environment,
d)
solitude,
e)
easy commute,
f)
geographical location and
g)
feedback (p. 515)
nature of job and industry preference. With regard to the type of job or
industry that Generation Y prefers, Terjesen, Vinnicombe, and Freeman (2007)
found through their sample companies, a management consultancy, an investment
bank and a media corporation. The findings were that Generation Y students
perceive the media corporation to offer more scope for creativity at work and a
relatively stress-free working environment than the management consultancy or
the investment bank (p. 511), which indicates that Generation Y students prefer
creative and stress-free work. This also evinces that students are able to
differentiate between employers and the nature of work involved very early stages
of the job search process.
clearer expectations based on previous work experience. For
Broadbridge, Maxwell and Ogden (2007), Generation Y may already have work
experience from several jobs while still being students (i.e. undergraduate
internships) before entering into a full-time employment. In general, this
generation of workers has clearer expectations as to what they want and what they

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not what for their careers. Furthermore, according to Martin (2005), Generation Y
workers want to play meaningful roles, doing meaningful work on teams of
highly committed, motivated coworkers. They also had every intention of making
lots of money while building their ideal career and personal life. And with three to
four part-time job experiences or internships under their belts before they enter
the workplace full-time, they were emphatic about the type of manager they
wanted to work with. (p. 40)
career planning. Ye (2006) in Coping with the Millenials, found that
fresh college graduates of today use their first few companies as spring boards to
gain experience so that they can quickly move to a next job which usually pays
more. They accept authority and view work as a means to an end and a
fulfillment (Hammill, 2005). These Generation Y graduates also expect career
advancement in six months to one year. More importantly, according to
Publishers Weekly (as cited in Alsop, 2008), Generation Y employees value
greatly career success; however, they are also persistent job-hoppers. Their
commitment is not on the company per se but on themselves by acquiring as
much skills as possible before pursuing their dream jobs.
With the characteristics of Generation Y employees identified previously
by different researchers, such as being self confident, independent,
technologically savvy, etc., they seek to find jobs that are meaningful, highpaying, and flexible (Grossman, 2006). As discussed in Ye (2006), Generation Y
employees go from one job to the other and expecting higher pay every time.

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They seem unafraid of not being able to get a job unlike other generations. This
can be because of all the identified characteristics and skills they possess. They
believe they can do anything (Grossman, 2006).
Characteristics at Play.
desire to be independent. Even as this generation is commonly
characterized as being independent because they are said to be able to take care of
themselves, they are also described to be dependent because they grew up in a
very child-centric environment unlike the other generations (Grossman, 2006).
They work well in teams but still maintain a sense of individualism within the
group (Huggins, 2008; Zimmerman, 2008).
techno-savvy. As mentioned by Martin (2005), members of Generation Y
are techno-savvy as technology has fundamentally shaped their lives in how they
learn and how they process information. More than using the technology,
Generation Y workers want to create with it from their own web sites to
teaching their teachers how to use technology in the curriculum. Theyre
continually customizing how they gather and share information. (p. 41) Martin
(2005) then proposed that the challenge for managers is to make sure that the
companys technology is up-to-date and competitive with other businesses in the
same industry as these are big factors that Generation Y considers. The
technological advancement of a company reflects how competitive the company
in contrast to the rest of the world in terms of how it can support its mission and

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goals through its available tools. Having outdated technology will turn Generation
Y recruits off and frustrate them.
worklife balance. According to Broadbridge, Maxwell and Ogden (2007)
and Anon (2006), Generation Y workers generally seek a work-life balance and
have differing expectations and perceptions about work from Generation X.
Generation Y is enthusiastic with work, but they are not workaholics; they do not
let it dominate their lives. Moreover, they give high regard for the presence of
diversity, equality, and tolerance in both professional and personal aspects of their
lives (Morton, 2002). expect work and life to co-exist harmoniously, even
though they are not sure how to make it work yet (Henry, 2006, p.1). Trunk
(2007) in an article for Time Magazine stated that Generation Y perceives worklife balance differently from other generations. With 85 million baby boomers
and 50 million Generation X, there is already a yawning generation gap among
American workers--particularly in their ideas of work-life balance. For baby
boomers, it's the juggling act between job and family. For Generation X, it means
moving in and out of the workforce to accommodate kids and outside interests.
Now along come the 76 million members of Generation Y. For these new 20something workers, the line between work and home doesn't really exist. They
just want to spend their time in meaningful and useful ways, no matter where they
are (Trunk, 2007, p. 1).
An article from OnlineRecruiter.com
(http://www.onrec.com/newsstories/22305.asp, 2008) reported on an international

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panel of some of todays brightest 18 year olds at the seminar Kids Today,
Leaders Tomorrow held at the London Business School on July 8th 2008. In this
seminar, some of the career requirements of these youth were discussed. A
common theme throughout was the students belief that their parents generation
worked too hard and that a work-life balance and the ability to start a family
without ones career being affected were important prerequisites in determining
the paths they would pursue (www.onrec.com, 2008, p.1). Asthana (2008) states
that Generation Y employees care less about salaries, and more about flexible
working, time to travel and a better work-life balance. And employers are having
to meet their demands (p. 1)
Faller, Jones, & Morgan (2008) stated in their article Generation Y takes
on Work-Life Balance that Generation Y employees, compared with other
generations, are most likely to be successful in alternative work schedules and
working remotely because they grew up in the Internet Age. Having grown up in
the Internet age, we are sophisticated consumers of technology and are highly
skilled at keeping our colleagues up to date. Because of our facility with the latest
technological advances, we are, arguably, the best-positioned to succeed at
working remotely or on an alternative work schedule. As a result, not only do
many of us look for firms with work-life balance initiatives but we also want the
firms to back up such initiatives with a proven track record of helping lawyers
achieve balance (Faller, Jones, & Morgan, 2008, p. 1).

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Synthesis
The entry of Generation Y into todays workplace has brought about a
considerable number of changes. This generation is believed to bring in new ideas,
characteristics and behavior that inevitably caused their employers to adjust for
them. More specifically, the literature reveals that the characteristics of this
generation include being self confident, independent, technologically savvy, and
the like. This generation of employees seeks to find jobs that are meaningful,
highpaying, and offer flexible working hours.
Generation Y employees are observed to value worklife balance more as
compared to other generations. In terms of organizational commitment, they are
more loyal to their own careers rather than to the organization itself. Priorities in
their work and personal lives also vary. For instance, while Generation X would
prioritize financial security in their jobs, Generation Y is more inclined towards
career advancement/planning. Specifically, while Generation X employees value
easy commute to and from the workplace and performing static kinds of work,
Generation Y employees value good workplace culture, a variety of work plus
most of all, flexibility.
The best qualities of Generation Y identified are their hunger for constant
learning and self-development. This generation has a very strong drive for
proving themselves, succeeding and acquiring as much skills needed to excel in
their work. Since this new wave of employees has just entered the workforce,
employers need to know how to channel these strange yet strong characteristics of

Employees 63
Generation Y employees and put them into good use. Considering their tendency
to leave a company if their employer does not possess all the qualities they require,
strategies to retain them must be compelling. From the employers point of view,
it is naturally important to retain employees considering the substantial costs of
continually hiring and training new employees. This is precisely the reason why
various studies today focus on searching for possible explanations and solutions
to this turnover phenomenon. In this review of related literature, there are several
notable studies wherein the topics of worklife balance and organizational
commitment are separately discussed in relation to turnover intentions. On the
other hand, other researchers only tried to prove the causal relationship between
worklife balance and organizational commitment. Then, most of the literature that
revealed the significant relationship between organizational commitment and
turnover intention were Western-based. Given these trends, the researchers chose
to focus on the relationship of worklife balance with organizational commitment
and verify if it does affect turnover intention within the Philippine setting. Other
causal factors that may affect either worklife balance or organizational
commitment are also identified during the process.

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Conceptual Framework
The proposed conceptual framework included two (2) research variables
that helped the researchers explain and discuss the problem in a structured manner.
First, this study focused on one independent variable, namely, the worklife
balance status of Generation Y employees. As observed in the review on related
literature on worklife balance, the worklife balance status of Generation Y
employees may be considered as a contributor to their intention of staying with or
leaving a company. Thus, this variable was thoroughly studied to explain the
turnover intentions of the said generation. The dependent variable for this
research is the organizational commitment of employees. This was also
considered as analogous to the turnover intentions of employees (Branham, 2001).
In previous studies aimed at specific organizations, it had been proven that by
enhancing organizational commitment, turnover rates improve (Branham 2001).
By studying the relationship of worklife balance on organizational commitment, it
will also be able to explain turnover intentions as well of the said generation.
These variables were fairly scrutinized by the researchers to answer the main
problem of this research paper.
This study chose Generation Y employees worklife balance and
organizational commitment as the research variables seeing that many previous
studies only focused on relating each one to turnover intention separately or using
other variables. The study aimed to get the relationship between the two (2)
variables to come up with a substantive answer to the research problem.

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Figure 1.1
Generation X & Y and the Relationship Between Worklife Balance and
Generation X and Y
Worklife Balance
Organizational
Commitment
Operational Framework
The operational framework of this research, as shown in Figure 1.2,
showed the specific details that it focused on with regard to each of the variables.
The independent variables Generation Ys perceived worklife balance and
organizational commitment were studied thoroughly to further understand the
turnover intentions of Generation Y employees. There are three dimensions of
worklife balance and these are: work interference with personal life (WIPL),
personal life interference with work (PLIW), and work/personal life enhancement
(WPLE) (Hayman, 2005). Work interference with personal life (WIPL) refers to
the extent to which work interferes with personal life (Fisher, G., 2001).

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Work/personal life enhancement (WPLE) refers to the extent to which ones

personal life enhances work (Fisher, G., 2001). Personal life interference with
work (PLIW) refers to the extent to which ones personal life interferes with
work (Fisher, G., 2001)
For the second variable, organizational commitment, the three-component
model of Allen & Meyer (as cited in Powell & Meyer (2004) and Feldman & Ng
(2008)) was included to further assess the turnover intentions of Generation Y
employees. The three components are namely, affective commitment (AC),
normative commitment (NC) and continuance commitment (CC). Literature
showed that the three models of commitment all have significant results on
turnover intention, and that affective commitment has been stated to be a
predictor of turnover. Moreover, continuance commitment (CC) is also said to
closely resemble turnover intentions (Lee, Allen and Meyer, 2001). The
relationship of these three (3) components of commitment, with Generation Ys
worklife balance status was thus analyzed. This showed the relationship of the
first two variables with regard to staying or leaving the company and to address
the main problem statement.
The same research variables were used in measuring the responses or
results of a comparison group, Generation X, to validate and support the results of
those from Generation Y.

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Figure 1.2
Operational Framework
Generation X and Y
Worklife Balance
Work interference with
personal life (WIPL)
Personal life interference
with work (PLIW)
Work/personal life
enhancement (WPLE)
Affective commitment
Normative commitment
Continuance commitment
Definition of Terms
1. Generation X employees- also known as Generation Xer, Gen Xers or Xers;
these are individuals born from 1965 to 1980 (Hammill, 2005).
2. Generation Y employees also known as Generation Yer, Gen Yers or Yers;
these are individuals born from 1980 to 2000 (Xemke et al., 2000; SHRM,
2007).
3. Organizational Commitment- the employees behavior intention to continually
work for the organization rather than accepting another job that may offer
potentially better socioeconomic benefits (Sheridan & Abelson, 1983).
3.1. Affective commitment- refers to employees emotional attachment to,
involvement in, and identification with their employers (Feldman & Ng,

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2008, Theory Section, p.2). This will be measured in the research

instrument (Appendix E),the three (3) component model of organizational
commitment questionnaire, revised by Lee, Allen and Meyer (2001); the
specific items that will address affective commitment are: I really feel as
if this organizations problems are my own, I do not feel a strong sense
of belongingness to my organization, I do not feel emotionally attached
to this organization, I do not feel like part of the family at my
organization and This organization has a great deal of personal
meaning for me.
3.2. Continuance commitment- the extent to which employees perceive that
they have to stay with their employers because the costs of leaving are too
high (Feldman & Ng, 2008, Theory Section, p.2). In the same instrument
mentioned in the preceding number, continuance commitment will be
measured by the items: I feel that I have too few options to consider
leaving this organization, One of the few consequences of leaving this
organization would be the scarcity of available alternatives, For me
personally, the costs of leaving this organization would be far greater than
the benefit, I would not leave this organization because of what I would
stand to lose, and If I decided to leave this organization, too much of
my life would be disrupted.
3.3. Normative commitment- the perceived obligation to stay, with some
connotations of moral imperatives to do so (Feldman & Ng, 2008,

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Theory Section, p.2). In the same questionnaire, normative commitment

will be measured by the following questions: I do not feel any obligation
to remain with my current employer, Even if it were to my advantage, I
do not feel it would be right to leave my organization now, I would not
feel guilt if I left this organization now, If I got another offer for a
better job elsewhere, I would not feel it was right to leave my
organization, and I would violate a trust if I quit my job with this
organization now.
4. Worklife Balance- balance between work and family or life outside work
(Yeandle, 2005; Millward, 2005). Fisher-McAuley, et al. (2003) described
worklife balance as a competition for both time and energy between the
different roles filled by an individual. It may be considered unbalanced for an
individual when the amount of time causes some sort of conflict or stress in
other areas of life.
4.1. Personal life interference with work (PLIW) - refers to the extent to
which ones personal life interferes with work (Fisher, G., 2001). This
will be addressed by the following items in the worklife balance research
instrument (Appendix D): struggle to juggle work and non-work,
happy with the amount of time for non-work activities, personal life
drains me of energy for work, too tired to be effective at work, and
my work suffers because of my personal life.

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4.2. Work interference with personal life (WIPL) - refers to the extent to
which work interferes with personal life (Fisher, G., 2001). personal
life suffers because of work, job makes personal life difficult, neglect
personal needs because of work, put personal life on hold for work,
and miss personal activities because of work.
4.3. Work/personal life enhancement (WPLE) - refers to the extent to which
ones personal life enhances work (Fisher, G., 2001). This will be
measured by the following items in the worklife balance research
instrument (Appendix D): hard to work because of personal matters,
personal life gives me energy for my job, job gives me energy to
pursue personal activities, better mood at work because of personal
life, and better mood because of my job.
In this study, all the above mentioned concepts were obtained through the
survey questionnaire and interview guide (See Appendix B to F).
Scope and Delimitations

The study was conducted with one (1) small-to-medium enterprise (SME)
size, profit-oriented organization as its source of subjects. The organization is
located here in Metro Manila, Philippines. As the study focused on how
Generation Y employees currently perceive their worklife balance and how it
leads to organizational commitment and their turnover intentions, the data taken

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for analysis came from the companys Generation Y respondents. This

information affects not only the company as a whole but also all Generation Y
employees. Additional supporting data came from the companys human resource
department managers or representatives and Generation X employees.
The firm has some notable characteristics that may affected or even
limited the results retrieved. The company is run by a Filipino-Chinese family.
Hence characteristics such as being Chinese in nature and being a family business
is present.
To further verify results obtained from the Generation Y employees, the
researchers conducted a similar survey with the companys Generation X
employees. However, as the sample only consisted of one (1) company, the
conclusions that were formed about Generation Y and Generation X might not be
generalized to all Generation Y and X employees. Also, it should be noted that the
organizational culture of the selected organization was not included in this study.
It was also not incorporated in the analysis of the data collected.
As learned from the review of related literature, there have been many
studies that have already proved that there is a prevalent trend or phenomenon
regarding turnover. The researchers of this study hence focused on delving deeper
into the attitudes of Generation Y employees and to verify and compare their
attitudes with older generation employees.

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Significance of the Study

The findings of this study were deemed to be highly significant to the
Information Technology (IT) firm selected. With them, the company was able to
know whether or not their Generation X and Y employees are experiencing the
ideal level of worklife balance and hence organizational commitment. The
findings also showed the specific effects of the corresponding levels of worklife
balance and organizational commitment of the employees. Thus, the company
may opt to reassess, adjust and improve the different interventions they are
currently doing. Overall findings on the worklife balance and organizational
commitment of Generation Y employees are useful in crafting or employing
applicable management interventions to maintain the current workforce that can
contribute to companies strategies on reducing such unwanted turnover.
The conclusions drawn from the findings may likewise be beneficial or be
utilized in other organizations in the same industry as the nature of work is the
same. Further studies on this topic may also be applied to other small -to-medium
enterprises not necessarily in the same industry. The size of the organization may
be a factor for the results obtained. Such studies may base their assumptions and
initial studies on this paper.
This study could also encourage further studies on the workforce of today
and tomorrow specifically focusing on the variables such as Generation Y
employees, worklife balance, and organizational commitment. Moreover, as the
succession of job positions shifts from older generation workers to young

Employees 73
Generation Y employees, the job industries or markets could be affected by how

they run their companies and how they view and perform work. Significant
widespread changes to the structure of work (i.e. working hours, work
responsibilities, and many more) in various industries could affect the generations
following Generation Y.
The distinct characteristics of Generation Y and the somewhat unsettling
conditions that they bring to the job market are treated by managers and
employers with aversion. Thus, this study can act as a defense against the many
criticisms on Generation Y such as its lack of loyalty (Fortier, 2007) and
impatience (Martin, 2005). The reasons or explanations of the motivations of
Generation Y employees and relationships of the research variables could actually
prove informative and beneficial to employers. Through the research, employers
will have a glimpse of how to deal with the different kinds of characteristics and
behaviors of Generation Y employees. Understanding a phenomenon will bring
forth ways on how to deal, control, and even capitalize on it (Martin, 2005).
The study aimed to contribute insights that may benefit not only the
present predicaments of employers and human resources managers, but also to
further verify the ideas and assertions purported by related theories and studies on
the Generation Y workforce, organizational commitment and turnover. Further,
the results may reveal to the global workforce the findings on Generation Y in the
Philippine setting and these can increase awareness about this new phenomenon
altogether.

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Chapter 2
METHOD
Research Design
One profit-oriented organization, in this case, a selected Information
Technology (IT) firm in Metro Manila, was the sample for the study. The research
design for this study was descriptive and had utilized a multi-method approach.
Quantitative and qualitative data gathering methods have been employed. This
design was chosen as it is a way to collect data in order to answer questions about
the current status of Generation Y and Generation X employees in an organization.
The study also identified and described the worklife balance of the two
generations in the company and how it affected the organizational commitment of
Generation Y employees in the selected IT firm within Metro Manila.
Furthermore, Generation X employees was used as a comparison group to verify
if there are indeed significant differences in the results of the findings from the
Generation Y sample vis--vis the Generation X sample.
The research methods used were survey and interviews; as such research
instruments employed included a survey questionnaire and follow-up interviews
guide, with the former being carried out first. ANOVA and Correlation tests were
done to test the significance of worklife balance on organizational commitment.
The survey questionnaire was conducted with the IT firms employees as
respondents. Interviews were conducted to enrich and verify information gathered

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from the survey questionnaires. These interviews helped place the data gathered
into context which aided interpretation.
Subjects and sampling procedure

The organization selected for this study was an IT firm in Metro Manila. It
is a small-to-medium enterprise (SME) that employs about 94 employees. The
rationale behind the selection was that there is a mix of Generation X and Y
currently working for it. As mentioned, this study aimed to explore the Generation
Y phenomenon, but it also aimed to verify this phenomenon vis--vis a
comparison group in the form of Generation X.
The organization selected contained the two subsets of samples for this
study as stated above. The study used a purposive sampling method in selecting
the respondents. From the official list of employees provided by the firms human
resource representative, the researchers selected those who fall under the
definition of Generation Y and X in terms of age group. The employees who
were born between the years 1980-2000 (Allen, 2004) were categorized as
Generation Y while the employees whose birth years fall between the years 19651980 were categorized as Generation X.
The first set of respondents was Generation Y and the second set of
respondents was the comparison group, Generation X. Five (5) respondents from
each of the two subsets of samples, Generation Y and Generation X, were invited
for interviews. This represented 10% of the total number of respondents.

Employees 76
Research Instruments
There were three (3) instruments used for the study. The first instrument,
developed by the researchers, was the interview guide for the semi-structured
interviews with the human resources representatives (Appendix B) of the
organization. This was accompanied by a letter of request (Appendix A) to the
general manager to accommodate the group.
The second instrument was the survey questionnaire for the Generation Y
and Generation X employees, which started with items on their basic information
(Appendix C). The questionnaire was composed of two scales, namely the
Worklife Balance Scale (Appendix D), and the Organizational Commitment
Questionnaire (Appendix E). The third instrument was the interview guide for the
semi-structured interviews with the Generation Y and Generation X employees
(Appendix F). The purpose of these interviews was to expound on the data that
was obtained from the survey questionnaires. Questions were based from the
review of literature as well as the survey questionnaire. Follow-up questions were
asked to probe for more information and clarification from the interviewees.
However, the interview guide was only tentative as the questions could vary
depending on the answers of the respondents in the survey questionnaire.
Also, an audio recording device was utilized to document both the
interviews with human resource department representatives and Generation Y
employees for data analysis.

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Worklife Balance Scale

The worklife balance scale was adapted from the article Psychometric
Assessment of an Instrument Designed to Measure WorkLife Balance of
Hayman (2005). The chosen scale was used over other scales because of its
relevance for participants who do not have family responsibilities but still may
experience work impinging on their personal life. It assessed if the participants
currently feel that they had a balance between work and life. The article was an
assessment of Fisher-McAuley, Stanton, Jolton and Gavin (2003) original scale
that was also used to assess the three dimensions of worklife balance namely:
work interference with personal life (WIPL), personal life interference with work
(PLIW), and work/personal life enhancement (WPLE). The updated scale
consisted of 15 items from the original 19 items which had higher Cronbach alpha
values for the three factors of 0.93 for WIPL, 0.85 for PLIW, and .69 for WPLE.
The 15 items was divided into 5 items for each factor. The first five items
measured Work interference with personal life (WIPL), while the next five items
measured personal life interference with work (PLIW) and lastly, the final five
items measured work/personal life enhancement (WPLE). Item number seven was
reversed scored. Scores with a higher score signifies less balance. A 7 point time
related scale was used (e.g. 1=Not at all, 4=Sometimes, and 7=All the time).
Hayman, (2005) researched that the time based stem is recommended so that the
respondents would have the same time frame for reference while responding to

Employees 78
each item. Hayman (2005) also stated that the scale had acceptable reliability
estimates and factor loading patterns for worklife balance See Appendix D.
Three-component model of Organizational Commitment questionnaire
The three (3) component model of organizational commitment
questionnaire, revised by Lee, Allen and Meyer (2001) is a 15-item questionnaire
in a 7-point Likert scale that measures the three components of commitment
namely affective, continuance and normative. With a total of 15 items, each
component was confirmed using 5 questions each. The first five items measured
Affective Commitment (AC), whereas items six to ten measured Continuance
Commitment (CC), and the last five items measured Normative commitment
(NC). This questionnaire was chosen over the earlier questionnaire models by
Allen and Meyer, 1991, and Allen and Meyer 1996, because of the reported
findings that the questionnaire was mostly conducted in North America. This
questionnaire on the other hand was restructured per item, tested in emic-etic
approach to be a better fit to the data than other competing models (Lee, Allen, &
Meyer, 2001). The test has been adapted for Asian respondents. Compared to the
Non-western questionnaire revision by Ko, Price, and Mueller (1997) of
Cronbach's alphas: ACS=0.86, CCS=0.61, NCS=0.74, the questionnaire by Lee,
et al. (2001) rated Cronbachs alphas of 0.86 for ACS, 0.76 for CCS, and 0.83 for
NCS. The questionnaire has confirmed good psychometric properties in terms of
validity, internal consistency with respect to turnover intention (Lee, K. et al,
(2001). See Appendix E.

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Procedure
Several potential host organizations were contacted through different
means such as through letters of requests (See Appendix A) to the General
Managers of each organization through direct mail, electronic mail or facsimile.
The first organization agreed to accommodate the researchers was chosen.
The informed consent or letter given to the potential organizations
contained information regarding the purpose and objectives of the study,
confidentiality clause, and a request for appointment for the interview time and
date. The letter also indicated a request for conducting a census on the Generation
Y and Generation X employees of the organization and corresponding follow-up
interviews with some of these employees. In order to ensure that the sample that
the human resource manager will choose was correct, the demographics of these
employees were specified.
As soon as the organization agreed to the request, the researchers gathered
all the necessary information regarding the subjects of the study from the selected
organizations human resources department. A list of names and ages or year of
birth of the employees was retrieved for cross-checking with the total number of
surveys to be disseminated.
The researchers first conducted an interview with the human resource
representative to get the managements perspective on the overall worklife
balance and organizational commitment of both Generation X and Y employees.
During the interview proper, the researchers arrived at the agreed place and time,

Employees 80
prepared with the prior knowledge and instruments necessary for the interview.
Upon the arrival of the interviewee, the usual formalities were followed. The
group gave a short account of the nature, background of the study and its
objectives before the actual interview.
Before the actual interviews, however, the researchers assured the
respondents that the information they gave would only be used for the study. The
researchers also asked for the interviewees permission to record the conversation
on tape. If for any of the interviews the respondent claimed to be giving
information as a private practitioner, recording would not be permitted; instead,
the group took down notes during the discussion. The researchers made every
effort to be polite and impartial in obtaining the information. The interview was
paced moderately and to the convenience of the respondent. The interviewers also
respected the respondents right to decline answering certain questions, and
allowed the respondent to answer freely and emphasize topics he or she wished to
further elaborate. Prompt questions not included in the questionnaire were also
posed as necessary. Before ending the interview, the interviewers confirmed the
information by summarizing the answers given and made sure that all information
was clear. The interviewers thanked the respondent for his or her time and
expressed gratitude by giving a token of appreciation.
On that same day, the group personally gave the letter and the interview
guide attached to the human resource representatives, as well as the survey
questionnaires for the Generation X and Y employees. The human resource

Employees 81
representative suggested that the group can leave the questionnaires with her so
she could personally facilitate and conduct the survey. Additional instructions on
returning the answered survey to the research group were also discussed. In case
some answers were unclear or left unanswered, the researchers sent follow-up emails to clarify certain points and to ask further questions.
For the survey questionnaires, the group tallied or processed the data and
grouped them accordingly and further classified them by age brackets or lengths
of stay in the company or by category. Using convenience sampling, those
respondents who were chosen or were willing to participate in another interview
were interviewed according to a time and date convenient for them.
Follow-up interviews were conducted with ten (10) percent of the
Generation X and Y respondents or five (5) employees for each generation to
gather possible reasons and further details about their responses. The interview
process was the same as with the interview with the human resource
representative.
After each interview, the researchers accomplished the interview
transcripts by word processing the audio recordings. These interview transcripts
were then compiled and the responses of the respondents were themed according
to the questions asked. The information was grouped and organized accordingly
to facilitate data analysis.

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Data Analysis
The data from the instruments were analyzed using a Multi-method
approach. Both quantitative and qualitative data analyses were used for the study.
Quantitative data came from the survey questionnaires while the qualitative data
came from the interviews.
Quantitative Data Analysis

Data from the survey questionnaires had initially been separated based on
the age range specified in the sample. Statistical tests were done to the raw codes
from the survey instruments. Inferential statistics were also obtained to measure
how worklife balance affects organizational commitment both in Generation X
and Generation Y. Pearson Correlation and One-way analysis of variance
(ANOVA) at alpha level of 0.05 was used to measure the effect of the
independent variable (worklife balance) on the dependent variable (organizational
commitment).
Descriptive statistics was also obtained for all variables in the form of the
measures of central tendency (mean, median, and mode), frequency of
distribution, and the measures of variability (standard deviation).
Qualitative Data Analysis

Data from the interviews resulting from the HR representatives as well as
from the Generation X and Y employees were transcribed from the recording

Employees 83
device. The transcriptions were then analyzed using Content Analysis method to
code the data into thematic units.
The information gathered and analyzed from the interview as well as the
data results was assessed and used for the proposed management intervention
program for the organization.
Methodological Limitations
One methodological limitation that the researchers had to consider
concerned the subjects of the study. During interviews, some respondents from
different generations exhibited personal biases towards some questions based on
their personal experiences hence the data collected may not be entirely impartial.
Furthermore, some respondents were not willing to disclose all relevant
information in the interviews. To address these, the group rephrased some
questions or tried to clarify answers derived from the respondents. The group tried
to draw out personal opinions by probing the interviewees. The respondents were
reassured as well that their identities would be kept confidential once the research
paper was written. The group also requested the human resource representatives
assistance for verification purposes.
As the management backed the study and required the employees to
thoroughly answer the survey questionnaire, the group expected to get a good
turnout in the surveys. Unfortunately, there were respondents who did not take the
survey seriously and answered the questions just for the sake of accomplishing the

Employees 84
survey. Realizing this, the researchers coordinated with the human resource
representative to encourage the respondents to answer as honestly and as
completely as possible. The researchers also requested the representative to
double check on the questionnaires to make sure that each and every question was
completely answered.
In the instruments, particularly the survey questionnaires, answers of
respondents were more limited. Reasons for the respondents answers were also
not explained. The researchers tried to get these explanations by asking more
questions in the interview.
The place and time of the interview was also considered a limitation since
it may have been a cause for distraction of the respondents. As the interviews
were conducted in different roomssometimes in a private place, other times, in
a more public placeconditions were not the most ideal. When interviews were
done in a public place, the researchers made sure that the respondents face the
wall or just away from the door to avoid being distracted by people passing
through the interview area. Also, another down side of an interview conducted in
a public place was that it was not the quietest place in the area. Although it was
hard to avoid the noise in such public place, the researchers tried to make the best
out of the situation. The recording device was put nearer to the respondent and the
researchers tried to verify every response made by the interviewee. Finally, the
time scheduled for the interview was not always the best time for both the
interviewers and the respondents. As much as possible, the interviewers

Employees 85
accommodated and scheduled the interviews in a time most convenient for all the
respondents.

Employees 86
Chapter 3
RESULTS
Introduction
This chapter contains the results of the research study that was conducted.
It is written into three sections. The first section provides a short description of
the host company and its employees. The next section presents the results from
the survey questionnaire in detail and finally, the last part shows the summarized
responses retrieved from the interviews with the survey respondents are presented
below.
The IT Firm and its Employees
The selected company was a small-to-medium sized Information
Technology (IT) firm that requires all of its employees to come to work six (6)
days a week. Saturdays are usually either a day for trainings for those employees
in the Sales Department or an extra day of work for the other departments.
The company is run by a Filipino- Chinese family; hence the company has
special characteristics (i.e. a family business and a Chinese company by nature)
that may contribute to the overall results. Further, although it is a Chinese
company, all of its employees are Filipinos. For a more comprehensive look on
the company, refer to the table below (Table 3.1). The data below shows historical
data (as of May 2009) on the companys employee count as per department.

Employees 87
Table 3.1
IT firms Employee Count per Department
Department
Generation Y
Generation X
Accounting Department
Administration
Inventory Department
Leasing Department
Logistics Department
Marketing Department
Purchasing Department
Sales Department
12
Technical Support
13
10
Treasury Department
TOTAL
42
40
Department
Customer Service
Department
Department
Telemarketing
Department
Note: Historical data, as of May 2009.

Employees 88
Although data above does not coincide with the exact population used in
the study, it is important to note that in this company, the bulk of the Generation
Y employees were mostly in the Sales and Technical Support Department; there
were more Generation Y employees in such departments in proportion to the other
departments as compared to Generation X employees.
In total, the company currently employs 94 employees from different age
groups. For the purpose of this study, from the total 94, only 80 employees were
qualified for the study because only this amount of respondents completed the
whole survey questionnaire. However, out of the 80 employees, there were fortyfive(45) Generation Y respondents, twenty-five(25) Generation X respondents
and ten (10) Baby Boomers. Because ten (10) of the respondents were Baby
Boomers, they were not part of the study.
From the pool of respondents, the researchers interviewed ten (10)
employees; five (5) from Generation Y and another five (5) from Generation X.
Also, the ten (10) employees were composed of five (5) males and five (5)
females. These employees were designated across different departments with
varying lengths of stay in the company.

Employees 89
Table 3.2
Interview Respondents Profile
Name
Age
Generation
Sex
Civil Status
Group
Length of Stay
with the
Company
Mr. A
35
Male
Married
10 years
Ms. B
38
Female
Married
10 years
Mr. C
32
Male
Married
2 years
Ms. D
39
Female
Married
4 years
Ms. E
41
Female
Single
2 years
Mr. F
30
Male
Married
6 months
Ms. G
22
Female
Single
1 year&2
months
Mr. H
25
Male
Single
6 months
Mr. I
28
Male
Single
2 years
Ms. J
21
Female
Single
9 months
Survey Questionnaire Results

Initially, the data was categorized by using the scores above and below the
standard deviation (SD = 9.81) of the Worklife Balance mean scores (M = 55.47,
N = 70). However, there were many respondents that had scores near the mean.
The decision was to categorize the scores using median (Md = 54.5). Scores
above the median were categorized as low while scores below the median were
high. In total, 70 respondents were considered for the study 34 of which were

Employees 90
males and the remaining 36 were females. The ages of the respondents ranged
from 20 to 40 years of age. For the 70 respondents, 13% did not have a job before
the present company (16% for Generation Y, 8% for Generation X), 24% had one
(1) job previous job (27% for Generation Y and 20% for Generation X), 31% had
two previous companies before the present (36% for Generation Y and 24% for
Generation X), 13% had 3 previous jobs before the present (7% for Generation Y
and 24% for Generation X) and 18% had four or more jobs before the present
(15% for Generation Y and 24% for Generation X). Found in the table below are
additional details about the respondents from the company.
Table 3.3
Additional details on the Generation Y and X Respondents
Generation
Mean Age
Marital Status
Single
Companies prior to present
Married Separated
None
4 or more
25.2
30
15
--
12
16
34.46
16
Worklife Balance
Generation Y employees had a mean of 56.07 for Worklife Balance
(WLB), 3.42 for work interference with personal life (WIPL), 3.04 for personal
life interference with work (PLIW), and 4.62 for work/personal life enhancement

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(WPLE). For Generation X, WLB had a mean of 54.4, WIPL had a mean of 3.42,
PLIW had a mean of 2.72, and WPLE had a mean of 4.49. It is important to note
that Generation X had a Mode of 1 for personal life interference with work
(PLIW); this is as compared to having a Mode of 4 for Generation Y. Below are
the other descriptive statistics for Worklife Balance of Generation Y and
Generation X.
Table 3.4
Descriptive Statistics of Worklife Balance
Variables
Generation Y
Generation X
Mean
Median
Mode
Mean
Median
Mode
Worklife Balance
56.07
58
59
54.4
54
54
WIPL
3.42
3.3
PLIW
3.04
2.95
WPLE
4.62
4.63
worklife balance for generation y. For work interference with personal

life (WIPL), results from the survey questionnaire of Generation Y (45
respondents) showed that 36% generally disagreed (11% strongly disagreed, 13%
disagreed, 11% slightly disagreed, while 51% neither agreed nor disagreed) that
Personal life suffers because of work. 60% generally disagreed (18% strongly

Employees 92
disagreed, 24% disagreed, 18% slightly disagreed) that Job makes personal life
difficult. 49% generally disagreed (11% strongly disagreed, 18% disagreed, 20%
slightly disagreed) that they Neglect personal needs because of work. 49%
generally disagreed (11% strongly disagreed, 13% disagreed, 24% slightly
disagreed, while 44% neither agreed nor disagreed) that they Put personal life on
hold for work. And lastly, 29% generally disagreed (9% strongly disagreed, 7%
disagreed, 13% slightly disagreed while 49% neither agreed nor disagreed) that
they Miss personal activities because of work.
Results for Personal life interference with work (PLIW) showed that 51%
disagreed, while 42% neither agreed nor disagreed) that they Struggle to juggle
work and non-work. 42% generally agreed (7% strongly agreed, 18% agreed,
18% slightly agreed, while 31% neither agreed nor disagreed) that they are
Happy with the amount of time for non-work activities. 53% generally
disagreed (16% strongly disagreed, 20% disagreed, 18% slightly disagreed while
31% neither agreed nor disagreed) that Personal life drains me of energy for
work. 56% generally disagreed (11% strongly disagreed, 29% disagreed, 16%
slightly disagreed while 38% neither agreed nor disagreed) that they are Too
tired to be effective at work. Lastly, 80% generally disagreed (44% strongly
disagreed, 22% disagreed, 13% slightly disagreed) that My work suffers because
of my personal life.

Employees 93
For work/personal life enhancement (WPLE), data shows that 58%

generally disagreed (24% strongly disagreed, 24% disagreed, 9% disagreed while
22% neither agreed nor disagreed) that it is Hard to work because of personal
matters. 69% generally agreed (22% strongly agreed, 31% agreed, 16% slightly
agreed while 20% neither agreed nor disagreed) that Personal life gives me
energy for my job. 62% generally agreed (7% strongly agreed, 33% agreed, 22%
slightly agreed, while 22% neither agreed nor disagreed) that Job gives me
energy to pursue personal activities. 60% generally agreed (13% strongly agreed,
29% agreed, 18% slightly agreed while 36% neither agreed nor disagreed) that
there is Better mood at work because of personal life. Lastly, 60% generally
agreed (9% strongly agreed, 22% agreed, 29% slightly agreed while 27% neither
agreed nor disagreed) that there is Better mood because of my job.
worklife balance for generation x. Work interference with personal life
for Generation X showed that 40% generally disagreed (24% strongly disagreed,
8% disagreed, 8% slightly disagreed while 52% neither agreed nor disagreed) that
Personal lives suffer because of work. 72% generally disagreed (28% strongly
disagreed, 16% disagreed, 28% slightly disagreed while 24% neither agreed nor
disagreed) that Jobs make their personal lives difficult. 33% generally
52% neither agreed nor disagreed) that they Neglect their personal needs because
of work. 40% generally disagreed (16% strongly disagreed, 16% disagreed, 8%
slightly disagreed while 38% neither agreed nor disagreed) that they Put personal

Employees 94
life on hold for work. Lastly, 28% generally disagreed (8% strongly disagreed,
12% disagreed, 8% slightly disagreed while 52% neither agreed nor disagreed)
that they Miss personal life activities because of work.
Personal life interference with work (PLIW) results showed that 44%
disagreed while 44% neither agreed nor disagreed) that they Struggle to juggle
work and non-work. 52% generally agreed (12% strongly disagreed, 16% agreed,
24% slightly agreed while 32% neither agreed nor disagreed) that they are
Happy with the amount of time for non-work activities. 64% generally disagreed
(32% strongly disagreed, 16% disagreed, 16% slightly disagreed while 32% that
Personal lives drains their energy for work. 77% generally disagreed (52%
strongly disagreed, 12% disagreed, 12% slightly disagreed while 20% neither
agreed nor disagreed) that They are often too tired to be effective at work.
Lastly, 80% generally disagreed (48% strongly disagreed, 24% disagreed, 8%
slightly disagreed while 16% neither agreed nor disagreed) that Work suffers
because of their personal life.
Work/personal life enhancement (WPLE) had results that showed that
56% generally disagreed (36% strongly disagreed, 12% disagreed, 8% slightly
disagreed while 24% neither agreed nor disagreed) that It is hard to work
because of the interference of personal matters. 64% generally agreed (28%
strongly agreed, 20% agreed, 16% slightly agreed, while 28% neither agreed nor
disagreed) that Personal lives give them energy for their jobs. 56% generally

Employees 95
agreed (20% strongly agreed, 28% agreed, 8% slightly agreed while 24% neither
agreed nor disagreed) that Job gives them opportunities to pursue personal
activities. 60% generally agreed (20% strongly agreed, 32% agreed, 8% slightly
agreed while 32% neither agreed nor disagreed) that they Have a better mood at
work because of their personal life. Lastly, 52% generally agreed (16% strongly
agreed, 28% agreed, 8% slightly agreed) that they Have a better mood because
of their job.
Worklife Balance factors for Generation Y and X. For Work interference
with personal life (WIPL), Generation Y respondents with a low level of Worklife
Balance had a mean of 4.06 while 2.62 for the Generation Y respondents with a
high level of Worklife Balance. Generation X respondents had a mean of 3.90 and
2.89 for those with a low and high level of Worklife Balance respectively. The
results for Personal life interference with life (PLIW) showed that respondents of
Generation Y with a low level of Worklife Balance had a mean 3.69 while 2.52
for those with a high level of Worklife Balance. For Generation X, respondents
with a low level of Worklife Balance had a mean of 3.56, while 2.55 for those
with a high level of Worklife Balance. Lastly, Work/personal life enhancement
(WPLE) results showed that Generation Y respondents had a mean of 4.80 for
those with a high level of Worklife Balance, while 4.40 for those with a low level
of Worklife Balance. Generation X respondents with a low level of Worklife
Balance had a mean of 5.04 while those with a high level of Worklife Balance had
a mean of 4.36.

Employees 96
Table 3.5
Breakdown on Worklife Balance
Generation Y
Generation X
Low
High
Low
High
WIPL
4.06
2.62
3.90
2.89
PLIW
3.69
2.52
3.56
2.55
WPLE
4.80
4.40
5.04
4.36
For Organizational Commitment (OC), Generation Y respondents had a
mean of 57.53 for Organizational Commitment, 3.52 for Affective Commitment
(AC), 4.08 for Normative Commitment (NC), 3.91 for Continuous Commitment
(CC). For Generation X, on the other hand, OC had a mean of 53.4, AC had a
mean of 3.35, NC had a mean of 3.72, and CC had a mean of 3.72. It is to note
that Generation X had a Mode of 2 for Continuous Commitment compared to 4
for Generation Y.

Employees 97
Table 3.6
Descriptive Statistics of Organizational Commitment
Variables
Generation Y
Generation X
Mean
Median
Mode
57.53
58
58
Affective Commitment
3.52
Normative Commitment
4.08
Continuance Commitment
3.92
Mean
Median
Mode
53.4
52
53
3.35
3.72
3.61
organizational commitment for generation y. Results for Affective

Commitment (AC) with Generation X (25 respondents) showed that 47%
disagreed, while 18% neither agreed nor disagreed) that I really feel as if this
organizations problems are my own. 62% generally disagreed (13% strongly
disagreed, 36% disagreed, 13% slightly disagreed while 27% neither greed nor
disagreed) that I do not feel a strong sense of belongingness to my organization.
56% generally disagreed (9% strongly disagreed, 36% disagreed, 11% slightly
disagreed while 24% neither agreed nor disagreed) that I do not feel emotionally
attached to this organization. 60% generally disagreed (13% strongly disagreed,
31% disagreed, 16% slightly disagreed while 29% neither agreed nor disagreed)
that I do not feel like part of the family at my organization. Lastly 60%

Employees 98
generally agreed (4% strongly agreed, 31% agreed, 24% slightly agreed) that
This organization has a great deal of personal meaning for me.
Further, data on Normative Commitment (NC) showed that 44% generally
agreed (16% agreed, 29% slightly agreed while 29% neither agreed nor disagreed)
that I feel that I have too few options to consider leaving this organization. 38%
generally agreed (13% agreed, 24% slightly agreed while 40% neither agreed nor
disagreed) that One of the few consequences of leaving this organization would
be the scarcity of available alternatives. 42% generally agreed (2% strongly
agreed, 16% agreed, 24% slightly agreed while 42% neither agreed nor disagreed)
that For me personally, the costs of leaving this organization would be far greater
than the benefit. 33% generally agreed (16% agreed, 18% slightly agreed while
40% neither agreed nor disagreed) that I would not leave this organization
because of what I would stand to lose. Lastly 38% generally disagreed (2%
agreed nor disagreed) that If I decided to leave this organization, too much of my
life would be disrupted.
In the responses of the employees, it showed that Continuous
Commitment (CC) showed that 49% generally disagreed (2% strongly disagreed,
27% disagreed, 20% slightly disagreed while 38% neither agreed not disagreed)
that I do not feel any obligation to remain with my current employer. 49%
generally agreed (29% agreed, 20% slightly agreed while 24% neither agreed nor
disagreed) that Even if it were to my advantage, I do not feel it would be right to

Employees 99
leave my organization now. 40% generally disagreed (7% strongly disagreed,

18% disagreed, 16% slightly disagreed while 27 neither agreed nor disagreed) that
I would not feel guilt if I left this organization now. 31% generally disagreed
(13% disagreed, 18% slightly disagreed, 51% neither agreed nor disagreed) that
If I got another offer for a better job elsewhere, I would not feel it was right to
leave my organization. Lastly, 38% generally agreed (7% strongly agreed, 7%
agreed, 24% slightly agreed while 36% neither agreed nor disagreed) that I
would violate a trust if I quit my job with this organization now.
organizational commitment for generation x. Results for Affective
Commitment showed that 36% generally disagreed (20% strongly disagreed, 12%
disagreed, 4% slightly disagreed while 32% neither agreed nor disagreed) that I
really feel as if this organization's problems are my own. 80% generally
16% neither agreed nor disagreed) that I do not feel a strong sense of
belongingness to my organization. 84% generally disagreed (12% strongly
disagreed) that I do not feel emotionally attached to this organization. 64%
disagreed while 16% neither agreed nor disagreed) that I do not feel like part of
the family at my organization. Lastly, 72% generally agreed (12% strongly
agreed, 40% agreed, 20% slightly agreed while 16% neither agreed nor disagreed)
that This organization has a great deal of personal meaning for me.

Employees 100
As for the Normative Commitment of the respondents, it showed that 40%

disagreed while 32% neither agreed nor disagreed) that I feel that I have too few
options to consider leaving this organization. 40% generally disagreed (4%
agreed nor disagreed) that One of the few consequences of leaving this
organization would be the scarcity of available alternatives. 24% generally
52% neither agreed nor disagreed) that For me personally, the costs of leaving
this organization would be far greater than the benefit. 36% generally disagreed
(4% strongly disagreed, 8% disagreed, 24% slightly disagreed while 44% neither
agreed nor disagreed) that I would not leave this organization because of what I
would stand to lose. Lastly, 52% generally disagreed (20% strongly disagreed,
12% disagreed, 20% slightly disagreed while 24% neither disagreed nor agreed)
that If I decided to leave this organization, too much of my life would be
disrupted.
Continuous Commitment results showed that 60% generally disagreed
(20% strongly disagreed, 24% disagreed, 16% slightly disagreed while 20%
neither agreed nor disagreed) that I do not feel any obligation to remain with my
current employer. 36% generally disagreed (8% strongly disagreed, 16%
disagreed, 12% slightly disagreed while 24% neither agreed nor disagreed) that
Even if it were to my advantage, I do not feel it would be right to leave my

Employees 101
organization now. 56% generally disagreed (12% strongly disagreed, 28%

disagreed, 16% slightly disagreed while 16% neither agreed nor disagreed) that I
would not feel guilt if I left this organization now. 48% generally disagreed (4%
agreed nor disagreed) that If I got another offer for a better job elsewhere, I
would not feel it was right to leave my organization. Lastly, 52% generally
12% neither disagreed nor agreed) that I would violate a trust if I quit my job
with this organization now.
Organizational Commitment factors for Generation Y and X. Results
showed that Generation with a low level of Worklife Balance had a mean of 3.54,
while 3.49 for a high level of Worklife Balance for Affective Commitment (AC).
Generation X showed a mean of 3.66 and 3.15 for a low and high level of
Worklife Balance respectively. For Normative Commitment (NC), Generation Y
employees had a mean of 4 for those respondents with a low level of Worklife
Balance and 4.18 for those with a high level of Worklife Balance. Generation X
with a low level of Worklife Balance had a mean of 4.22 while in contrast, 3.39
was the mean for those with a high level of Worklife Balance. Lastly, Generation
Y respondents with a low level of Worklife Balance had a Continuance
Commitment mean of 3.95, while those with a high level of Worklife Balance had
a mean of 4.18. For Generation X, respondents with a low level of Worklife

Employees 102
Balance had a mean of 4.30 while those with a high level of Worklife Balance had
a mean of 3.15.
Table 3.7
Breakdown on Organizational Commitment
Generation Y
Generation X
Low
High
Low
High
AC
3.54
3.49
3.66
3.15
NC
4.00
4.18
4.22
3.39
CC
3.95
3.85
4.30
3.15
Similarities and Differences for Worklife Balance

For Work interference with personal life (WIPL), both Generation Y and
Generation X generally disagreed with the following statements in the survey
questionnaire: Jobs make their personal lives difficult, Neglect their personal
needs because of work, Put personal life on hold for work, and Miss personal
life activities because of work. Both generations rated low with Generation Y
having a mean of 3.42 and Generation X having a mean of 3.3.
Both Generation Y and Generation X employees when referring to
Personal life interference with work (PLIW), generally disagreed with the
following statements: Struggle to juggle work and non-work, Personal lives

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drain their energy for work, They are often too tired to be effective at work,
Work suffers because of their personal life while agreeing that they are Happy
with the amount of time for non-work activities.
Generation Y and X respondents both generally disagreed on
Work/Personal life enhancement (WPLE) that it is Hard to work because of
personal matters while agreeing that Personal life gives me energy for my job,
Job gives me energy to pursue personal activities, Better mood at work
because of personal life and Better mood because of my job.
Similarities and Differences for Organizational Commitment
For Affective Commitment, both Generation Y and Generation X
employees generally agreed that This organization has a great deal of personal
meaning for me. Both generally disagreed that I really feel as if this
organizations problems are my own, I do not feel a strong sense of
belongingness to my organization, I do not feel emotionally attached to this
organization, and I do not feel like part of the family at my organization.
However, on Normative Commitment, Generation Y generally agreed
while Generation X generally disagreed that I feel that I have too few options to
consider leaving this organization, One of the few consequences of leaving this
organization would be the scarcity of available alternatives, For me personally,
the costs of leaving this organization would be far greater than the benefit, and I
would not leave this organization because of what I would stand to lose. On the

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other hand, both Generations generally disagreed that If I decided to leave this
organization, too much of my life would be disrupted.
Responses for Continuous Commitment were varied from both
Generations. Both Generations generally disagreed that I do not feel any
obligation to remain with my current employer, I would not feel guilt if I left
this organization now, and If I got another offer for a better job elsewhere, I
would not feel it was right to leave my organization. On the other hand,
Generation Y generally agreed while Generation X disagreed that I do not feel it
would be right to leave my organization right now. And I would violate trust if I
quit my job with this organization now.
Effects of Worklife Balance on Organizational Commitment
An analyses of variance (ANOVA) was conducted to determine if there
was a significant difference between the levels of Worklife Balance on
Organizational Commitment. Results was significant at F (1,68)=3.982,
p=0.04998. A Pearsons correlation test was also used on Worklife Balance and
Organizational Commitment. A significant association emerged between the two
variables (r=.26, p<.05) indicating a small positive relationship between Worklife
Balance and Organizational Commitment.

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Table 3.8
Descriptive Statistics for Worklife Balance Scores on Organizational Commitment
Levels of Worklife Balance
Mean
SD
High
53.65714
1.582437
35
Low
58.45714
1.811422
35
worklifebalance on organizational commitment for generation y. A one

way ANOVA test was also conducted for Worklife Balance on Organizational
Commitment for Generation Y. No Significant difference was found for the levels
of Worklife Balance on Organizational Commitment at F(1,43)=0.002,
p=0.961197. The Table 3.9below shows the descriptive statistics for the scores of
Generation Y
Table 3.9
for Generation Y
Mean
SD
High
57.60000
1.596707
20
Low
57.4800
1.781497
25

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worklife balance on organizational commitment for generation x. The

results from the one way ANOVA test for Generation X showed that the levels of
Worklife Balance is significant on Organizational Commitment at F(1,23)=6.7330,
p=0.1620. The strength of the relationship showed that there is a medium positive
correlation between Worklife Balance and Organizational Commitment at
r=0.41,p<.05.
Table 3.10
for Generation X
Mean
SD
High
48.40000
2.474248
15
Low
60.90000
4.615072
10
Interview Questionnaire Results

The researchers were able to obtain follow-up interviews from ten (10)
employees from the company to verify the responses given from the survey
questionnaires. Five (5) of which are Generation X respondents and the remaining
five (5) are Generation Y respondents. As suggested by the Human Resource (HR)
representative, all ten (10) interviews were scheduled on just one Saturday for the
convenience of both the researchers and the HR representative. Respondents for

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both Generation X and Y were chosen by the representative depending on the

willingness and the availability of each of the respondents.
On Worklife Balance
generation y interview results. When asked about their jobs prior to
joining the company, only one (1) respondent was a fresh graduate and the other
four (4) had previous jobs. The number of previous jobs of those four (4)
respondents ranged from one (1) to three (3) in various companies (Table 3.11).
Table 3.11
Generation Y respondents work history
Name
Current Department
Mr. F
Technical Support
Ms. G
Human Resource Assistant
Mr. H
In-house Technician
Job or Department first started
Technician
Supervisor (Technical Support

Dept)
Mr. I
Pre-sales engineer (Technical

Dept)
Ms. J
Graphic Designer and

Marketing Associate
(Marketing Dept)
Field Tech

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on overtime and saturday work. Most of the Generation Y respondents

believed that indeed both Saturday work and overtime work were tiresome but
they do not deem these as completely affecting their worklife balance. In
particular, the trainings were considered insufficient by most (4 out of 5)
Generation Y respondents. As for organizational commitment, most Generation Y
respondents were open to the idea of looking for better job opportunities outside
of the company. The respondents also enumerated their reasons for staying in and
leaving a companyany company, not just their current employer.
The company Generation Y respondents believed that the Saturday work
and trainings are necessary and comes with the job. It serves as an extra day for
doing the paperwork of tasks accomplished within the week. Another practical
reason for the Saturday work day, according to them, was that most of their
clients are private companies that can only deal or interact with the company on
the said day. This is in contrast with governmental agency clients that are mostly
dealt with during weekdays. Overall, the respondents do not equate having to
work on Saturdays as being a factor that takes a toll on their personal/social lives.
However, they do find this tiresome and prefer that Saturdays be a non-working
day.
As for the issue of overtime, three (3) out of five (5) did not often or were
not required to do overtime. The other (2) who belong to Marketing and Technical
support often had to do overtime work.

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on current company interventions. The activities and events such as

Christmas parties and outings were received well by majority (4 out of 5) of the
respondents. For the trainings, four (4) out of five (5) either think that the training
or seminars they receive were insufficient or they actually do not receive any kind
of extra training (seminars) at all. Only one of the Generation Y respondents gets
to attend training every Saturday. The others merely have work on Saturdays as
the nature of their designation/job requires it. Two (2) of the respondents who
deem the training insufficient suggest team-building activities and more technical
training should be implemented, aside from product training. One particular
respondent, Mr. H, is of the impression that he does not receive training since he
has only recently joined the company. He believes that the longer he stays, the
sooner he will receive trainings. However, he further comments that he, along
with those at his level and department, are too busy to attend trainings.
Most Generation X respondents believe that their social or personal and
work lives were balanced and that it depends on the person to know how to
balance both. Company interventions on worklife balance were considered
sufficient and just okay for most (4 out of 5) of the Generation X respondents.
As for their organizational commitment, nine (9) out of ten (10) of the
respondents are loyal to the company and have no immediate intentions or plans
to leave.
on the respondents job histories. Exactly four (4) of them first started in
a different department before their current one (Table 3.10); however, as seen in

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the same Table, it was apparent that there was not much movement in terms of
promotion. Most of the interviewees, who spent years with the company, were
just promoted once. There was however, one notable exception; it can be seen that
interviewee Mr. C was promoted four (4) times in just two (2) years.
When asked about their previous jobs, four (4) of Generation X
respondents have had previous jobs before they entered the company. One (1),
however, was a tambay and just gets extra work if there was any available. The
number of previous jobs of the interviewees ranges from two (2) to five (5) and
most of them stayed for quite a while in their previous companies.
The number of years they stayed with the previous companies ranges from four (4)
to eleven (11) years. There were two (2) employees who stopped working for
their organization either to start on a business or to concentrate on taking care of
the family. However, they chose to return to work because either the business had
failed or they needed a job for financial stability to support the family. Another
reason given by an interviewee for leaving her previous organization was that she
had a misunderstanding with a boss.

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Table 3.12
Generation X respondents work history
Name
Current Department
Job or Department first started
Mr. A
Inventory Assistant
Delivery (Logistics Assistant)
Ms. B
Inventory and Purchasing
Inventory Assistant
Manager
Mr. C
Product Specialist; slash-slash
Service Engr.; Pre-sales Engr.;

Store Mgr.; Product specialist
Ms. D
Inventory Assistant
Mr. E
Treasury Assistant
Technical
Generation X Interview Results

For the interviewees, most, if not all of them, believed that their social or
personal lives were balanced with their work lives. Most Generation X employees
did not work overtime unless if it was really needed. For higher level managers,
they have control of their time; they can come to work and go home whenever
they please. One respondent went out of her way to request for a special
arrangement where she only goes to work half the day or no work at all on
Saturdays. This arrangement was made to allow her to have the time to go home
to her province and be with her family. This privilege was perceived by the
respondent as a privilege brought about by her position and seniority. Because of

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this, the company is not strict with her when it comes to time or working hours.
Another respondent believed that it is up to the person on how to balance his/her
work and personal life. According to him, in the end, it is his family that will
benefit from the work.
As for the trainings and activities to promote worklife balance, most of the
Generation X respondents were indifferent with the trainings provided by the
company. It should be noted that trainings given by the company vary from one
department to the other. Unlike those in Sales who have trainings every Saturdays,
those in Technical or in Accounting Departments do not have such trainings. For
Mr. A, who for ten (10) years have stayed in two departments (Logistics and
Accounting Department) and has never actually experienced weekly trainings. In
fact, he preferred to have additional personal and product trainings. On the other
hand, for Mr. C, he preferred to have Saturday trainings and work since it gave
him extra time to do his work. With regard to the other activities given by the
company such as outings and parties, all of the Generation X respondents were
indifferent and just said that they were okay and happy with it.
On Organizational Commitment
Generation Y Interview Results
Four (4) out of five (5) respondents claimed that they were loyal to the
company for the reasons such as they were happy with management, coemployees and the office environment and they enjoyed the nature of their work.

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on compensation. In terms of salary satisfaction, four (4) out of five (5)

were dissatisfied with their current salaries. One particular married Generation Y
respondent commented that the salary received is sufficient to satisfy his familys
basic/daily needs only and does not allow him extra resources to enjoy his
personal/social life. Another respondent claims that she has to budget her salary
very carefully since it is quite low.
Mr. F seems the most satisfied with his job even with a menial salary as
the nature of his work is most desirable to him. However, he does comment that
his high job satisfaction is not sufficient; as he said, "hindi nakakabuhay ang
sobrang saya." He plans to look for an equally satisfying job but with a higher
salary either domestic or abroad; if there are better opportunities, he will not
hesitate to immediately grab them.
view on career advancement. There are those who do not feel as
committed or loyal to the company. One (1) respondent, Ms. J, said outright that
she has plans to leave the company in a year as she deems that there is no career
advancement in the company. The opportunity for career advancement, she says,
is a critical factor that any company must be able to offer its employees. Even as
Ms. J claims that she is not currently looking for other job opportunities outside of
the company, she admits to being confused about her career path and is likely to
try other companies if not a different profession altogether. She attributes her
indecision or uncertainty about her career to her youth. Another respondent, Mr. I,
even as he believes himself to be loyal to the company, is also pessimistic about

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career advancement and goes on further by saying that there is no chance to

evolve or grow in the company. He does not see himself with the company in the
next five (5) to ten (10) years precisely for this reason. Further, Mr. I is under the
impression that the management only gives promotions when employees threaten
to leave the company. Mr. H is also not looking for other job opportunities outside
of the company but admits that he is not closed on any better opportunities that
might come his way.
reasons for staying. When asked about the factors that would encourage
the respondents to stay with the company, the following answers were yielded:
job satisfaction, more challenging tasks and responsibilities, higher salaries, good
office environment: relationship with management, co-workers, proximity to
ones place of residence and career advancement. Conversely, when asked about
considerations about leaving the company, the respondents identified that with
some of the criteria mentioned, their current employer falls short of the
respondents needs. These were (a) more challenging tasks and responsibilities, (b)
higher salaries and (c) career advancement.
Generation X Interview Results
All of the Generation X respondents stated that they are loyal to the
company and currently have no immediate plans to leave. Some reasons for this
claimed loyalty include: (1) because of the kind bosses; (2) because of the work;
(3) because of utang na loob; and (4) because the company gives the respondent
the opportunity to grow.

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However, although as of now the respondents do not have plans to leave

the company, one respondent admitted that if in the future, better opportunities
would come along, and he will definitely consider them. Another respondent also
mentioned that her dream is to establish her own business in her province where
her family lives. Right now, she claims that she cannot leave her current employer
yet because the family business that she had just started is still unstable.
Satisfaction with work, co-employees, bosses, culture and the environment as a
whole contribute to the overall commitment of the Generation X respondents.
Four (4) out of the five (5) respondents do not consider salary satisfaction as a
motivating factor to increase organizational commitment. Most of them still
believe that their colleagues and the environment of the company are the
necessary factors for them to stay.
Human Resource Department Interview Results

On top of the surveys and interviews conducted with the employees of the
company, the researchers also conducted an interview with its Human Resources
Department to get the precise information on how the company deals with the two
generations. Summarized below are the responses retrieved from the interview.
Generation Y
According to the Human Resource (HR) representatives of the company,
Generation Y employees are characterized as being active workers and are always
on-the-go. They are still young and are less prone to get tired easily. They are

Employees 116
willing to do extra work; because of their idealistic nature, Generation Y

employees can easily be persuaded to do tasks not included in their regular job
description. Hence, by taking advantage of these characteristics, the company is
able to maximize such employees.
The downside to such employees is that they are said to be easily bored
and likewise unsure of what they want to do in life. They are the generation that
thinks of themselves as being able to do anything they want given that they are
still young. Also, these employees are also characterized as being hard-headed;
there are times wherein it is difficult to make them listen or follow ones
instructions. Moreover, it is relatively hard to reprimand them.
Generation X
Generation X employees, according to the Human Resource
representatives, tend to concentrate and do only the tasks that they are assigned to
and are used to doing. These employees bank on seniority and thus cannot be
reprimanded easily. As they have been with the company for a longer period of
time, they are more comfortable and at home in the workplace; this is as
contrasted against Generation Y employees.
On Worklife Balance
As the regular work week in the company is longer. It specially provides
trainings and other activities to balance out the six-day work week. Regular
employees receive the same compensation and benefits regardless of their
generation. It would only differ from one position to the other.

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Work days
Unlike most companies, regular work days in the company are eight hours
a day from Monday to Saturdays. Flexibility on working hours, however, depends
on the departments. According to HR, applicants to the company are informed of
this working arrangement beforehand, either during the interviews or on the job
offer itself. If applicants prefer to a different working arrangement (i.e. Mondayto-Friday work day), then the HR believes that the company will not be a good fit
for them.
Company Interventions and Other Activities
To balance out the six-day work week, the company provides
interventions for continued learning, fun or relaxation of its employees by
providing company outings, team building sessions, Christmas party, trainings,
and the like. Company outings and the Christmas party are held annually during
the months of May and December respectively. The representative stresses that
even with the economic recession, the company still sees to it that such annual
events continue. The company seems to be very generous in giving its employees
the best when it comes to such activities. For example, in Christmas parties,
goodie bags, groceries, and raffles where employees could win prizes such as cell
phones, refrigerators, washing machines and other appliances are given to
employees. In outings, one can bring his/her family members to the outing.
Providing trainings is a form of intervention used by the company to
motivate its employees. These are usually conducted during Saturdays and they

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may or may not be work related. Work related trainings include sales, product,
marketing, technical training which may be provided either by the company or by
the service partners. Work related trainings for employees depend on which
department they belong to. Non-work related trainings are those outside of work
that can help and benefit the employee personally or his/ her family. This kind of
trainings include time, stress and financial management seminars and workshops
that can help employees boost their self-confidence or improve on their
personalities. Non-work related trainings are usually held once every three
months or whenever it is necessary to serve as reminders or updates on the
employees.
The representatives discussed that as of now, employees are satisfied with
the current interventions provided. This, however, according to the representatives,
should not prevent the HR Department from providing more activities for its
employees. The representative mentioned that the company should continue to
provide new types of activities and trainings or at the least update or follow-up
previous trainings and activities given.
In general, according to the HR representatives, Generation X employees
are more committed than those belonging to Generation Y. This assumption is
backed up with the seen fact that Generation Y employees are still young and
hence they have more options and more offers. They are moreover, easily
influenced by people around them. Most of the Generation Y employees are

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single and rely mostly on their parents for support (i.e. Nandiyan naman si
Mommy.). On the other hand, Generation X employees considered to be more
committed because this is the age group where people are married and have
children that go to school and they need a stable job for their spouses and children
and not just for themselves.
However, the HR representatives also acknowledge the fact that all
workers naturally work hard as each and every employee has his/her own drive to
work (i.e. being a breadwinner). Moreover, being committed to work still depends
on the background of the person as there are Generation Y employees that are
breadwinners of their families.
The HR has its own way of measuring commitment in the company. It
uses the attendance record of an employee and as well as feedback from clients,
immediate supervisor, and co-workers of the employee to determine his/her
commitment. If the attendance is perfect then commitment is high; conversely, if
there are absences or tardiness then commitment is low. As for the feedback,
positive feedback means high commitment and negative means low.
The hiring process and the overall turnover situation in the company were
discussed as well to get a better grasp of the employees organizational
commitment level. Further discussion on the two topics is seen below.
On Hiring
The company hires based on the job description, age, experience and the
requirements of the job is taken into consideration. The representative explained

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this by giving an example: when the company needs to hire an employee for Sales
who will be based on the field, they do not hire people who are too old,
specifically along the ages of 45 and above. But at the same time, they also would
not hire a very young and inexperienced applicant as well. The reason for this
would be the budget constraints since people at this age are most likely to have
higher asking salaries and are nearing their retirement age as well. The company
hires those whom it deems have the drive or purpose to really work hard.
Examples given were single parents or the breadwinners of a family.
There have been instances when the company has rehired previous
employees. This is based on past performance which was good but resigned due
to personal reasons such as health problems or marriage.
To inform the public of their job vacancies, the company prints postings in
the newspaper and in certain websites. They also hand out flyers or post in the
newsletters or placement offices of different universities. Referrals are welcomed
by the company, although placement of siblings or relatives in one department is
not advised.
On Compensation and Benefits
Regardless of the generation they belong to, the compensation and
benefits provided by the company do not differ among employees as long as they
have been regularized. The range of the salary or benefits, however, depends on
the position of the employees. Employees in the managerial positions have
additional allowances (i.e. transportation allowance) as compared to those of

Employees 121
rank-and-file status. Salaries, according to the representatives, increase every year

based on the performance of the employees. Bonuses are also given to employees
for achieving perfect attendance. Thirteenth month pay is provided for regular,
irregular and contractual employees.
Overtime pay is granted depending on the department which the employee
belongs to. One particular exception is the Sales department. Employees from
sales receive incentives when they reach their targeted sales quota. It is because
of these incentives that they no longer receive overtime pay; they receive
commission-based compensation. On the other hand, if employees work overtime
and the tasks assigned are outside their regular work which have a deadline,
overtime pay is provided. For other reasons for working overtime, the granting of
overtime pay is based on the perusal of the HR Department.
Regular employees are allowed to convert their leave credits to cash.
Aside from those mentioned above, other benefits offered by the company include
computer loans, salary loans, insurance, meal allowances, and the like. Such
benefits are granted only to those employees who are deemed deserving. This is
specifically based on the evaluation of their supervisors.
On Turnover
According to the HR representatives, current turnover rate in the company
is tolerable. Turnover is perceived as a normal part of the process. People really
do come and go. Since the company invests in its employees through trainings
and accreditations, the risks associated with turnover is more on the time and

Employees 122
resources spent by the company. An estimate rate for the company would be 20:5.
This means that in a year, twenty (20) would be hired but approximately five (5)
would leave the company. It was noted, though, that recent resignations came
mostly from the Generation Y employees.
The company conducts interviews with the employees before they leave.
Reasons for leaving include: offers abroad, local offers which offer a bigger
salary, or the desire a change in environment and lifestyle. The HR
representatives noted that the lack of growth is not an issue.
Interventions by the company to encourage employees to stay include the
following: the promise of promotion, increase in salary and benefits, raise number
of trainings, and Human Resource support whenever the employees may need it.
Chapter 4
DISCUSSION
Worklife Balance
As defined by Yeandle (2005) and Millward (2005), worklife balance is
the balance between work and family or life outside work. Fisher-McAuley, et al.
(2003) described worklife balance as a competition for both time and energy
between the different roles filled by an individual. It may be considered
unbalanced for an individual when the amount of time causes some sort of
conflict or stress in other areas of life.
The researchers based the description of worklife balance for Generation
Y from Williams (2009), work life balance must address the issues of both
achievement and enjoyment and that the four quadrants of work life balance must
be included: work, family, friends and self. In contrast, findings as supported by
literature show that the definition of Generation X for worklife balance is dictated
by the life stage pressures that come with parenting (Erickson in Yeh, 2009). This
means that Generation X places a much higher priority on family-related goals
than on their career-related goals (Gerkovich, 2005). Evidence of this is in
Generation Xs prioritizing proximity of workplace over promotions and desire
for flexible work schedules or arrangements, and economic/financial stability
(Robinson, 2009).

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Worklife interference with personal life (WIPL)

Fisher (2001) defines WIPL as the extent to which work interferes with
personal life.
WIPL in the IT Firm.. The identified work factors that were mentioned
by the respondents to interfere with the personal life are (a) overtime, (b) 6-day
work week, (c) lack of flexibility in work schedules, (d) Saturday training
sessions. Both generations have similar views regarding overtime work and the 6day work week. They agree to work overtime only when it is necessary. They
believe that the occasional extension of work hours is indispensable and part of
the job. Hence, working on Saturdays is seen as necessary to accomplish their
required reports and training sessions. This supports Crampton & Hodge (2009)
that claim that both Generation Y and Generation X are hard working and would
desire effectiveness in what they do. According to the Human Resources
Department, trainings are prepared to suit the job nature and job responsibilities
of the employee. For the selected IT Firm, it involves intensive and up-to-date
information regarding the industry. The training is specifically given to the Sales
Department every Saturday while the Technical Support Department receives
occasional training by private service companies (i.e. suppliers). All interviewed
respondents mention that they are still able to set time for their personal lives
despite the overtime and the six-day work week.
WIPL for Generation Y. Generation Y employees are willing to do their
due diligence and hard work in return for reward and recognition (Alexander &

Employees 125
James, 2009). Though the interview respondents mentioned that Saturday work
and overtime are tiresome, they do not deem these as completely taking a toll on
their worklife balance. 60% generally disagreed that Job makes personal life
difficult for them while 49% also said that they generally disagreed that they
Neglect personal needs because of work. This is in support with the statement
of a respondent that mentioned that despite the cost of the six-day work week and
overtime to his personal life, it is his family who will benefit from his hard work
in the end. Also, another respondent mentioned that he does not have excess
spending to take his family out for entertainment anyway. Amar (2004) mentions
that the nature of job, the outcomes of the job (rewards and sanctions) and the
organizational system and its attributes (mission-vision, goals, policies, image,
culture) are the three sources of work motivation for Generation Y. It can be
inferred that Generation Y employees are generally willing to put in extra work
and hours if it means gaining rewards and recognition (Alexander & James, 2009)
for their contributions. Contribution to society, money and mental stimulation
could be a source of motivation for Generation Y employees (Crampton & Hodge,
2009; Mitman & Wiegand, 2009).
For flexible work schedules, Generation Y employees who are in the
lower ranks or are new hires perceive that they are not given the same
consideration contrasted against the more senior Generation X. Pillinger (2007)
cites flexible working patterns as one of the most common worklife balance
activities that top companies provide. Crampton & Hodge (2009) cited that

Employees 126
younger workers have high opinions of themselves and seem to want everything
at entry level. Armour (2005) mentions that there is a realization for Generation Y
that life is short and thus they value it more. Grillo (2009) states that Generation
Y employees are concerned with a whats in it for me? attitude. They believe in
their worth (Armour, 2005). Half (2005) mentioned that Generation Y employees
have been accused of having a sense of entitlement and unreasonable expectations
about work. While these views may hold true for most findings, their selfentitlement attitude may not be solely rooted in their desire to be granted with
equal privileges of the more senior Generation X group. Generation Y is obsessed
with career development and promotions based on skills, rather than the perceived
seniority process. The lack of granting of privileges to the Generation Y
respondents can be related to them being new in the company than their youth.
According to Armour (2005), Generation Y employees have been pampered,
nurtures and programmed since they were young, which means that they are both
high-performance and high-maintenance. Also, Levine in Fleschner (n.d.) & Half
(2005)cites that Generation Y have been used to being well-rewarded for often
little effort thus move from job to job seeking this immediate satisfaction. This
shows that age is not considered to affect the treatment received by the employee.
Rather, seniority is more of a function of the length of stay along with the
rank/job position in the company and past work experience.
With Generation Y hungry to improve in their career, their intention for
more training has been mentioned by all the interviewed respondents. Four (4) out

Employees 127
of five (5) mentioned that the current set of trainings offered by the company is
either insufficient or that they do not receive any kind of training at all. This
supports the study by Cubic Consulting (2008) that Generation Y values training
that is customized specifically to the employees role. Two (2) of the interview
respondents expressed that the training is insufficient, suggested team-building
activities, and additional technical training sessions. Employees from the
Marketing, Human Resources, Technical Support and other Administrative
Departments have minimal training sessions compared to the Sales Department
which have it every Saturday. Most of the time, the other departments use the
time to finish their reports. From time to time, the other departments receive selfdevelopment trainings. All Generation Y respondents expressed that it is
insufficient. Generation Y employees have a heavy if not unrealistic expectation
on the companys provision of trainings (Cubic Consulting, 2008). This is further
supported by Fortier (2007) who said that Generation Y employees are hungry for
growth and development. Research also explains that investing in employees
through providing a positive working environment will have incremental benefits
for retention. (Irving, Cawsay & Cruikshank, 2002). Fleschner (n.d.) expresses
how Generation Y feels that they deserved largely as they have been constantly
rewarded for often small, trivial successes. Generation Y thus expects trainings to
be something they deserve. Generation is described as self-confident, successdriven, has a mentality of instant gratification (Zimmerman, 2008; Huggins,
2008). Due to the lack of seniority and security of Generation Y employees in the

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company, they seek the opportunity for growth in their skills to perform their jobs
effectively to achieve career advancement. Cubic Consulting (2008) mentions that
Generation Ys top criterion for choosing an employer is its capacity to provide
professional development to the individual. It is therefore crucial for an employer
to be able to provide clear-cut opportunities for growth of the Generation Y
employees. Huggins (2008) describes that this Generation thrives on value
guidance and expect respect. Their hunger to improve has been indicative of their
wanting to prove themselves and advance in their careers. On the other hand,
companies perceive more training as a bigger risk., especially when it comes to
Generation Y employees who are known for their high turnover trend
(Anonymous, 2007; Kochanki & Sorensen, 2008; www.epf.org,2004).
Personal life interference with work (PLIW)
PLIW reflects the extent to which ones personal life interferes with work
(Fisher, 2001).
PLIW in the IT Firm. Generation Y claims that their personal lives are in
good health in tandem with their work. 53% generally agree that they are Happy
with the amount of time for non-work activities. Also, 80% generally disagree
(44% strongly disagree) that Work suffers because of their personal lives.
However, there were also constraints from their personal life that interfere with
their worklife such as (a) overtime and 6-day work and (b) financial need to
support their families and, (c) the proximity of the residences from the office

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place. Even so, Generation Y generally is not Struggling to juggle work and nonwork at 42%.
PLIW for generation y. Personal life is valued by Generation Y the same
manner that it is important for Generation X. The difference is in the aspect in
which is specified as self and social life. Generation Y respondents comment that
their personal lives are described more in terms of time for themselves and their
social lives, which include family and friends. This is consistent with Williams
(2009) definition of worklife balance for Generation Y. In contrast, Generation X
specifies the need to be with their families (Gerkovich, 2005). Generation X
employees make sure that they have adequate time spent with their families. One
female Generation X interview respondent even mentioned that she wanted to
concentrate on taking care of the family. Another interview respondent
mentioned that they would leave the company to work in an office that is situated
near the residence of their family (Robinson, 2005) to be more present at home.
Though an interview respondent expressed that he would prefer having the
Saturday off, he then mentioned that it is up to the person to balance his/her work
and personal life because in the end, it is his family that will be the beneficiaries.
This concurs with Crampton & Hodge (2009) which cited that Generation X has a
high desire for worklife balance as well as financial stability. This is in contrast
with Generation Y that looks forward to spending their personal time for
themselves or with friends and family. This is explained by Crampton & Hodge
(2009) as Generation Y works to live as opposed to living to work. Further

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supported by Erickson in Yeh (2009), Generation Y lives out of their personal

lives differently. This may be due both to their characteristic as a generation and
to the life stage they are in. This can be seen in how Generation X, by contrast,
would spend its benefits such as non-work time or vacation for family needs
(Erickson in Yeh, 2009).
Generation Y makes an effort to balance work and personal life
especially with the six-day work week. Generation Y interview respondents
express that they do not equate work on Saturdays as being a factor that takes a
toll on their personal/social lives. In support, results from the survey questionnaire
showed that 56% generally disagreed that they are too tired to be effective at
work, even if the company uses a six-day work week. Though Generation Y
respondents express that they would prefer Saturdays to be a non-working day,
they have no qualms about coming to work since it comes with the job and some
of their clients can only be dealt with on the Saturday. Lower & Schwarz (2008)
supports this finding that Generation Y employees want work schedules that will
give them worklife balance; hence, it is common that this generation would tend
to request for flexible schedules. In support, a survey by the Australian Institute of
Chartered Accountants (2005) found that providing employees with flexible work
arrangements is considered the best way for employees to retain staff and provide
greater levels of job satisfaction. Numerous studies (Knoop, 1995, Young,
Worchel and Woehr, 1998, Testa, 2001) have cited that job satisfaction is a
significant determinant of organizational commitment. Workers in return would

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likely exhibit higher levels of performance, productivity, and would be committed

to their organization (Steinhaus and Perry, 1996).
Another identified constraint on work caused by personal obligations is
the financial need or obligation of the employee to support their families. The
Human Resources Department expressed that they valued applicants who identify
themselves as breadwinners of their family. This specific profile of applicants is
sought by the organization because of their unspoken assurance of dedication to
their job. A reason for it is because the breadwinners have an obligation to
consistently support their dependents financially. All of the respondents (both
Generation Y and Generation X) expressed that their pay is inadequate and/or just
enough. Most of their pay would then go to their family and nothing is really left
for other activities or luxuries for themselves. Due to this constraint, both
generations consider Saturday beneficial as it is converted into more pay
regardless of the additional day of working and stress. Nevertheless, one (1)
Generation X employee shared that she is given consideration to leave work early
on Saturday to go home to her family in the province. Generation X employees
expressed that management has shown much understanding and generosity for
their personal circumstances. This privilege has only been expressed by senior
Generation X employees and not to new hire and low-ranking Generation Y
employees.
Work/Personal life enhancement (WPLE)

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Fisher (2001) defines WPLE as the extent to where ones personal life
enhances work.
WPLE in the IT Firm. WPLE is achieved by having a balance in both
work and personal life for the employee. Factors that were found to enhance both
are (a) having a good relationship with management and co-employees, (b) good
culture or work environment, (c) benefits such as Christmas parties and outings.
Generation Y also sees challenging tasks/responsibilities and job fit as
work/personal life enhancements.
WPLE for Generation Y. In the organization, Generation Y as well as
Generation X felt that the management is approachable and understanding. They
feel comfortable in expressing their problems and thus can easily communicate
and request for any kind of consideration from the management. The Human
Resources Department is also on the alert on noticing if the employees are
experiencing any personal or work-related problems. They would talk informally
and would want to be informed about the employees concerns. Open
communication is promised at the recruitment stage. New applicants in the
company are informed about the companys work arrangements. This would
include working on Saturdays and also other specific working conditions
depending on the department. For example, the Sales Department would have to
work late to facilitate certain transactions. The Human Resources Department is
open to facilitate an open discussion and advising on the applicants specific
preferences if the management can adjust.

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Generation Y generally feels that they are happy with the organizations
culture or environment, management and the people they work with. 60% of
Generation Y generally agrees that it they are in a better mood because of my
job. Generation Y expresses that they are happy because of their job and the
culture of the company. Grillo (2009) supports this finding that organizational
culture is important to Generation Y employees. Human Resources Department
mentioned in the interview that the employees get along well because of the
relative age and relatively the same interests. Also, because many of them are
breadwinners, they understand each other and find one another relatable.
For company outings and Christmas parties, employees are allowed to
invite their family or friends to join. The participation of the employees family
and friends is highly encouraged by the company. Aside from being allowed to
bring plus-ones (usually significant others), discounts on food and
accommodation expense on outings are provided by the company. The Human
Resource Department mentioned that employees are even sometimes allowed to
bring along more than the allotted plus-ones for the trip. For Christmas parties,
goody bags, groceries and raffles are paid for by the company for the employees.
There would also be various contests that the employees can participate to win
more prizes. Both generations look forward to these events and feel that the
company exerts effort in providing them good benefits. Some of the employees
said that the benefits provided by the current employer are better compared to
their previous companies that did not have any events at all. Some of the

Employees 134
employees previous companies did not include all the employees in their events.
Through the interview respondents, both generations expressed gratitude for this
and consequently also suggested/requested having additional time for personal
life.
As previously defined in our framework, organizational commitment is the
employees behavior intention to continually work for the organization rather than
accepting another job that may offer potentially better socioeconomic benefits
(Sheridan & Abelson, 1983). Research by Irving, Cawsey, and Cruikshank (2002)
found out that affective and normative commitment combined would create lower
turnover intentions. Their findings suggest that when the organization creates
conditions to increase both the desire to remain (AC) and felt obligations to the
organizations (NC) to the organization are more likely to reduce turnover
intentions.
Affective Commitment
Affective Commitment, according to Powel and Meyer (2004), is the
employees emotional attachment to, involvement in, and identification with their
employers. Powel and Meyer (2004) further explain that affective commitment is
expected to be sensitive to work experiences (e.g., job scope; organizational
support).

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affective commitment in the IT Firm. Generation Y and Generation X

employees feel involved in the corporation. Results from the survey show that
80% for Generation X while 62% for Generation Y generally disagreed that they
do not feel a strong sense of belongingness to my organization. 84% for
Generation X and 56% for Generation Y generally disagreed that they do not
feel emotionally attached to this organization. And also, 72% of Generation X
while 60% for Generation Y generally agreed that This organization has a great
deal of personal meaning for me. Both generations are loyal with the company
because of their (a) kind bosses and co-employees, (b) the good culture or work
environment, and (c) job and salary satisfaction. In addition, when asked about
reasons for staying with their current employer, both Gen X and Gen Y believe
that a good office environment will make them stay. This supports the belief of
some theorists that commitment comes from the emotional attachment of the
employee to the organization (Powell & Meyer, 2004). It supports a study done
by the American Management Association (2008) wherein the results show that if
the bosses are kind, employees tend to look forward to going to work every day,
put in extra effort in doing their jobs, and might even delay looking for jobs
outside the company. Moreover, according to Putzier (as cited in Johnson, 2005),
the number one reason people leave an organization isnt inadequate pay or
benefits; it is the day-to-day relationship with their supervisor. It was also found
that Generation Y feels less indebted (utang na loob) to their employers than
does Generation X. Their reasons for being such are discussed in detail below.

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affective commitment for generation y. In contrast to Generation Y,

Generation X has a tendency to feel more indebted to the company. According to
one (1) Generation X respondent, she claims that she considers utang na loob as
one main reason for her loyalty to the organization. Generation X respondents
said that they are indebted to the company for providing them with work and
compensation and would have feelings of guilt should they decide to look for
other opportunities outside of the company. This confirms Lews (2008) study
that satisfaction towards salary was found to have a significant positive
relationship with affective commitment. The Human Resources Department
mentioned the importance of referrals in their recruitment strategy. They would be
willing to hire someone on the basis of another persons account as the employee
that was referred will feel utang na loob for being hired as well as indebtedness
to the company. The employees are then attached to the organization and would
not want to ruin the relationship built. Generation Y respondents may not have the
same sentiments for their employers. The Human Resource Department
mentioned that they also post job applications in online portals and in newspapers.
The Generation Y employees go through the normal process of recruitment. None
of the interviewed Generation Y respondents mentioned referrals as a basis for
them in entering the company. Two (2) mentioned that they applied for the job.
Consistent with Lew (2008), their emotional attachment to the organization is
expressed by belongingness with their peers as mentioned by one (1) Generation
Y interview respondent.

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Generation Y's happiness with their employers is one of the main reasons that
four (4) out of five (5) Generation Y respondents are loyal to the company.
Generation Y employees feel like they belong to a family because of their peers.
This is in keeping with our results that 60% generally disagreed (13% strongly
disagreed) that I do not feel like part of the family at my organization. Though,
it may seem that the indebtedness felt by Generation X employees may be
because of how they were recruited, but what must also be taken into account are
their length of stay in the company and the depth of the relationships they have
built with management (Lew, 2008) as possible extraneous variables.
Normative Commitment
Feldman and Ng (2008) described normative commitment as the
perceived obligation to stay, with some connotations of moral imperatives to do
so. Allen and Meyer (1990) describe it as the employees feeling of obligation to
remain with the organization. Among the three components, normative
commitment was found to have an independent contribution to the prediction of
turnover intention more than affective and continuance commitment (Lee, Allen
and Meyer, 2001).
normative commitment in the IT Firm. The perceived obligation to stay
with the company has been identified with the following: (a) the companys
present organizational culture or working environment, (b) the relationship with
their employers and their colleagues, and (c) gratitude to the company for

Employees 138
providing the employee with work and compensation. Both Generation X and Y
employees mention that they are committed to the organization because it
provides them with work and compensation on a daily basis. A reason for this can
be explained by the preferential hire of breadwinners of families.
normative commitment for generation y. Both Generation Y and
Generation X expressed their satisfaction for the companys working environment.
38% from Generation Y and 52% from Generation X stated that they disagreed
that If I decided to leave this organization, too much of my life would be
disrupted.
Generation X interview respondents give importance to utang na loob,
and how kindly the bosses treat them. This supports Lews (2008) finding that
satisfaction towards supervision by ones boss yields significant positive
relationships with normative commitment. Results in the survey questionnaire
showed that 42% of Generation Y generally agreed while 24% of Generation X
generally disagreed that For me personally, the costs of leaving this organization
would be far greater than the benefit. Also, a Generation X respondent
mentioned that she was hired by referral of another employee and it would be
embarrassing, not only to their colleagues but also to the person who referred
them, to leave the company. Feldman and Ng (2008) cited that older employees,
who have experienced full time work in a particular company and have seen their
employers treat them well, are more likely to react positively when it comes to
turnover. In support, Generation X employees are identified to have higher needs

Employees 139
for affiliation and lower needs for achievement (Doering, Rhoedes and Schuster,
1983). They tend to feel that somehow, they have achieved what they have today
because of their friend and because of the company. They feel as if they owe their
friend and the company. According to the Human Resource Department, one is
more likely to get a job through a referral. Other specifications that the Human
Resources Department also mentioned are that they would not get someone young
for the Sales Department. They would place the new Generation Y hire in the
Telemarketing Department to be trained and get more experience. Generation Y
respondents do not have the same sentiments for their employers. In support, 33%
from Generation Y generally agreed while 36% from Generation X generally
disagreed that I would not leave this organization because of what I would stand
to lose. Generation X values something else aside from work and compensation
while Generation Y is just looking out for better opportunities. Research by
Schulz and Ewen (1993) cites that Generation X highly value close friendship
with their co-workers to provide emotional support for them to cope with various
adverse life events. Generation X may then value their relationships with their coworkers for their value for commitment in the organization.
Generation Y employees are open to new and better opportunities and
would seize them if they should come. This is expressed through the survey
questionnaire when the respondents mentioned that 38% generally agreed that
one of the few consequences of leaving this organization would be the scarcity
of available alternatives. This is in contrast with the response of Generation X

Employees 140
that 40% generally disagreed with the statement. This shows that Generation X
has no plans of leaving the company contrasted against Generation Y who are on
alert standby for an opportunity for career advancement and further learning
(DAmato & Herzfeldt, 2008). According to Armour (2005), Generation Y
employees are more interested in making their jobs accommodate their family and
personal lives. They want jobs with flexibility, telecommuting options and the
ability to go part time or leave the workforce temporarily when children are in the
picture. Generation Y is thus searching for something more, not only in terms of
compensation but also in their job satisfaction (Lew, 2008). Also according to
Lew (2008), employees who have high job satisfaction are more likely to be
committed to the company. In return, Lew (2008) states that employees who are
satisfied with their jobs tend to take more pride in being a part of the organization,
gain a stronger attachment to its goals and values, and exhibit higher levels of
performance and productivity (Steinhaus and Perry in Lew, 2008, p. 1). The
obligation to stay with the company is then more prevalent for Generation X. In
support, the results also showed that 44% of Generation Y generally agreed while
40% of Generation X generally disagreed that I feel that I have too few options
to consider leaving this organization.
Continuance commitment
Continuance commitment refers to commitment based on the costs that the
employee associates with leaving the organization (Powell & Meyer, 2004).
Feldman and Ng (2008) believe that continuance commitment is specifically the

Employees 141
extent to which an employee perceives that they have to stay with the company
because the cost of leaving is too high.
continuance commitment in the IT Firm. For both Generations, the cost
of leaving the considered to be too high and hence this yields a positive
continuance commitment. From the interviews, the researchers found out that
with regard to the cost of leaving, employees in both generations consider factors
such as (a) the economy, (b) the work opportunity available in the labor market, (c)
a bigger salary, and (d) the precise uncertainty of a new job. Uncertainty may
come from the need to adjust to a new environment, new culture, or new
management. A factor identified that is uniquely for Generation Y is their
perceived availability (or lack thereof) of career advancement within the IT Firm.
On the other hand, a factor unique to Generation X is their preference for
proximity of their residence to the office place.
The economic factor in the cost of leaving has been explained by one (1)
Generation X interview respondent when he shared that he left his previous job to
start his own business. Unfortunately, the business did not flourish and hence the
need to go back to work for a company that could support him and his family.
Another Generation X interview respondent mentioned that she cannot leave the
company because the business she put up is still unstable. This shows the
perceived uncertainty of the business environment as a whole. Also, she
mentioned how hard it is to look for a job considering the current economic crisis.
Age is also another consideration when the respondent mentioned will someone

Employees 142
still hire me if I am thirty-six or forty? Apparently, older age is a factor that is

perceived by Generation X to affect the hiring decision of recruiting companies
(Mathieu and Zajac, 1990). Continuance Commitment reflects present conditions
that bind the employee to the organization (Irving, Cawsey & Cruikshank, 2002).
Working with a company gives a sense of stability and this is seen with the
experience of the respondents, increases the cost of leaving. On the other hand,
the Human Resources Department mentioned the struggle in training new hires
stating that some Generation Y employees leave the company after a year or six
months even if there is an offer to be regularized. From this one could infer that
Generation Y respondents are less concerned with job security and financial
stability than the Generation X respondents.
Another major factor to look at in the cost of leaving is the availability of
career advancement in the company. Both generations have contradicting views
on such and it is interesting to see why. Generation Y employees expressed
pessimism about their career advancement in the company; one (1) respondent
mentioned that he believes that the management will only offer an employee
career advancement is when the moment comes the he/she shows signs of leaving
the company. This is in contrast with the views of the Generation X employees
that the company gives them the opportunity to grow. Management even
encouraged one (1) respondent to try out a department as a challenge and to give
that employee holistic training. This may be a reason why Generation X
employees have no plans of looking for other opportunities outside their work and

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not surprisingly, Generation Y employees have. Most of the interviewed

Generation Y respondents do not see themselves working with the company in the
long run. This supports the literature saying that Generation Y employees value
greatly career success and that these employees are committed not to the company
but to their careers (Alsop, 2008; Johnson, 2005). In summary, it can be inferred
that the Generation X respondents are much satisfied with the availability of
career advancement in the company than are the Generation Y respondents.
For respondents of Generation Y and Generation X, one main reason
expressed for leaving and transferring to another company is the opportunity to
get a bigger salary. This is supported by results that showed that 48% of
Generation Y and 31% of Generation X generally disagree that If I got another
offer for a better job elsewhere, I would not feel it was right to leave my
organization. This is in line with Lews (2008) study that salary satisfaction has a
significant positive relationship with commitment. Also, Russ and McNeilly (as
cited in Lew 2008) stated that the continuance commitment of younger workers is
likely to be more affected by disappointment with pay and promotion
opportunities. This is in contrast to the effect of such to the continuance
commitment of older Generation X employees who have already achieved career
advancement and higher salaries (Lew, 2008). In this case where the high cost of
leaving the company may be offset by a better opportunity in terms of higher
salary, both generations stated that if the management would continue to be kind
and if the work environment will continue to be that good, then most probably

Employees 144
they will stay. Results showed that Generation Y did have higher continuance
commitment scores compared to Generation X. As previously noted, the effect of
continuance commitment is for present conditions, it might be possible that the
employees might experience high continuance commitment because they lack
alternatives. Generation X respondents however mentioned that if the increase in
salary would be double or triple, it would be considered but still weighed with
caution. Currently, both generations are staying with the company because of the
kind bosses, the nice work environment, their co-employees, and the nature of
work. Interestingly, according to literature, the Generation Y employees are more
affected by the nature of his or her job (Terjesen, Vinnicombe, and Freeman,
2007); but in this company, both generations are.
A factor unique to Generation X touches on their continuance commitment
was their great concern with the proximity of the workplace to their homes and
their family. One respondent specifically arranged her schedule with management
so that she could go home in the weekends to see her family. She also mentioned
that it is her dream to establish her own business close to her province so that
shell be closer to her family. Generation Y respondents did not mention
proximity of residence to workplace as a factor.
Similarities and Differences between Worklife Balance and Organizational
Commitment
Similarities and Differences in Worklife Balance. Both Generation Y and
X do not see their jobs as a burden to their work. This is supported by the results

Employees 145
that showed that 60% and 72% respectively that they generally disagree that their
Job makes their personal lives difficult. Both generations rated a low in WIPL
meaning that work does not interfere with personal life.
For PLIW, both Generations mentioned that they are Happy with the
amount of time for non-work activities by generally agreeing by 42% and 52%
respectively. They also generally disagree that they Struggle to juggle work and
non-work, and that Work suffers because of their personal life. Both rated low
in PLIW meaning that personal life does not interfere with their work.
On WPLE, Generation Y and Generation X both mentioned disagreement
in that it is hard to work because of personal matters while generally agreeing
that they have a better mood because of both their jobs and personal lives.
Similarities and Differences in Organizational Commitment. Both
Generation Y and Generation X employees generally agree that the organization
has a great deal of personal meaning for me while generally disagreeing that
they do not feel a strong sense of belongingness to the organization.
For Normative Commitment (NC), Generation Y generally agreed in
contrast with Generation X that they feel that they have too few options to
consider leaving the organization and that the cost of leaving this organization
would be far greater than the benefit. Yet both generations generally agreed that
if they decided to leave the organization, too much of their life would be
disrupted.

Employees 146
For Continuance Commitment (CC), it varied for the generations. Though

both generations generally disagreed that I do not feel any obligation to remain
with my current employer, I would not feel guilt if I left this organization now.
Generation Y generally agreed while Generation X disagreed that theydo not feel
it would be right to leave my organization now and theywould violate trust if I
quit my job with this organization now.
Effects of Worklife Balance on IT Firm

The results showed that there is a significant relationship between the
levels of Worklife Balance on Organizational Commitment for both Generation Y
and Generation X. As a result of the small positive relationship found, the
analysis of data related to worklife balance also showed that those with high
worklife balance would also have a high rating in Organizational Commitment.
This confirms with Casper and Harris (2008) and Osterman (1995) that work-life
benefits affect organizational commitment positively. Good worklife balance
would benefit productivity reduce absenteeism, increased flexibility and customer
service and improved recruitment and retention of diverse workforce
(www.cipd.co.uk, 2008). The management of the IT firm has been aware then
actively involved in the employees concerns and has tried to maintain a
semblance of a worklife balance program for its employees. This is consistent
with the study of Casper and Harris (2008) that the company would have a greater
return on investment for implementing a worklife balance program. However,

Employees 147
there is still no formalized program to address employees worklife balance issues.

An article by the Hudson Highland Group (2005) stated that as organizations are
not providing real opportunities for worklife balance for their employees, there
are increasing numbers of dissatisfied and unproductive employees. This then
explains the high attrition rate of the company currently.
Employees from Generation Y and X believe that their work and personal
lives are balanced. Responses from the interview mentioned that they feel that
worklife balance largely depends on how a person balances both. Though both
generations may seem happy with the interventions such as the Christmas party
and the annual summer outing that is provided by the organization, results showed
otherwise. Results showed that those employees with a higher level of Worklife
Balance had slightly lower scores for Work/personal life enhancement. The
Work/personal life enhancement (WPLE) factor must have higher levels which
would be associated with higher levels of Worklife Balance. OMalley (2000)
cites fit and belonging, status and identity, trust and reciprocity, emotional reward,
and economic interdependence as antecedents of commitment. This suggests that
there are other factors which would be beneficial in enhancing the balance
between work and life.
Salary has been noted as a reason that affects employees commitment to
the organization. Research by OMalley (2000) explains that employees who
leave for money have not been enriched by the company in other ways. The
reason behind this is if the employees are not happy with other factors such as

Employees 148
abuse of power, broken promises for career advancement or other emotional

reasons, salary would be a contributing reason that would make them leave. In the
IT firm, this was validated by the interview responses. One respondent explicitly
said that promotion is only offered when one is planning to leave the company.
Another respondent in addition, said that the management promised him a
promotion but after a few years, it was still not granted. Kochanski and Sorensen
(2008) identified misunderstandings about compensation as some reasons that
employees cite for leaving a company. This may be an explanation why the
work/personal life enhancement factor is slightly lower for the respondents with a
higher level of worklife balance. This confirms with the study done by Hudson
Highland Group (2005) which mentions that worklife balance is the fit or
satisfactory level of involvement between multiple roles in a persons life. It is
commonly associated with the overall sense of harmony in life which involves a
persons ability to manage simultaneously the multiple demands of life. This
further explains that even if the respondents would express a good relationship
with their co-workers and bosses, and a good working environment, the trust and
reciprocity as OMalley (2000) states as the extent to which the company
engenders a sense of mutual obligation and indebtedness together with its
workforce is affected.
Casper & Harris (2008) found out that family leaves, flexitime, and
compressed work schedules are linked with higher commitment and lower
turnover. This confirms with results as all of the employees interviewed do not

Employees 149
work overtime unless necessary. Specifically, for the Technical Support group,
employees in this department only go overtime when they need to set-up or
deploy some products. For those employees in the Marketing and Sales
departments, they only go overtime when there is a bid. Although it can be noted
that when there isa bid, employees go overtime until as late as 12 midnight.
When they do so, these employees are excused and can go to work in a later time
the next day. The respondents further mention that it is easy to communicate with
management in this aspect. OMalley (2000) mentions that bureaucratic
hindrances and insufficient resources will hinder organizational commitment.
Thus with management being flexible in terms of job demand and company rules,
in increases organizational commitment for the company.
The researchers went further in finding out the effect of worklife Balance
for Generation Y. Results showed that the levels of worklife Balance were far
from significant for Generation Y. This would confirm research by Trunk (2007)
that the line between work and home doesnt really exist. Generation Y just wants
to spend time in meaningful and useful ways, no matter what they are. Because
Generation Y employees are mostly new to the company, they are unsatisfied and
tend to desire other factors that they think are available elsewhere (OMalley,
2000). Research by Russ and McNeilly (1995) discovered that the commitment
of Generation Y employees is likely to be more affected by disappointment with
pay and promotion opportunities than is the commitment of Generation X
employees who have achieved their advancement and income potential. This is

Employees 150
contrary to a previous study found in the annual MetLife Employee Benefits

Trend Study (2006) which showed worklife balance to be the most consideration
of Generation Y when making decisions with regards to joining or remaining with
an employer. The study also mentions that financial growth and advancement, and
skill building and professional growth are second and third respectively.
In contrast to the Generation Y, results for Generation X showed that there
is a significant difference for the levels of Worklife Balance on Organizational
Commitment. This shows that Generation X employees are comfortable with their
jobs and are likely to stay. This confirms what Sheridan and Abenson (1983) said
that commitment is seen when the employees has made an implicit comparison of
the expected job benefits with alternative job opportunities. Commitment may be
also seen when employees are satisfied nevertheless with the present jobs
benefits that are attractive as any other alternative. This may also be due to the
logic that as Generation X is an aging group, alternative employment
opportunities become limited, thus making the current job more attractive
(Mathieu and Zajac, 1990). Other characteristics of Generation X such as being
loyal and being attracted to promises of climbing ladders, paying dues, and
cashing out at retirement supports the results.

Employees 151
Chapter 5
Summary, Conclusion(s), and Recommendations
Summary
This study aimed to verify if worklife balance affects the organizational
commitment of employees, specifically, Generation Y employees. For a more indepth analysis, the researchers chose to focus on an IT firm in Metro Manila.
Surveys and interviews were done on all the Generation Y employees of the
company. As a comparison group, Generation X employees of the same company
were given the same surveys and interviews.
The main problem statement of this paper was:

Does worklife balance affect the organizational commitment of
Generation Y employees in the selected IT firm in Metro Manila?
The specific objectives that the researchers aimed at addressing are reiterated
below:
commitment of Generation X employees in the selected IT firm.
commitment of Generation Y employees in the selected IT firm.

Employees 152
3. To compare the similarities and differences in worklife balance status and

level of organizational commitment between Generation X and Y
employees in the selected IT firm.
4. To identify the effects of worklife balance on organizational commitment
in the selected IT firm.
Conclusion
The entry of Generation Y employees in todays workplace brought about
many changes. Employers are now encountering problems on how to completely
satisfy and maintain them in their companies. After conducting surveys and
interviews with the host IT firm, the researchers found out that worklife balance
does not affect organizational commitment of Generation Y employees. This
shows that Generation Y employees do not consider worklife balance as the
necessary factor or determinant that will make them stay in the company. Results
as with literature states that employees of Generation Y are obsessed with career
development and promotion based on skills and are known to give lower
importance on making a lot of money (Crampton & Hodge, 2009).
Their impatience with long-term stay in a company reflects their sense of
entitlement which reflects their expectations of fast rewards and unreasonable
expectations (Fleschner, n.d.; Half, 2005). Considering Generation Ys
backgroundhistorical events during which its members were born into coupled
with influences of intergenerational difference, it comes to no surprise that
worklife balance is not a conscious need or want. Unlike its predecessors,

Employees 153
Generation Y sees worklife balance as a given state or basic job consideration that
must be already present.
On the other hand, results from Generation X respondents showed that for
this generational group, worklife balance does indeed affect their organizational
commitment. This was not surprising considering the characteristics of
Generation X such as loyalty and dedication to climbing the corporate ladder
(Henry, 2006; Martin, 2005). In contrast with Generation Ys obsession on career
development, Generation X employees specifically place a higher priority on
family-related goals than on their career-related goals (Gerkovich, 2005).
Evidence of this is seen in Generation Xs prioritizing of proximity of their
residence to the workplace over promotions and their desire for flexible work
schedules or arrangements, and economic/financial stability (Robinson, 2009).
Despite prioritizing family-related goals, Generation X employees continue to be
just as loyal to the company. In fact, they are more committed than their
Generation Y counterparts, as can be seen in the survey results.
Considering such varying results, it is important for management to equip
its organization not only with a fitting compensation scheme and culture that
allows for worklife balance. But it must be made certain that there is both a
promise and clear manifestation of career advancement and self-development for
employees of both generations (O'Malley, 2000; Feldman & Ng, 2008; Robinson,
Kraatz, and Rousseaus, 1994).

Employees 154
Recommendations
The researchers recommend several methodological improvements and
suggest ideas for further research.
Methodological Improvements
A factor that may have affected the findings of this study is the subject of
the study. For this study, it was an IT firm which is a family business and it is also
a Filipino-Chinese company. Non-family businesses and non-Filipino-Chinese
businesses could be explored next to learn if there will be differences in the
results from the results in this paper.
In addition, instead of focusing on one company, a study of two or more
companies will allow for more valid and reliable generalization of statistical data.
If future research should choose to do a study on one host company, studying a
company with a larger sample of employees may also give a more concise and
reliable set of results. Having more respondents would provide for a richer data
analysis and ease of interpretation of the quantitative data from surveys.
As stated in the discussion, the researchers noticed that responses provided
by the respondents may also vary according to their department. The group hence
recommends doing an in-depth study on the same topic and company but by
comparing different departments to show if indeed there are significant
differences. The distribution of Generation Y and X employees into the different
departments could also make for an interesting research.

Employees 155
This research has shown that the specific industry in which the company is
in may affect the results. Since the host company is an IT firm, emphasis is given
more on the sales and technical departments. More trainings and activities are
given to employees in such departments as this is required by the nature of their
work. Further research into solely the IT industry could also use as subjects, local
and multinational IT firms to make for an interesting comparison. For a more
diversified view, future researchers could compare different types of companies in
various industries. Companies in the finance, fast-moving consumer goods, and
service-providing industries are some industries future researchers could look
into.
Aside from changing up the subject or sampling procedure, there were
some procedural improvements identified by the researchers in executing this
study. As the instrument used is a 3-page questionnaire, some respondents
inadvertently skipped some pages. Hence, these incomplete questionnaires were
not included in the data analysis and reduced the sample. The number of pages
may have affected the enthusiasm of the respondents in answering the
questionnaire. Perhaps better monitoring on-site and company encouraged
incentives would aid the respondents while they answer the forms so that they are
guided. More reverse items could also be included to further track the liability of
responses.
Further Research

Employees 156
For future research, the group suggests looking into the company culture
as a possible variable in the study of worklife balance and organizational
commitment in both generations. Company culture may contribute and hence
affect the characteristics of the employees. As per our findings from this study,
most of the employees, though not satisfied with the availability of career
advancement and compensation package, still choose to stay because of the good
company culture or working environment, their relationships with their bosses
and colleagues.
To delve deeper into worklife balance research on Generation Y, further
research can have the utilization of time and work week as an extraneous variable
which may have affected the worklife balance of the subjects of this study. For
instance, a study could compare various IT firms that have different number of
working days per week. There exists four (4), five (5) and six (6) working days in
companies the Philippines.
Further study could also look into the comparison of worklife balance of
Generation Y employees with differing marital status. Since findings and
supporting literature show that those who have dependents or are breadwinners of
their families take on similar responsibilities as those Generation X employees
who have families, similarities and differences in the perceptions and definitions
between the two groups on worklife balance could possibly prove significant.
In conclusion, this field still has many facets that would benefit from
further in-depth study which this paper may be used in providing supporting data

Employees 157
for. It is highly encouraged for researchers to do further study on this topic in

order to have a holistic understanding on the phenomenon that is taking the
workforce by storm, Generation Y.

Employees 158
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APPENDICES
Appendix A
Letter of Request to the General Manager
of the selected IT firm in Metro Manila
June 4, 2009
Mr. Jefferson Plaza
General Manager
Dear Mr. Plaza:
Greetings!
We are undergraduate students from the Bachelor of Science in Commerce, major Business
Management with a specialization in Applied Corporate Management program at De La Salle
University-Manila. We are currently writing a thesis regarding how Generation Y employees perceive
their worklife balance status and how these are correlated to the commitment they exhibit to their
organization. To verify data collected from the Generation Y respondents, the study proposes to do a
similar survey to the organizations corresponding Generation X employees. In addition, further effects
of the two main variables in the study (worklife balance and organizational commitment) on the
Generation Y employees turnover intentions will also be examined as part of our research.
In this regard, may we request for an opportunity to interview (either face to face or via e-mail or
landline) your human resource manager or an appropriate representative from the company? Also, we
would like to request for your accommodation/assistance as we would like to give out survey
questionnaires to all of your Generation X and Y employees. Generation X employees are those born
between the years 1965-1979 while those who are born from 1980 onwards are Generation Yers.
Follow-up interviews might also be needed with selected respondents to verify data collected. In any
case, the group is available and most willing to conduct the abovementioned surveys and interviews
during Fridays and/or Saturdays (starting as soon as possible) to avoid the hassle of interfering with
business operations in the remaining weekdays. We would greatly appreciate your participation in our
study, as we attempt to add to needed research on Generation Y in different parts of the world.
Thank you very much for your kind consideration and hoping for a positive response.
Sincerely,
Ms. Marianne Evangelista
Mr. Eric Lim
Ms. Shirley Rocafor
Ms. Germaine Teh
Contact number
Noted by:
Laurene Chua-Garcia, Ph.D.
Thesis Mentor

Employees 180
Appendix B Interview Guide for Human Resource Representatives

1. On the companys Generation Y profile
a. How many Generation Y employees, or employees 28 years old
and below, do you have in your company? What is the ratio or
percentage of the Generation Y employees as compared to
employees of higher generations?
b. Do these Generation Y employees have distinct work style
characteristics and behaviors as compared to employees who are
more senior to them?
c. Which of the mentioned characteristics of Generation Y employees
are positive or contributory to your company, and which of these
are not?
2. On work-life balance
a. How would you describe the worklife balance of the employees in
your company?
b. Does your company have worklife benefits? Please enumerate and
explain.
c. Based on your perception, what percentage of your employees
lives are devoted to work and to their personal/family lives?
d. Are there any differences in the perceptions or preferences of
Generation Y employee from older generation employees?
3. On organizational commitment
a. Would you say that your Generation Y employees are committed
to your organization? Why or why not?
b. How would you define, or what is/are your indicators with
Generation Y employees that tell you that they are committed?
4. On turnover

Employees 181
a. What is the turnover rate of your company? How much of that

figure is composed of Generation Y?
b. Do you find the turnover rate of your company tolerable or not?
What makes you say that?
c. What are the financial and socio-psychological effects of
turnover in your company? Are there any other effects manifested
by turnover in your company?
d. According to your/managers perspective, what are the primary
reasons that cause Generation Y employees to leave? To stay? If
they choose to leave, how long do they stay before leaving?
5. On interventions and retention
a. What forms of interventions or methods (such as rewards systems,
training) do you use to motivate your employees in particular to
stay?
b. Do you employ any interventions specifically for Generation Y
employees?
c. What are the effects of these interventions to your employees?

Employees 182
Appendix C Basic Information

Greetings! We are undergraduate students who are majoring in Applied Corporate Management at
De La Salle University-Manila. We are currently writing a thesis on Worklife Balance,
Organizational Commitment of Generation Y Employees in a Selected IT Firm in Metro Manila.
We would like to take a few minutes of your time to answer this survey. Read the instructions
carefully and fill out the questionnaires accordingly. This is not a test, so there are no right and
wrong answers. All responses will be kept confidential. Your sincerity and thoroughness in
answering the survey will be much appreciated and will prove essential to the success of the study.
Thank you for your participation.
Name (Optional):
Gender (Please check): Male Female
Age:
______________
Birth Place: ______________________
Birth year:
__________
1. Educational Attainment:
2. Marital Status
Some high school or less
Single
High school graduate
Married
Attended some college
Separated
Associates degree
Divorced
Bachelors degree
Widowed
Post college degree

3. Work Status
4. How many companies have you been
Full-Time Employed
employed with prior with your present
Part-Time Employed
company?
0
1
2
Others, please specify: __________

Employees 183
5. Position Description
6. Total work hours per week
Strategic, policy-making
Less than 40
Selling and/or marketing
40 to 49
Product/service development or delivery
50 to 59
Administrative or support functions
60 to 69
70 to 79
More than 80
7. How long have you been working in
8. What is the range of your monthly
your present company?
income?
Less than 6 months
10,000 19,999
6 months to 1 year
20,000-29,000
1 to 2 years
30,000-39,000
Others, please specify: __________
40,000-49,000
Others, please specify: _________
Contact Details (If you would like to be part of the interview portion (second phase))
E-mail Address:
Contact No.:

Employees 184
Appendix D Worklife Balance Scale
This questionnaire is designed to measure how you view your personal life and
your work life as dimensions of worklife balance. Answer each item as carefully
and as accurately as you can by encircling the number that corresponds to your
choice on the blanks below.
Not at
Sometimes
All the
all
time
Personal life suffers because of work
Job makes personal life difficult
Neglect personal needs because of work
Put personal life on hold for work
Miss personal activities because of work
Struggle to juggle work and non-work
Happy with the amount of time for non-
Too tired to be effective at work
My work suffers because of my personal
Hard to work because of personal matters
Personal life gives me energy for my job
Job gives me energy to pursue personal
work activities
Personal life drains me of energy for
work
life
activities
Better mood at work because of personal
life
Better mood because of my job

Employees 185
Appendix E Organizational Commitment Questionnaire
This questionnaire is designed to measure the model of organizational

commitment that is most applicable to you. Answer each item as carefully and as
accurately as you can by encircling the number that corresponds to your choice on
the blanks below.
1 = Strongly Disagree
2 = Disagree
3 = Slightly Disagree
4 = Neither Agree or Disagree
5 = Slightly Agree
6 = Agree
7 = Strongly Agree
I really feel as if this organizations problems
are my own.
I do not feel a strong sense of belongingness to

my organization.
I do not feel emotionally attached to this
organization.
I do not feel like part of the family at my
organization.
This organization has a great deal of personal
meaning for me.
I feel that I have too few options to consider
leaving this organization.
One of the few consequences of leaving this
organization would be the scarcity of available
alternatives.

Employees 186
For me personally, the costs of leaving this

organization would be far greater than the
benefit.
I would not leave this organization because of
what I would stand to lose.
If I decided to leave this organization, too much
of my life would be disrupted.
I do not feel any obligation to remain with my
current employer.
Even if it were to my advantage, I do not feel it
would be right to leave my organization now.
I would not feel guilt if I left this organization
now.
If I got another offer for a better job elsewhere, I
would not feel it was right to leave my
organization.
I would violate a trust if I quit my job with this
organization now.

Employees 187
Appendix F Interview Guide for Generation Y Employees
1. On Worklife Balance,
a. If answer to questionnaire indicates that respondents are satisfied
with worklife balance status: How does the company provide you
with a balanced worklife? Please explain.
b. If not: why are you not satisfied with your worklife balance status?
What benefits would make you appreciate your worklife balance?
c. How is your personal/social life?
d. Does the Saturday workday affect your worklife balance?
2. On Organizational Commitment
a. If answer to questionnaire indicates that respondents feel
committed to the organization: What factors make you commit to
the organization?
b. If not: why do you not feel committed to your organization? What
would make you more committed to your organization?
c. Are you happy with your current job in the company?
d. On Turnover
i. If respondent had previous jobs: why did you leave the
previous organization(s) you worked for?
ii. If current organization is the first job of the respondent:
how long do you see yourself staying in this company?
Where do you see yourself in the next five (5) or ten (10)
years?
iii. What would make you stay or leave a company?

Employees 188
Appendix G
Transcribed Interview Responses (HR Representatives)
Interview with Ms. K, HR Assistant, Human Resources

(June 19, 2009, 10:00am)
Ms. A: So sa yung sa Do these Generation Y employees have distinct work

style characteristics and behaviors as compared to employees who are more senior
to them? Siguro yung parang similar work styles, both sila masipag. Parang
siyempre asas ano ka, as new parang bagong employee or young employee,
parang mas on the go ka, talang go lang ng go yan, tapos mas masipag ka. Uh
same thing asas uh managers, kunwari mas matanda yung manager,
definitely parang, at the same time parang nagagaya nila. Nagiging role model na
yung manager nila na kung masipag din yung manager nila, sila din magigigng
masipag. Pero, (phone rings) uh hindi natin maiiwasan siyempre kung mas
matanda ka mas magiging pasaway ka. Talagang nangyayari dito yan at, I think
doon sa other companies. Siyempre parang mas sanay ka na dito, so parang mas
alam mo na rin environment, so parang mas at home ka compared sa mga newly
grads or bagong salta lang dito sa company. So yun.
Sa letter C naman, Which of the mentioned characteristics of Generation Y

employees are positive or contributory Ito parang same lang siya sa letter B.
Yun nga, mas active sila so mas masipag tsaka siyempre rin mas matagal
mapagod, naturally, diba? And negative yun nga, mas pasaway ang mas
matatanda tapos pag sa negative naman sa mga mas bata, siyempre idealistic sila
tapos hindi pa nila alam kung ano gusto nilang gawin sa buhay. So mas may
chance na parang mainip or parang ano ba talagang ginagawa ko sa company na
to, parang nagiging productive ba ako or ano pa ba? Siyempre parang minsan
mahirap din silang, uh, parang suwayin tawag ba doon? Kasi kunyari pag bata

Employees 189
ka you think na invincible ka, lahat pwede mong gawin. So in a way pag may
mga employees na matitigas yung ulo, mahirap talagang, anong tawag doon,
pasunurin sayo. Lalo na pag mas bata siya and fresh grad, mga ganun. Or not
necessarily fresh grad, basta mga bata.
(Laughs) so next, (laughs) uh sa on work and life balance, uh How would

you describe the worklife balance of the employees in your company? Uhm,
here I can say na talagang yung mga tao dito, especially sa sales and technical
group, talagang nasasacrifice yung ano nila, personal life, kasi dito parang, diba
sales sila- sales ng computer, so mga nagkakaroon ng mga biddings, na yung
mga biddings umaabot hanggang uh late na talaga- mga twelve oclock. Tapos
sila, uh, kahit na walang overtime pay, talagang nagstastay sila sa company ng
hanggang mga two oclock in the morning. Tapos the next day papasok ulit yan.
So imagine na parang, yun talaga, yung mga taong may family, nasasacrifice
nila yun. Tsaka Monday to Saturday din yung work. So ang talagang family
day nila is Sunday lang. Pero, pero sa technical group siyempre may ano rin to,
may overtime pay. Yung sales lang talaga ang walang overtime pay. Ano pa ba?
So, letter b, does your company have worklife benefits? Please enumerate and
explain. Uh, like di ba ang mga worklife benefits yung mga outing diba? Ano
pa? So may outing kami every year. So ang outing namin is tuwing May
something, basta kung kelan naging parang natayo yung company. Tapos, and
every, every year din talagang nagkakaroon kami ng Christmas party kahit na
naghihirap yung company, tinatry namin mag-put up ng Christmas party para sa
lahat and talagang lagi rin mayroong goodie bag every Christmas din. Tapos,
uhm, kasali ba yung mga benefits? Like thirteenth month pay?
Interviewer: Yes.

Employees 190
Ms. A: So mayroon rin kaming thirteenth month pay kahit regular- kahit irregular
ka, meron kang thirteenth month pay. Tapos yung leaves mo, once na regular ka
na, yung mga leave credits mo, convertible to cash yun. So okay yun di ba?
Siyempre tapos may mga other benefits like computer loan and salary loan
once na, ito ah pang regular lang siya, yung mga loan na yun. Tapos, and
insurance din pang regular lang siya. Ano pa ba? Uhm
Interviewer: ano uh may flexitime
Ms. A: Panong- panong flexitime siya? Parang kunyari late ka na nakauwi the neyung night before parang pwede kang pumasok ng late? Ganun ba yun?
Interviewer: Or you work... Or parang kahitbasta umabot ka ng eight hours.

AnytimeKunyari ten ka papasok
Ms. A: Ah
Interviewer: Or may set time?
Ms. A: Alam ko oo, may flexitime siya kasi sa- parang ang flexitime na
Interviewer: Depende sa department?
Ms. A: Oo, depende actually kung saang department ka. Ang pwedeng, I think
pwede sa flexitime is
Interviewer: Sales

Employees 191
Ms. A: Sa sales, oo, parang gaya nga diba pag nag-stay up late hanggang, lets
say, two in the morning, pwede silang mag- uh maging late na pumasok the
next day parang to compensate na makapagpahinga naman sila. May questions pa?
Kung may questions kayo, tanong lang kayo ah, baka salita ako ng salita tapos
Interviewer: Tama yun Bakit pala walng OT pay yung sales tapos yung
technical mayroon?
Ms. A: Ayan, so, uh kaya ang sales may ano sila- I mean, wala silang OT pay
kasi mayroon silang incentives once nareach nila yung sales nila. So yun nga
yung commission-based, tapos may mga other benefits pa sila, unlike sa tech.
So questions pa? Okay.
Sa letter c na noh? Uh Based on your perception, what percentage of your

employees lives are devoted to work and to their personal/family lives?
Pwedeng? Ay eto, I think dito nagfafall ang sales and technical department kasi,
like I said before, yun nga, nasasacrifice yung personal life nila dahil yung
time- sobrang time consuming. Tapos minsan talaga, parang I know dito ang
cause yung sales namin puro babae. Talagang sobrang career woman sila
compared sa mga asawa nila ah. Talagang sila yung bumubuhay. So, at that point,
parang talagang sacrifice talaga yun sa anak nila and all. Tapos, iba pa sa kanila
parang wala paring anak? Siguro walang time bumuo nga family or, I think ah,
yun. So eto pwede, uh, ano muna siya? Additional ano nalang? Information? Aask ko nalang ulit mamaya. Hindi ko pa alam yung percentage eh.
So, next question. Are there any differences in the perceptions or preferences of
Generation Y employees? Uh, so here syempre uh pag manager ka dito,
pag youre applying for a managerial position, definitely mas gusto yung mas
matanda kasi experience-wise. However, pag sa Generation Y, hindi naman

Employees 192
namimili as long as parang nasa right age na kasi ang ginagawa namin dito, for
example, youre applying for a sales position, yung talagang nag-fifield work ka.
Hindi kami kumukuha ng talagang bata kasi parang hindi pa siya experienced
talaga. So parang wala pang ganun ka experience. Kapag sinabak mo na sa field,
siya yung mahihirapan and at the same time, yung company din. So ang
ginagawa, lets say kunyari, may batang, uh parang fresh grad. Hindi kaagad
sales yan. Parang dadaan muna siya siguro sa telemarketing position or any
position na pwedeng doon siya magtratrain saka siya gagawing sales na pwedeng
i-on field. So, ano pa ba? Matatanda, ano pa bang pwede? Actually yun lang
naman. Pag and siyempre hindi rin kumukuha ng sobrang tanda na. Yung
parang ilang years nalang magreretire na kasi mahirap din naman yun. Well,
wala naman ng ibang other problems pag preferences. Wala naman. May
question kayo diyan or ano?
Uh, next is doon sa organizational commitment. Uh would you say that your
Generation Y employees are committed to your organization? Why or why not?
Uh, paano ba? Depende actually sa employee, I think. Uhm, parang halo eh.
Siguro pag Generation Y ka, I think committed naman sila kasi here kapag fresh
grad ka talagang magstastart ka as minimum wage. So parang uh, parang kahit
na minimum wage to, sila parang interested naman din magaaply parin here.
Tapos nagwowork hard parin sila kahit na minimum yung sweldo and maraming
other opportunities outside ng companing ito.
Interviewer: Mayroon ba kayong like, uhm measure kung or like survey or

evaluation para ma-track yung how willing are they to
Ms. A: Stay here?
Interviewer: Oo. For this () year or something.

Employees 193
Ms. A: Wala, wala naman. Siguro parang ang sinasabi
Interviewer: Measure commitment parang
Ms. A: Ah ganun? Siguro ang pinaka-way nalang namin is pag nag-stay sila and
pag naging regular sila rito, makukuha nila yung benefits. Pero other than that,
wala na. Parang siguro mga puro ano nalang parang uhm pano ba? Sabihin na
parang mag-stay ka here, parang support nalng. Pinaka-mabibigay namin is
support. Pero other than mga intervention or survey na parang uhm if magstastay
sila. Wala, wala kaming ganun.
How would you define, or what is/are your indicators with Generation Y
employees that tell you that they are committed? Yun nga, despite na the
minimum of the salary, nagstastay sila dito and sila yung maraming opportunities
outside but they chose to stay here. So, yun yung pinaka ano
Interviewer: Why do you think na they chose to stay here?
Ms. A: Here, okay. Kasi kung ako, I can say talagang yung management mabait.
Mabait na mabait sila and I dont wanna be bias or ano pero ako uh, talagang
yung mga bosses mabait sila eh. Parang hindi sila yung inconsiderate. Parang di
ba imagine mo yung ibang tao pag pasaway ka na, automatic youre out of the
company or ano. Here, talagang sobrang i-naunderstand nila na ano yung mga
nangyayaring problems sa iyo, domestic man or hindi. Kasi here parang sa
employees dito parang more on ano sila simple employees lang. Simple, na-gets
niyo naman kung ano yun di ba? So parang sila parang na-uunina-understand
ng mga bosses kung ano mga problems and all.

Employees 194
Interviewer: Parang may leeway for example mayroon siyang problem with his, I
dont knowwife ganyan?
Ms. A: Mm hmm, pero para talagang tina-take into consideration yun, hindi
yung di ba
Interviewer: Hindi yung puro reprimand.
Ms. A: O reprimand. Talagang parang ilang days mo na- o, parang ano yung
problema? Ano ba pwedeng magawa? Tapos, siyempre pagsasabihan nandoon pa
din pero talagang nandoon yung pagunderstand hindi basta bastang por que ano,
youre out, hindi.
Interview: So parang may security of tenure?
Ms. A: Mm hmm talagang yah, oo. Parang I think dito rin sila kaya
nagstastay sila kasi talagang secured sila and hindi sila mawawalan ng trabaho
and despite the economic crisis and all
So
next,
yung
on
turnover.
What
is
the
turnover
rate
of
your
company? Kailangan talagang percentage siya? Or
Interviewer: Pwedeng to follow nalang
Ms. A: Sige, to follow nalang din siya. Uh Do you find the turnover rate of
your company tolerable or not? What makes you say that? Uhm, siyempre as
much as possible ayaw namin na umalis ng umalis yung mgaano ba to? For
both Generation Y and X?

Employees 195
Interviewer: Oo, sana. Distinction.
Ms. A: Distinction? For Generation X, definitely, talagang bihira or wala pang

umaalis na Generation X kasi siyempre sa age nila talaga parang more on
concerned sila. Papano pag umalis na ako, nag-apply ako sa ibang company.
Mayroon bang tatanggap sa akin na lets say thirty-six na ako or forty na ako.
Mahirap na yun. And case sa Generation Y naman, uhm, mas sila yung prone
umalis dahil mas bata and all pero, tsaka angI mean, nahihirapan din kami kasi
so lets say, ito nag-stay na sa amin for a year or naka six months na siya diba?
Parang pwede na siyang maregular tapos sabay aalis. Parang another adjustment
period nanaman with the company environment tapos training nanaman ulit kasi
minsan parang lets say kunyari ang course niya uh, lets say, tourism tapos
nagapply siya for sales position. Siyempre may train- mag-uundergo siya ng
training diba? So yung mga ininvest namin na training sa kanya, umalis siya,
nawala nanaman. So another fresh start ulit. Eh ang hirap maging ganun. Parang itrain mo ng itrain tapos aalis rin sayo. So yun ang pinaka ano mahirap na part.
Interviewer: Mayroon ba kayong retirement age? 60? 65?
Ms. A: I think 60 ang retirement age. I think, its either 60 or 65.
Interviewer: Required ba magretire pag nagreach na ng age na yun?
Ms. A: Actually wala pang umaabot ng 65 dito so wala pang nangyayaring if

papa-stay ba or
Interviewer: Ilang years na ba tong company na to?
Ms. A: Thirteen years na siya. So wala pa namang umaabot ng 65 or 60 years old.

Employees 196
Interviewer: But ano yung oldest?
Ms. A: I think fifty fifty-nine, magfifity- nine na siya sa September.
Interviewer: Tanda na pero
Ms. A: Siya yung pinaka matanda. Pinaka matagal, hindi pero siya yung pinaka
matanda. Next yung What are the financial and socio-psychological effects of
turnover In terms of financial, wala naman, nababawi naman namin ulit yun.
But siguro ang pinakarisk is pag nagpa-training kami tapos umalis yung mga tao
kasi here siyempre, as, pag yung mga technicians magtatake sila ng mga exams
sa mga HP or Acer para maging accredited partner sila o ano. Kailangan ng
company yun. So ang nangyayaring process is kunyari uh... kayong lahat, lahat
tayo technicians. Mag-eexam tayong lahat. So babayaran yun ng company. Eh
tapos kunyari uh bumagsak ka, kunyari bumagsak ka, nagbayad ako ng like ten
dollars sayo, sa exam mo. Tapos umalis ka rin, so nalugi kami sayo. Hindi ka
namin napakinabangan. So doon lang. Yung mga () ng pagtratraining pero
financial, yung talagang umalis ka, nalugi yung company. Wala naman
nangyayaring ganun.
Interviewer: Mayroon bang ano, for example, ako may plano umalis or umalis
ako tapos nadamay ko yung ibang kasama ko. May ganun bang situation? Peer
pressure
Ms. A: So far wala naman ganung nangyari, based sa pagstay ko dito. Wala
naman nangyaring ganun na parang eto nahatak eto. Wala naman. I dont know if
() may ganung nangyari kasi hindi ko pa alam kasi seven months palang ako
dito. Hindi ko alam, yun.

Employees 197
Next according to your/managers perspective, what are the primary reasons

that cause Generation Y employees to leave? To stay? If they choose to leave,
how long do they stay before leaving? Well Pinaka-reason naman, kasi kapag
when we do exit interviews, and pinaka-reason nila kaya sila umaalisis nag-gogo
abroad, or nakakahanap sila ng, anong tawag dito?
Interviewer: Better offer?
Ms. A: Better offer, oo. Yun lang naman. Tapos pag, pag gusto namin sila pastay, siguro siyempre nandyan nalang yung support na ah rereassure namin na
parang siyempre starting ka palang naman ngayon. Talagang magstastart ka as
minimum pero once na tumatagal ka rito, pag nagging regular ka, siyempre diyan
na papasok yung mga benefits and all. Yun ang pinaka-reasons nila. So, may
gusto kayong tanungin or what?
Interviewer: Uhm, siguro aside sa mga benefits na binibigay niyo, meron pa ba

silang mga hinihinging iba? Na parang pinag-iisipan ng company kung ibibigay
or hindi kaya?
Ms. A: Pano ba? Kasi ang sa amin, ang ginagawa nalang namin parang sila gusto
nila ng meal allowance. So yun binibigay naman namin yun sa kanila. Pero
once- yung mga deserving siyempre and once nagstay ka sa company hindi
yung por que, por que regular ka na, o sige may meal allowance ka na. Hindi
ganun. Talagang dapat prove mo sa company na talagang deserving ka, to, uh, to
get that uh ano benefit.
Interviewer: So saan siya based? Kunwari, meal allowance?

Employees 198
Ms. A: Panong based?
Interviewer: Based on paano mo malalaman kung deserving siya?
Ms. A: Ah. So parang, ano yun eh. Sa report din yun ng mga managers.
Siyempre nagkaroon ng evaluation and, at malalaman din naman ng management
if ikaw nagpeperform poorly. Siyempre diyan din pumapasok yung lagi kang late,
nirereprimand ka sa mga kapalpakan mo. Tsaka pano ka bibigyan ng mga
benefits and all diba? Ano pa? Next na? okay na?
Uhm, on interventions and retention, What forms of interventions or methods do

you use to motivate your employees? May list ako dito eh. Uh ang ginagwa namin
here parang nagaano kami. Siyempre andoon yung promise of promotion, plus
raise of the salary and the benefits. Parang ang gagawin kasi uh kunyari
nagrereklamo yung employee na gusto niya tumaas yung ano niya, salary niya.
Gagwin namin, siyempre, ipropromote namin siya. Parang, mas marami, lalaki na
tuloy yung duties niya. Para deserving din siya sa uh sa babayaran sa kanya. Plus
yung mga trainings namin, nandoon din siya. Parang siyempre here, talagang ang
trainings every Saturday siya dito. So natututo yung employee diba? Plus yung
meron kami dati uh ano, parang motiv- paano namin imotivate yung mga
employees. Naabutan ko din. Parang last year hanggang mga bandang January
dito. Kunyari, sa tech din kasi siyempre logistics yung mga drivers, yung
technical group. pag naka perfect attendance sila, for a month, may reward silang
money. So, talagang may nangyayaring improvement naman. Mapapansin mo na
talagang, yung iba talaga, yung mga pasaway, pumapasok talaga ng straight na
walang absent. Tapos nung nawala yun, yun nanaman, problemado nanaman sa
attendance. Pero effective siya. Tapos, yun nga pag nagstay sila, the benefits
makukuha nila iyon. Tapos nagkaka-team bulding din kami everyyun nga,
every May. Tapos yun nga, yung party na rin and anong tawag dito, grocery.

Employees 199
Kasi yung party, hindi siya yung normal party na parang uh may food lang.
Nagpapraffle din kami. Like, ang raffle last time nakuha na pinakamagandang,
anong tawag doon, iPhone. So, may washing machine din, refrigerator. So
imagine parang diba? Talagang mapapaenganyo kang mag-stay dito kasi yung
binibigay talaga ng company. Maganda yun.
So, other inter- forms of interventions, yun nga more on support nalang din.
Parang wala kasi kaming parang pinaka-way to ano, para, anong tawag doon, para
i-guide yung tao. More on kamusta ka na or kapag kelangan ng kausap or
kelanagan mo ng heart to heart talk. Talagang nandoon kami sa mga employees.
Uh, especially siyempre sa Generation Y kasi sila yung madalas, mapagsabihan
lang ng managers o ano, sila yung siyempre parang, anong tawag doon? Parang
soft pa yung
Interviewer: Sensitive.
Ms. A: Oo, sensitive talaga. So parang konting ano lang, parang gusto ng umalis.
Siyempre nandoon ka parang, pag ikaw ba sabihin mo. pag ikaw ba umalis dito,
lets say, lumipat sa ibang company tapos ganun din yung boss mo, parang
papano yan diba? Parang here kailangan mag-toughen up ka kasi kaya mo naman,
matiis mo naman yung manager mo so parang konting tiyaga nalang. And like
pasok dito and labas sa kabila. yun.
So what are the effects of these interventions ayon, nagstastay naman sila.
Parang, like last time kasi may nagyaring ganun. Napastay naman namin and naput up naman namin sa mind niya na I mean like na parang kaya mo iyan. Tapos
hindi ka pwede basta basta magpatalo por que ganito yung nagyayari sa iyo.
Effective naman siya.

Employees 200
Interviewer: ()
Ms. A: Uh parang, parang ano ba? Mahihirapan siya sa in terms of the work tapos
parang feeling niya walang nagsusuport sa kanya
Interviewer: ()
Ms. A: Parang uh, like yun nga matagal ka na dito tapos bakit biglang ganito.
Uh bas- parang tiisin mo nalang kasi hindi naman por que napagsabihan ka
lang or you think na walang nagsusuport sa iyo. Tapos parang dapat umalis ka na.
Interviewer: Mayroon bang ano, feeling nila kasi hindi sila naggrogrow? In
terms of going up the ladder? Kaya sila aalis? Para sa career nila?
Ms. A: Ah career
Interviewer: Maybe theyre not learning... may ganun bang or in terms of

hindi sila napropromote or feeling nila five years from now pa sila mapropromote?
Mayroon bang ganun?
Ms. A: Based from my, kung ano lang yung span of time na nandito ako ah,
parang wala pa naman. More on talagang nagkakaproblema lang kapag yun nga
abroad and mayroong opportunities na talaga. Pero yung growth, wala namang
Interviewer: Hindi issue?
Ms. A: Oo, hindi naman issue. Pero based sa stay ko ah, wala pa naman akong
naencounter na ganun.

Employees 201
Interviewer: Kahit Generation Y or X?
Ms. A: Wait, teka hindi, mayroon akong isa. May isa akong naabutan but hindi
ko sure yung pinaka-reason. Ask niyo nalang yung isa namin ano HR. Siya ang
may alam doon. About yung sa question na yun, siya na yun, pero sa span of
time ko wala naman
Interviewer: Wala naman.
Ms. A: Wala na. May questions pa? .
Interviewer: Yung going abroad, ano yun? Habang nagwowork sila,

naghahanap sila ng other opportunities? Mga nagaabroad, are they looking for
opportunities while working orwhile theyre still working here
Ms. A: Parang siguro parang, I think, pwede kasi bakit sila makakapunta
abroad
Interviewer: Yun nga eh.
Ms. A: Mm hmm, if hindi sila nag-, anong tawag doon, parang nagaapply
Interviewer: Generation X or Y to?
Ms. A: Y, Y to.
Interviewer: Y usually

Employees 202
Ms. A: Mm hmm kasi alam ko mayroon din yung mga iba, like nag-abroad na
sila tapos nagpahinga muna dahil gusto bumuo ng family or magstay muna sa
Pilipinas, mag-wowork dito. Pero andoon parin yung choice nila na parang may
tendency bumalik talaga. So madalas, either, may experience na abroad kaya nagaabroad ulit or nag-fifind ng better opportunities.
Interviewer: May employee ba na umalis na dito tapos bumalik ulit?
Ms. A: Yah, mayroon, dalawa.
Interviewer: Tinanggap niyo rin?
Ms. A: Oo tinaggap.
Interviewer: For what reason? Nung umalis sila, dahil saan?
Ms. A: Kasi ang, based sa alam ko, maganda yung performance nila kaya kinuha
sila ulit.
Interviewer: Bakit sila umalis?
Ms. A: Dahil yung isa alam ko nag-asawa tapos kinuha siya ulit kasi maganda
yung performance niya. Yung isa naman parang nagkaroon ng health problem.
Tapos umalis, nagpahinga, kinuha siya ulit.
Interviewer: Hindi naman na pumunta sa other company tapos bumalik ulit dito?
Ms. A: Mm wala namang ganun. Ang pagkakaalam ko walang ganun.

Employees 203
Interviewer: Personal. Paano ka napunta dito?
Ms. A: (laughs) Nakita ko lang siya sa ano, sa best job. Tapos nag-apply ako.
Tapos napunta na ako dito. Alam mo yung time na nagsusubmit ka na ng sobrang
daming resume?
Interviewer: Oo.
Ms. A: Tapos biglang may magtetext sayo
Interviewer: Oo naman, alam ko yun.
Ms. A: May mag-tetext sa iyo tapos ayan. Eh diba UN Ave.? Kasi ang pinakareason ko kaya ako nagstay dito, is parang one LRT ride lang siya from my place.
Like kung nag- Makati ako, layo.
Interviewer: Dalawa.
Ms. A: Tapos ano pa ko. Ubos pa yung, ano to? Salary. Kasi may free food ako
dito, kaya okay na rin diba? yun ang importante. For me, pag yung parang
mgakaya ako nag-stastay din in a way kasi siyempre kung lumipat ako sa ibang
company, yung benefits nila hindi na hindi ka na babayaran ng mabuti. Like
yung commute mo, ikaw pa gastos. Traffic pa. Eh dito wala ng paguran. Isang
uwian lang ako.
Interviewer: Nag-uundergo ka rin ng training?
Ms. A: Mm hmm, nag-uundergo rin.

Employees 204
Interviewer: Every Saturday rin?
Ms. A: Pag ano, nag-aatend attend din ako ng mga product training nila or kasi
pinaka-training ko kay Dr. X. Tsaka HR training siya. Parang tinuturuan niya ako,
parang mismong siya yung, parang mentor ko na rin siya.
Interviewer: Pero yung company naghire kay Dr. X para i-train ka, parang
ganun?
Ms. A: At the same time, si Dr.X, nag-tratrain din siya ng other employees dito.
Sa mga managers and sa sales, naalala ko na.
Interviewer: Magstastay ka dito?

Employees 205
Interview with Ms. B, HR Assistant, Human Resources

(June 19, 2009, 11:00am)
Ms. B: Letter B? Distinct work style characteristics and behaviors Anyways,

yung mga alam mo na, pag mga bata medyo mga on the go talaga yan. Very
active talaga sila kumilos and then yan kasi yung mga talagang madali, da totoo
lang ah, madali talagang mautusan kasi syempre mga ganyang age medyo mga
idealistic pa yung mga yan. So ang ano nuka is pag sumunod sa mga boss, okay
sila. Maganda yung mga () performance nila. So, sila talaga yung pina- more
on active magtrabaho. At saka talagang namamaximize. Hindi yung focus na, o
kunwari, ang technician, field lang sila, di ba? So may mga iba pa yan na lets
say. Ay kasi, I dont know kung nabanggit ni Via noh, yung mga technician
namin hiwalay kasi meron kaming assembly, field technicians and we have in
house technicians. Yung difference, in house, dito lang sila sa office. Assembly,
sila yung nag- nagbubuo talaga nung computer. Actually para sa mga projects
namin and field technicians, sila yung nagaasikaso syempre ng mga uh
Interviewer: On call?
Ms. B: Oo. Yung mga needs ng mga clients naman namin. So, lets say meron
kaming field technician but today wala namin client na nagpapaservice,
nagkataon sa assembly marami dapat gawin so namamaximize namin sila na
tumulong doon sa ibang group. So yan, actually mabilis mautusan yang mga
yan. Okay? What else? So, yun yung mga style talaga nila namamaximize
namin sila.
Interviewer: Sa Generation X po?

Employees 206
Ms. B: Kung mga Generation X, kumbaga kung ano na mga nakasanayan na

nilang work, kung ano yung talagang task lang nila, more on yun lang talaga
yung ginagawa nila. Di ba? Tsaka syempre mga magkakaidad na yan, hindi mo
naman pwede ring masabihan pwede bang pakigawa nito? Kasi siyempre
nandoon na rin yung parang seniority na nila di ba? So parang hayaan mo
nalang silang to do kung ano yung talagang work nila. Pero yung mag-eexpect
ka ng
Interviewer: Mag-eeffort?
Ms. B: Yah, yes. Hindi mo na siyempre ma-(). Although, marami din naman na
employees dito na, alam mo yun, yung they go out of their way talaga na
Kunwari, uhm, especially kung Saturday. Kasi may pasok talaga kami pag
Saturday, and thats whole day. So pag may mga () half day. Lets day, mga
11 oclock palang wala na silang ginagawa, tumutulong din naman sila doon sa
iba. Pero medyo ano lang, minimal lang. What else?
Positive? Yun siguro yun yung very active sila. Sila yung mga on the go talaga.
Uhm, worklife balance of the employees in your company? Worklife (pauses)
worklife.
Interviewer: Outings po
Ms. B: Uhm outings? Sa amin, sa company? Kasi we give lang naman ano eh,
uhm, team building, tsaka minsan pag may company outing and then yung
Christmas party. So far yun lang naman. Uh we give trainings, mga ganun.
Nabanggit na ba ni Via?

Employees 207
Interviewer: Pero how about yung hindi related sa work na training? Like, time
management, family
Ms. B: Ay Oo, nagbibigay niyan. Actually si Dr. X and si Via yan. Kami ni Via
nag-aasist kay Dr. X. Siya nag-bibigay ng mga time management, yung mga
stress management tsaka yung how do you handle yung mga financial. Yung
mga hindi makakatulong sa kanila maliban sa work, makaktulong rin sa kanila
personally, especially sa mga family nila.
Interviewer: During Saturdays po usually?
Ms. B: Madalas kasi Saturday, doon kami kumpleto. Kasi Monday to Friday,
lahat ng mga technicians- yung mga field () lahat nasa field.So Saturday doon
kami kumpleto, so doon lang kami nakakapagtraining talaga. Maliban nalang pag
sobrang importante ng training, nagrerequest kami sa kanila. Kunwari nag-seset
kami ng weekdays, so kung may clients sila, dapat na-inform agad. Hindi sila
pwede kasi talagang may training.
Interviewer: May mga other events pa ba? Kunwari, uhm, mga sports fest, mga
ganoon.
Ms. B: Yun na yun, siguro yung teambuilding namin na every January tsaka
yung company outing. Maliban nalang, lets say mga service partnet nila meron
silang anniversary. Kunwari, service partner like mga Acer, IBM, Lenovo
Kunwari may event sila, so iniinvite nila yung mga technicians namin tsaka mga
field to attend. Yun nga lang, pili lang. Talagang yung mga department lang ng
technician, marketing, sales Pero lets say yung mga accounting, treasury, or
inventory hindi nakakasama yung mga yun. So, more on yung mga nag-fifield
lang, may mga clients. Sila yung may, uh, extra-curricular activities.

Employees 208
Interviewer: Question lang siguro po. Follow-up din. With regards sa current na
meron niyong worklife balance na activities, do you think sufficient na siya to
parang help yung employees? () do better?
Ms. B: Actually enough?
Interviewer: Or
Ms. B: Actually mas better nga yung madagdagan pa. So yun nga lang, kaya
kelangan nag-aano nga rin kami, nag-uusap-usap kung ano pa yung pwede namin
maitulong. Pwedeng ibigay sa mga employees. Right now, sila satisfied na pero
siyempre kelangan mo paring mag-isip ng bago eh para (). Kasi kumbaga,
yung mga nabigay na namin, yun na rin yung before pa. So parang more on
inu-update lang namin. Unlike kung mayroong bago, siyempre mas ano din yun,
mas matutuwa pa actually ang mga employees.
Interviewer: Pero mayroon po bang distinction or parang separate sessions sa age?
Ms. B: Ay wala, sabay sabay talaga lahat.
Ms. B: Okay, what else? worklife benefits? Uhm When you say benefits, hindi
ito yung binibigay ng company na benefits?
Interviewer: Opo.
Ms. B: Lets sa yung for our regular employee? Yung mga insurance? Ganun?
Additional meal allowance? Iba ba yun?

Employees 209
(Mumbles)
Ms. B: Yun na rin yun? Ay Siguro na-isa-isa ni Via.
Interviewer: Opo.
Ms. B: Kasi finalow-up niya, chineck niya rin sakin.
Interviewer: Opo.
Ms. B: Oh so, yung mga trainings for technicians din. Na pag- mali yung
training, yung mga certification. Kasi di ba yung mga IBM, yung mga ()
kailagan doon certified engineer ka talaga. You have to take their exams para
maging qualified ka as engineer ng (). Kasi siyempre kami nagrerepresent sa
mga service partners. So we give them incentives (phone rings). Pag pumasa sila
sa exam, may incentives, additional incentives. Mayroon silang additional one
thousand sa kanilang basic salary. So yun. I dont know lang kasi kung nabanggit
ni rin ni Via, dagdag ko lang. What else?
Ah okay, uh, what percentage of your employees lives are devoted to work?
Actually, karamihan talaga dito, ano, mga family person talaga. Kaya nga yung
karamihan sa mgamga tao dito talagang, alam mo yun, yung work nila, uhm,
nag-sstay sila sa oras. Especially for the sales personnel namin kasi yan pag may
mga bidding, inaabot sila dito ng twelve oclock- twelve oclock midnight. Alam
mo yun para matapos nila, hopefully manalo kami sa bidding. Kasi alam naman
nila yun. At the end of the day, yung pera naman, for their family rin naman.
Same with our sa mga technicians. Kahit yung mga accounting staff namin, kahit
walng mga overtime pay yan, talagang ginagawa- ganun sila kadedicate sa work,
kasi iniisip nila para din naman yun sa family nila. In a way, siyempre yung

Employees 210
company bumabawi rin sa ibang bagay, lets say kahit hindi talaga counted yun
as OT pay, nagbibigay naman yung company ng pera for their food or basta
nagbibigay ().
Kailangan ba exact percentage? Pwede ko bang sabihing eighty-five to ninety

percent? Mga ganun? Pwede ba yun? Counted ba yan? Or may specific kayong
answer na
Interviewer: Mmmm ewan ko lang po. Kasi usually, I think, pag yung mga
ganyang percent, better kung may available. Pero kung wala, baka hindi namin
talaga ma-ano. Kasi, I think, hindi rin siya usually mine-measure ng company
Ms. B: Actually, hindi kasi namin Ah ito, okay to
Interviewer: O nga po.
Ms. B: Oo. Wala kasi kaming ganun but mostly talaga kung whether ano yun eh,
uhm, married person or a single person yung employee. Same talaga yung
dedication nila sa work. Para doon din sa ano nga nila, uhm, yung pagkadevoted
nila sa work para sa family nila. Kasi yung mga single naman namin, karamihan
dito ksai mga single, uhm, sila yung mga breadwinner sa family. Kaya ganun sila
ka-ano sa work kasi meron dyan yung parents wala ng work, yung iba diyan
yung parents paralyzed, meron naman wala ng parents- sila yung
nagshoshoulder ng mga education ng mga kapatid so ganun talaga karamihan ng
mga employees. Kaya makikita mo sa kanila na dedicated talaga sila sa work kasi
meron silang, alam mo yun, parang- meron silang pinanghahawakan
Interviewer: Obligation

Employees 211
Ms. B: Oo, na-ano, may nag-dridrive sa kanila to work hard. Kasi nga yung
family nila.
Uhm, differences in the perceptions? Perception. Pag dating naman sa work,

okay, ganun din eh.
Interviewer: Sa benefits.
Ms. B: Ah sa benefits?
Interviewer: Opo.
Ms. B: Wala same din lang naman kasi sa amin, once naman na regular employee
ka, ay, lets say, six months ka na, automatic regular ka na right? So makukuha
mo rin yung benefits na nakukuha ng, lets say sampung taon na dito sa company.
Same benefits
Interviewer: So yun parin yung ()?
Ms. B: Ah oo, kasi actually right now naman, talagang pinaka-importante kung
kumpleto yung nakukuhang benefits ng isang empleyado, right- especially right
now na medyo may, di ba may crisis tayo right? Maraming company ang nagreretrench, mayroong recession, so whats good with us naman kasi kahit na
medyo may ganung crisis, hindi natin binawasan yung benefits na matatanggap
ng mga employees. Mine-maintain natin na yun pa rin. Unlike sa iba na- o, wla
na tayong meal allowance, wala na tayong ganun So so far, with us, ganun,
yun pa rin. Binibigay- were trying- were trying talaga na maibigay pa rin kahit
na medyo ang mga sales ehwere trying talaga. Hindi namin binabawasan.

Employees 212
Uhm, Would you say that your Generation Y employees are committed to your
organization? Ako gusto kong isipin sana di ba? Committed talaga sila kasi yun
yung nakikita ko. Although sa lahat naman ng company, mayroon ka talagang
makikita diyan na siguro mga five percent. May makikita kang employees na, ano
to, parang hindi ba siya happy or wala lang yung mga empleyado na
kailangan mo pa ring i-remind kung (), with work, kung happy pa ba kayo sa
work, happy ba kayo sa co-worker nyo, o baka sa boss niyo may problema kayo
kaya kayo nagka-ganyan or, che-check mo rin yung family nila. Baka may
problema sa family, may personal problems kaya medyo na-apektohanyungyung work niya. So-
Interviewer: Usually po, sila po ba yung Generation X or Generation Y?
Ms. B: Nag-iiba-iba din eh. Totoo lang, kasi yungpero ano ba, mostly siguro
(pauses).
Iisipin ko muna yung mga nakakausap ko ah, kung karamihan sa kanila sino ba?
Generation Y? Generationsiguro, more on, sixty percent Geenrtation Y. Kasi,
uhm, (pause).
Ang more committed. Hindi, mas committed pa rin yung mga seniors. Mmm, in
a way, () yung mga X sa mga Y. Kasi mga Y medyo ano pa yan eh, ang dami
pa nilang () pang mga options niyan sa buhay. So
Interviewer: Kahit () regular na sila?
Ms. B: Mmm-mmm, kasi syempre and mga Generation Y nandyan pa yung,

madami pang offers sa kanila. Syempre iniisip nila- lalo na kayo, iniisip niyo bata
pa ako, dami pang offer. Right now, lets say, siguro ano ka ba, uhm, assistant

Employees 213
manager, and then- and yet dito sa isang company ino-offeran ka ng o eto, ano
ka na, manager. At your age (), kahit bata ka pa, but siyempre yung
background, yung mga ganun. Siyempre iisipin mo, ay doon nalang ako kasi
manager na ako agad dito. So nandoon pa yung marami pang offer sa inyo eh.
Kaya mga Generation Y medyo madali pang maimpluwensiyahan, parang ganun.
Unlike doon sa mga older, yung mga older, and mga main concern lang naman,
pag nagresign ako, may tatanggap pa ba sa akin? Thirty years old na ako. Di ba?
Unlike sa inyo, hawak niyo kasi yung age niyo. So, in a way, siguro mga sixty
percent yung sa X mas committed kasi andun na rin yung mga married na yan
eh. So nandun na yung talagang, kailangan ko ng, uhm, stable na trabaho kasi
mayroon na akong pinapaaral, may pinapa-inom ng gatas, (). Unlike sa mga
younger, ano natin, generation, medyo single pa yang mga yan kaya wala pa
talaga silang problema about, alam mo yun, yung mga commitment and
responsibilities sa buhay. Kasi alam niyo, ah, nandiyan naman si mommy. Pag
kailangan ko ng pera, bibigyan ako ni mommy. So, kahit ito lang yung sweldo ko,
may () ng family. Okay na. Although, may iba naman diyan, depende kasi may
background talaga dito sa amin mga Generation Y na sila na yung, ano,
breadwinners sa family. So yun masasabi ko talagang committed sa work.
(pauses)
Mmm Employees that tell you that they are committed. So siguro sa akin,
unang una makikita mo yan. Talagang yung attendance, nandito sila. Perfect
attendance yung mga yan. No record of tardiness. So doon pa lang makikita mo
na talaga, driven talaga to magtrabaho. And then so far sa mga clients pag maykunwari may nagfefeedback, Maam () ganyan ganyan. So far wala kaming
naririnig na negative feedback from the clients noh. And hindi lang sa clients,
doon din sa immediate boss. So pag may time na nagkakausap- nakausap namin
yung mga immediate boss nila- yung mga managers- wala namang negative

Employees 214
comments. Yun lang mga konting paalala, siguro mga ganun lang. konting
reminders, but so far wala naman- nako kailangan, ano na yan, kung pwedeng
end of contract, end of contract nalang kasi walang naitutulong, ganun di ba? So
wala- wala naman kaming na-rereceive More on praises pa nga from their
immediate superior na hopefully, magtuloy-tuloy yung ano nila, uhm,
magandang work performance nila. So yun.
(pauses)
Mmm sa tingin ko, isama ko na din doon yung memo. Mga walang
natatanggap na memo yan. Mga memos like yung mga tardiness or medyo may
ginawa silang hindi maganda na ini-reklamo ng co-employees or ng mga clients.
So, yun, wala- wala silang memo.
Interviewer: Or siguro OT?
Ms. B: Ah
Interviewer: Nag-oovertime na walang
Ms. B: Yah, yung mga willing na kahit inaabot ng, lets say ang, especially with
our ano ah, magbabanggit na ako ng mga department. Purchasing department
namin, yan yang mga marketing group. Purchasing kasi namin hanggang- ang
pasok lang nila six p.m.- hanggang six p.m lang sila but talagang willing silang
mag-stay dito hanggang eight oclock, nine oclock para lang tulungan yung mga
sales personnel namin sa biddings. So yun talagang never ako nakarinig ng ano
ba yan, nagiistay tayo dito, wala namang overtime mga ganyan ganyanwala.
So talagang work lang talaga sila to help out our sales. Anyway, ang sales namin

Employees 215
bumabawi. Pag nagkakaroon naman ng- lets say nananalo sa biddings,

shinesahere naman nila kung ano mayroon sila.
Interviewer: () purchasing department?
Ms. B: Uhm, technicians namin, mga comp- uhm, technical services department,
eight to five sila but karamihan sa amin, nine oclock.
(pause)
What else?
Interviewer: Ay yung, mayroon po kayong mga flexitime?
Ms. B: Flexitime? Na-fleflex ay wala kami. Pero para doon sa mga sales
personnel namin- tsaka medyo bida talaga lagi mga sales tsaka field, uh mga
technicians namin since sila talaga yung nag(). Lets say, uhm, technicians
namin, di ba dapat hanggang five lang sila? Eh inaabot sila magbigay ng service
sa clients namin hanggang alas otso or alas nuebe. So minsan, lalo na pag malayo
pa yung bahay nila- nakakuwi na yan lets say eleven or twelve and then
papasok sila ng eight. Pag nalalate sila, lets say nine, nag-ooffset naman kami.
Ina-adjust nalang namin yung (), especially yung sa mga assembly
technicians namin na, lalo na pag may malaki yang project. Nakauwi sila ng
twelve oclock or three oclock in the morning. Nag-aadjust kami niyan. So
papasok sila kinabukasan, lets say, mga eleven na or twelve. Okay lang yun.
Interviewer: Parang may consideration

Employees 216
Ms. B: Yah we give consideration naman siyempre. Im sure pag hindi

nagbigay ng consideration mag-lalayasan yung mga yan (laughter), right?
So may OT pay and at the same time consideration din. Konting offsetting tayo sa
oras.
Interviewer: Sa technical lang po yung OTyung OT pay?
Ms. B: Ah nag-aaply lang yan talaga sa technical tsaka logistics namin. Uh,
what else? On turnover? Although yung mga ano ah, accounting department
namin, pag talagang may, may deadline. Alam mo naman mga accounting,
talagang busy sa payroll and yet may ni-rerequire lets say ang BIR na kailangan
gawin tong report, susubmit niyo this time. Nag-oOT sila, binabayaran din
naman. Pero yung mga regular lang na- kailangan matapos yung payroll, ano
nalng nila, prang labor of love nalnag nila yun. Tulong nalang sa company. Pero
yung mga extra talaga na may mga- may deadline kailangan gawin. So yun, we
give them OT pay. Baka sabihin ayoko nang magtrabaho sa kumpanya.
(laughter)
Interviewer: So So kunyari nag-over time ako, meron akong reason bakit ako
nag-overtime
Ms. B: Mmm- mmm. Kailangan i-indicate yun. So doon sa OT
Interviewer: Then kayo na mag-jujudge?
Ms. B: Yes. So naka-indicate yun doon sa form. Uhm, for turnover ang
turnover rate namin?

Employees 217
Interviewer: Meron po?
Ms. B: Yes.
Interviewer: To follow nalang ihahabol nalang daw niya
Ms. B: Mmm-mmm. So paanong rate? Parang one is to two na parang isa yung
nagreresign and then dalawa
Interviewer: How many pumapasok tapos umaalis over a certain period, I think.
Ms. B: Uhm, nako, kailangan niyo diyan ng exact. Irereview ko yung copy ko.
Lets say mag- aaano lang ako, magtatantsa. Siguro lets say in a year
Interviewer: In a year.
Ms. B: Pag hire kami nakahire kami ng total of twenty employees, siguro ano,
lima doon ang nag-reresign. Pero hindi yung twenty- yung twenty na pumasok.
Interviewer: Iba.
Ms. B: Oo. Yung iba kasi maydati nang empleyado, hindi kasama tong year na
to. So more or less ganun. Parang pwedeng five to anu
Interviewer: ()
Ms. B: Mga ganun.

Employees 218
Ms. B: Reason? Anong pinaka-reason? Ah mayroon ba dito yun? Wala. ()

Tolerable? Tolerable naman. (chuckles) So anyway yung ano muna, yung
pinaka-reason, siyempre, yung iba kasi nag-reresign, yung iba, lets say, sa tagal
tagal na nila dito sa company, parang kailangan na nila ng bagong
Interviewer: Environment?
Ms. B: Yeah. Lalo na yung mga ten years na. So, recently lang, last December,
may nag-ganunnag-resign ng ten years. So tutal kabisado na niya yung work,
happy na siya dito, barkada na niya lahat ng empleyado, yun nga lang kailangan
lang niya ng yun nga yung sinasabing boredom siguro
Interviewer: Change of lifestyle?
Ms. B: Yah siguro ganun nga, kasi parangkahit naman tayo wala tayong
permanent right? Wala naman yun so yun nag-resign siya because of that.
Yung iba naman, karamihan talaga, abroad. May mga offer talaga sa kanila. Sino
ba namang tatanggi diyan di ba? Opportunity yan. Kahit na ba ngayon, medyo
may konting recession. So number one talaga abroad, and then pangalawa yun
nga yung matagal nang company, di ba? And then last, yung pinakalast is
yung naghahanap sila ng mas magandang offer. Yung dito lang local ano lang
local employment. But yun nga mas () nag-ooffer sa kanila ng mas malaking
income. Yun minsan () nag-reresign.
Umm (reads and mumbles the question) turnover rate of the company.
Hmm Oo naman so far. Siyempre. Ah Ano lang kasi diyan. Siyempre
panibagong adjustment eh. So although kami, trabaho talaga ng HR, yung
continuous ka talaga di ba? May nagreresign, may papasok, andiyan ka nanaman,
tturnover mo nanaman sa kanila yung trabaho ng previous employer. Ano ka

Employees 219
nanaman mag-ttrain, mag-oorient, di ba? So um pero continuous ano rin yan,

continuous practice din yan. Hindi talaga pwede yung for life o yan na a, bawal
nangbawal nang mag-resign. O hindi na kami mag-aadjust, ay hindi na kami
Interviewer: Part na talaga siya
Ms. B: Oo, part na talaga. So I guess, kaming HR, sanay na kami doon. (Kasi)
nga, people come and go talaga. May darating, for sure may mag-reresign. Pero
with us naman kasi, siyempre pag may mag-reresign, um we give ano din,
interview I give interview din. Kasi, siyempre gusto din namin alamin kung
what is the reason talagayung main reason bakit siya aalisna nagreresign.
Same din dun sa mga panibago, talagang we give orientations talaga, tsaka
aalamin namin kung may issue siya with the company and siyempre kung anu
ineexpect ng company sa kanila.
Interviewer: Yung mga nag-rresign, more of Generation X?
Ms. B: Recently? Hmm... Mmm Oo, ay ay sorry sorry, Y, Y. Kasi ito lang a,
for this year, yun nga may offer abroad, and then yung iba naman, um may
malaking salary. Kasi call center eh so mas malaki nga yung salary. So yun.
Pinaka-main reason for this year yun. May mga magwwork abroad talaga.
Interviewer: Pinagpalit for call center?
Ms. B: Yeah, oo di ba?
Interviewer: Kahit nagtraining na siya?
Ms. B: Oo Call center

Employees 220
Interviewer: Did you ever consider hiring them back ()
Ms. B: Oo mayroon na, mayroon na actually. Yun nga lang siyempre sila,
nasanay na sila na lets say ito na income ko eh, ang laki na eh, tapos balik kami
sa IT Firm. Although, madaling maka- maka- ano tawag doon?
Interviewer: Halubilo?
Ms. B: Oo, madaling I mean kaibigan na niya lahat. Just that, ano talaga, pera
pa rin. Lalo na for those income breadwinner.
Interviewer: Nag-eemploy po ba kayo ng older people? Naghhire kayo ng
Ms. B: Depende kung gaano ka-old siguro at saka kung anung position
Interviewer: available
Ms. B: Oo kung anung position Lets say, forfor sales ah position, siyempre
mas prefer namin doon, bata. Kasi talaga ang mga kliyente namin, medyo
nagrrange yan ng 30 to 40. So dapat, alam moanu yun, may mga tactic din
naman e. Siyempre yung ipapaharap mo Yung mga older siguro, pag ang
position na mga managerial position. Yun nga lang, depende din sa Hindi
kamihindi kami naghhire ng 45 and up.
Interviewer: ()
Ms. B: Oo.

Employees 221
Interviewer: Bakit po? So old na yun?
Ms. B: HmmMmm At saka anu na, yung mga lets say, maghhire ka ng
ganung age, medyo ang asking salary na niyan, (phone rings) mataas na talaga. So
siyempre sa amin, checheck muna namin kung pasadoah pasok ba yung budget
parang ganun, kung may budget ba kami forfor specific position.
Interviewer: Curious po ako pero just wondering lang for example, um money
tsaka benefits. Mayroong po bang difference with Generation X and Y, kung
anong mas importante
Ms. B: Kung ano mas importante sa Y and X?
Interviewer: Salary tsaka benefits, parang ganun po?
Ms. B: Pareho lang actually eh. Lets say, you mean, kunyari may Generation X
kung gusto niya ng money
Interviewer: Opo, yung mix niya. Gusto ko like 90% mas malaki salary, pero
konting benefits lang. Pero kung X, or pag X ako, mas gusto ko mas malaki
yung benefits tapos salary ko kahit ok lang. Mayroon bang ganung distinction
for?
Ms. B: Uhm, wait, I think Hmm
Interviewer: Ah kasi lahat dito same ang benefits.
Ms. B: Oo, pare-pareho yan. Uhm nagkakaroon ng () yan eh.

Employees 222
Interviewer: Ah, pag iba pa
Ms. B: Oo, baka sabihin mayroong
Interviewer: Doesnt matter pala
Ms. B: Oo, pareho lang.
Interviewer: Pareho lang
Ms. B: Maliban nalang, um hindi pareho lang talaga
Interviewer: Kahit managerial or entry level, basta regulars, same yung benefits.
Ms. B: Oo, same lang yung benefits. But, siyempre pag managerial positions,
iba yungiba yung range ng salary nila
Interviewer: So sa pay
Ms. B: and then para naman doon sa rank and file, depende din. Kasi if () or
iba talaga yung performance na pinakita nila, we givenag-iincrease din yung
salary kasi yearly, sa lahat, applies to all naman. Yun nga lang, depende kung
maganda yung performance mopinakita mo forfor the whole year. ()
Every year nag-iincrease naman, so nasanasa employees na yan. Gusto niya ba
magka-increase at the end of the year? So kailangan mag-effort talaga siya. Dito
nalang kami naglalabanan Dito sa
Interviewer: sa pay.

Employees 223
Ms. B: Oo, although pare-pareho kami ng benefits
Interviewer: ()
(phone rings)
Ms. B: Although siyempre iba yungiba pa rin yung benefits ngay hindi
benefits, allowances siguro () para sa mga managers. Nako kasi siyempre
mayroon mga yun ng transpo allowance, meal allowance. () Unlike sa rank
and file, lalo na yung ibang nasa office lang, wala naman silang transpo
allowance yan kasi dito lang naman sila sa office. So mga ganung allowances
actually, binibigay na namin siya. Yun, yun ang labanan every year endkung
magkano ang naidadagdag sa mga sweldo namin. Okay? What else?
Interviewer: Yun lang. (laughs)
Ms. B: Ano pa about turnover? Financial wala naman? Hmm Actually yun,
actually nasagot ko na. Generation Y to leave Work abroad tsaka mas higher
yung salary na inooffer. How long do they stay before leaving? Actually yung
iba nagiging regular empactually karamihan ah nagiging regular employees na
eh tsaka sila nagreresign. Siguro gustohindi na sigurokasi pagdating sa
resume, yun nga maganda naman talaga sa resume mo na hindi ka lang 3 months
or 2 months ka lang within this company. Nandoon pa rin kung naka-six months
ka or one or more than a year. Siguro yung iba kaya kukuha din ng experience.
Umm interventions or methods? Okay, pumasok ulit sa akin yung mga
technicians naminmga technicians naman yung bida. Um for technicians
kasi, maliban doon sa mga benefits, sila lang yung may mga certification exams.
O, na every time na pumapasa sila, may additional silang 1,000. 1,000 increase sa
sweldo yan ay unlimited pa. Lets say, for this year ang technician kumuha ng

Employees 224
limang certification. Eh di automatic may 5,000 siya. Sobrang ganda pa ng

performance niya, at the end of the year, may increase pa siya sa salary. So ganun.
So, in a way, siyempre, kami talgang minomotivate namin especially ang
amingour technicians na yun, mag-take ng exam, and then, kasi pag
nalalaman nila yung mga ganun talagangah talaga, ang bilis talaga lumaki ang
sweldo ko. So yun ganun, so yung iba talaga, nag-ttake, kasi gusto nila talgang,
siyempre gusto talaga natin mas malaki yung salary, right? So, especially for the
technicians, yun, yun yung nagmomotivate talaga sa kanila. Yung iba naman
kasi, () so alam naman nila yung yearly increase, so hindi kami yung anu ah,
lets say contractual ka for 3 months, and then for 5 months, on your 6th month, on
your regular pay, may increase agad, wala. So, titignan namin yan at the end of
the year. Or pag () pumasok ka sa company December na right? Wag kang
eexpect na mayroon kang
Interviewer: may 13th month
Ms. B: Oo, mayroon ka na. So, chcheck na muna natin yan or one year. Ganun
pa rin, basta () pa rin siya end of the year. So anu ba, rewards? Reward Sa
amin kasi, ang reward, lets say mayroong perfect attendance, mayroon kaming
incentives, may perang binibigay, kasi for the month of kunyari, perfect
attendance itong mga tech department, bbigay kami ng pera (). Tsaka what
else Although sa sales, wala kaming perfect attendance. Ginagamit lang namin
pag may dumating
Interviewer: quota.
Ms. B: Oo. Sa quota naman sila eh pero hindi naman mcconsider as rewards yun
eh. Kasi trabaho naman ng mga sales yun. So, anu ba, siguro training lang, kasi
what with IT Firm din is every week may training kaming ibinibigay sa kanila. So

Employees 225
sila na yung magsasawa sa training kung kaya pa nila i-absorb lahat ng

knowledge aboutabouteverything about computers. What else? Hmm?
Interviewer: Kunyari yung training po, it would be different for every

department? Ganun po ba yun?
Ms. B: Hmm
Interviewer: Kasi di ba may sales tapos mayroon kayong treasury
Ms. B: Yung ah okay, yung training na binibigay ng mga service partner, ang
covered niya yung sales, purchasing, marketing, and technical. Same as ah
telemarketing pala kasama. Sila talaga yung every Saturday regular. Para naman
sa lahat ng employee, same training din pero yun namankunyari ang yung
panu iboost ang self-confidence ko, yung ganun, yung pang personal anu na
talagapersonality improvement na. Pero yung sa sales, yunyung grouping
yun
Interviewer: Every week yung dalawang class?
Ms. B: Every week. Ay hindi yung isang klase langyung sales, technicians,
marketing. Yung panglahatan lang siguro anu lang kami niyan. Siguro isang
beses tatlong buwan. Parang ganun. Depende kung talagang alam na namin kung
medyo may malakingmay malaking problemaay hindi may malaking pag
kailangan na namin silang i-update or i-remind. So yun.
Interviewer: So yun, for example, yung mga treasury, wala silang training
every Saturday?

Employees 226
Ms. B: Ay wala, wala.
Interviewer: Yung mga anu langmain business?
Ms. B: Yah.
Interviewer: Wala naman po nagrereklamo na kailangan ko pang pumasok ng

Saturday? Di ba yung mga ibang companies sa like Makati, walang pasok ng
Ms. B:
Yah, so yan. Lahat ng mga applicants, mag-aapply pa lang yan,
sinasabihan na, tinatakot ko na or nilalaga ko na na ang pasok namin ay Monday

to Saturday, kung ayaw niyo ng ganung araw, kung ang gusto nila ay Monday to
Friday, hindi kami yung company na hinahanap niyo. Bago sila pumasok dito,
bago nila i-accept yung applicationyung offer namin sa kanila, alam na nila
na Saturday at whole day itowhole day talaga. So iniimpart na namin yan,
during anu pa lang, during initial interview pa lang. Alam na nila yung pinapasok
nila dito. Bawal sila magreklamo na bakit kami pumapasok ng Saturday? Eh
yung iba
Interviewer: Eh di mag-resign ka (laughter)
Ms. B: Walang problema, magresign ka, maluwag ang pinto. (laughter) Anyway,
yun yun nga naman. Ah Alam na nila beforehand. 6 working days talaga ang
company. Hmm What else? Yah yan, may questions?
Interviewer: Ano po yung shortest time frame na nag-resign ang isang employee?
Ms. B: Shortest? Hmm Nag-resign siya Ito ba yung mga nag-resign?

Employees 227
Interviewer: One day? One month?
Ms. B: Hindi ko naabutanyung time na ako yung sa HR hindi ko naabutan,

pero before may narinig ako na parang two weeks lang siya. Two weeks kasi anu
nga ba yung reason? Two weeks dahil may offer naman sa kanya. Yung nagapply siya ditoah nung nag-apply siya dito, mayroon siyang pending
applications with other companiesjust that una tumawag ang IT Firm, so
tinanggap niya. Pero, yung pinakagusto niyang ah employer hindi pa tumatawag.
Siguro inisip niya na hindi na siya pasado, so yun. So two weeks na siya dito,
bigla siya tinawagan, okay, nag-resign
Interviewer: Wala po ba kayong contract na kailangan kunyari two years ka lang

nandito. Wala po kayong
Ms. B: Ah wala kaming ganun.
Interviewer: Kasi hindi pa regular eh

Ms. B: Ah oo kasi talagang lahat nagsstart as contractual eh so pag contractual,
walang time frame talaga, kahit one month ka lang kung may ginawa kang hindi
maganda
Interviewer: Kapag regular na, mayroon ba kayo yung parang bond? Kahit
managerial?
Ms. B: Wala, wala. Ang anu lang sa amin, kunyari, oh sige regular ka na, pero
mag-reresign ka. At least, 30 days notice. Yun lang, pero wala kaming yung
bond na...okay, okay nga yun noh? Walang bond, walang bond na anu, walang
kasamang bond.

Employees 228
Interviewer: Kaya niyo naman palitan sila agad eh.
Ms. B: Oo. Kasi ganito ha, talagang come and go, yun yung mga anu, marami
din nag-aaply.
Interviewer: Marami ba yung nag-aaply, mayroon ba kayong anu uh

headhunter or something?
Ms. B: Hmm ()
Interviewer: Puro newspaper or something?
Ms. B: Newspaper kami, at the same time, di ba lahatlahat nalang ng mga

libreng anu posting sa website.
Interviewer: Ah
Ms. B: Ano ba yung mga libre? Yung mga trabaho.com, mga Best Jobsay
hindi, Best Jobs may bayad.
Interviewer: Bakit po nag() po ba kayo () yung pumupunta pa kayo
Ms. B: more of anu kami, paper at saka, uh websites, and then fliers.
Gumagawa kami ng fliers in case mayroon kaming newsletters na binibigay sa
lahat ng mga campusesyung mga FEU, La Salle
Interviewer: Ah, nag-jjob-expos kayo

Employees 229
Ms. B: Hindi, ay inaanu nalang namin. Ah iniinsert nalang namin yung mga
fliers doon sa mismong (). Pag nababasa nalang ng mga estudyante Tsaka
mayroon din, kapag sa newsletter, di ba yung fliers namin, binibigay namin
doon sa pinaka-placement offices ng mga school and then sila yung naglalagay
doon sa anu niyosa bulletin board.
Interviewer: Bulletin board. Opo. Ah..
Ms. B: Yah. So doon nalang kami kumukuha ng mga branches.
Interviewer: So ang dami niyo nga mga ()
Ms. B: Yes. Oh tsaka, although marami na kaming ginawa, pero mas marami pa
rin yung through referral. Yung mga kamag-kamag-anak, yun, mas marami
kami diyan, yun na.
Interviewer: Okay lang po sa inyo yung parang in the same department tapos
parang magkapatid? Yung relatives
Ms. B: As much as possible iniiwasan namin yan.
Interviewer: Pero okay lang po yung
Ms. B: Okay lang yung family pero ibang department or since group of
companies kami, lets say, Advanced Solutions, siguro nabasa mo kung bakit may
Legacy Ventures doon, bakit may Maynila noh, eh kasi kasi ah
Interviewer: Ah sa kanila din yung

Employees 230
Ms. B: Yah, yup, sa anu pa rin Yap family pa rin. So Maynila Properties, events,
lets say, ako yung kapatid ko magaling sa events, pwede ko siyang i-recommend
sa Maynila Properties.
Interviewer: Question, mas natatanggap naman kapag recommended?
Ms. B: Yah, actually mas preferred namin yung ni-refer kasi alam namin na ()
ang tao, mapagkakatiwalaan or something. Tsaka yung employee kasi na yon,
out of hiya, siyempre magpperform yan eh, so tried and tested na namin yung
mga through referrals, sila talaga yung tumatagal, may magandang work
performance dito sa office, kaya mas preferred yun. Wait lang, may irerefer ba?
(laughter)
Interviewer: Kami. (laughter)
Ms. B: Ano ba kayo, graduating na?
Interviewer: One year pa po.
Ms. B: Ah okay.
Interviewer: Maam gaano na kayo katagal sa HR?
Ms. B: 3 years. Mga alaga pala kayo ni Dr. X.
Interviewer: Opo.
Ms. B: Ang aming consultant. Maam! What else? Anu pa ba? Ah

Employees 231
Interviewer: Anu pa ba?
Ms. B: Wala na rin eh, kasi baka may questions pa kayo. Mahaba-haba pa yung
recorder natin. (laughs)
Interviewer: Ah, panu po kayo napunta sa IT Firm?
Ms. B: Ah panu ako napunta. Actually, yung HR manager before, kakilala ko.
Interviewer: Through referral.
Ms. B: Na-refer din ako o di ba. Kaya yung mga boss, wala yan
Interviewer: tried and tested.
Ms. B: O nga eh, sa akin nga dinsa akin din. (laughter) sa akin din. So anyways,
yun, kaya yung mga boss, kampante akhindi na nga ako ininterview eh kahit
na kasi nirefer naman ako nung HR manager. Na right now, with the President
naman ng Legacy, kaya ngayon wala kaming HR manager. So talagang direct ako
sa General Manager, si Via at saka ako and si Dr. X, since tumutulong sa amin
kaya yan every Thursday nandito si Dr. X para mag-assist sa amin ni Via. O nga
noh, tried and tested. Ako yon. Andun din ako. What else?
Interviewer: May balak pa kayo lumipat ng other company?
Ms. B: Yan nga dahil sa hiya siguro. (laughs) Hindi, right now, sa totoo lang ah,
kasi lagi yun yung tinatanong sa akin at saka yung dati namin manager gusto

Employees 232
niya ako i-pirate, eh ang sinasabi ko talaga, number one reason ko ay kasi happy
ako rito.
Interviewer: Pirate? Saan po? Sa Legacy?
Ms. B: Hindi, ibang company.
Interviewer: Ah okay.
Ms. B: Ibang workplace talaga.
Interviewer: Better offer?
Ms. B: Hindi kasi actually mas malaki ang salary. Hindi kasi ang Legacy,
Maynila Property, Quest, IT Firm, iisa lang ang HR niyan. Kami pa rin ni Via.
Interviewer: Ah Ganun?
Ms. B: Hindi kami pwede ilipat diyan kasi kami pa rin naghahandle.
Interviewer: Overall HR.
Ms. B: Yah.
Interviewer: So magsstay kayo dito.
Ms. B: Yah.
Interviewer: Bakit po kayo happy?

Employees 233
Ms. B: Happy ako siguro kasi dahil mabait yung mga boss. Mahirap kasi
maghanap ng work na kasundo mo mga boss, at the same time, yung mga tao.
() Yun talaga ang reason ko, mababait mga tao. Sa salary, kahit na sabihin
ah (makes sounds) okay lang. (laughs) okay lang. (laughs) Kasi in a way, basta
yung ganun, iba talaga pag maganda yung alam mo yun, yung workplace,
yung ambiance, kasi yung mga boss rin yung kasundo mo. () mo yung
Interviewer: () na work
Ms. B: Oo. Yah. Basta happy ka.
Interviewer: Doon po sa yung kinakausap niyo yung mga employees, required

po ba talaga yun? () yung problem or something
Ms. B: Oo. Sa totoo lang, lalo na kung
Interviewer: Kung lumalapit sa inyo or
Ms. B: Marami sila yung lumalapit pero siyempre may mga employees na
sinasarili yung problema. So pag nanonotice namin na medyo naapektuhan
yung trabaho niya, thats the time na kami na yung Kunyari, naghhintay na
kami ni Viaay hindi lumalapit, siguro may problema. Nag-uusap na din kami,
hindi lumalapit. Kami na yung lumalapit doon sa tao. Iaapproach namin.
Conferenceconference. () na alam namin, kasi lets say for 3 years, magaling
yung attendance record niya tapos all of a sudden magiging laging late or laging
magiging pala-absent eh hindi naman ito yung nature niya, mga ganun. So,
talagang may problema. Yun nga lang, hindi nag-oopen up. Kami na yung
lumalapit, nag-aaproach para alam mo yun

Employees 234
Interviewer: Yah Um can you describe yung environment ng workplace?
Ms. B: Environment?
Interviewer: Yung culture, kung formal or hindi
Ms. B: Siguro kasi karamihan talaga, in a way, siguro kaya maganda yung
workplace dito kasi, if youve noticed, yung mga karamihan ng mga empleyado
dito, magkakasame ageI mean yung bracket ng age. Magkakalapit lang. So
mga karamihan doon mga 21 to 27. Pero alam mo yung mga ganyang age?
Magkakasundo yan kasi medyo parepareho ng mga gusto, yung mga alam mo
yun, mga ideas, di ba, mga gusto. Alam ko doon nagstart. Kasi medyo
magkakalapit yung mga edad. And at the same time, yun nga, um, parepareho
pa yung mga background ng mga yan. So uhmyun nga mga breadwinner. So
talagang alam mongkasi sa totoo lang hnhire namin yung alam namin
mayroong drive bakit nagwwork di ba? So kunyaso lets say oh single
mom to. Alam mo na agad na naku aayusin yung trabaho kasi single mom lang
siya. May mga ganun or lets say talagang bumabalik tayo sa family. Yun nga,
lets say sila yungsila na yung nagshshoulder sa () ng parents nila. ()
Interviewer: Ngayon lang ako nakarinig ng ganung klase na pag-recruit.
Ms. B: Oo, actually, ito ang factor. Kaya kasikaya doon na namin na kaya
di ba ang ratio ng turnover namin 20 na-hired, lima lang yung (). Kasi yung
iba talaga, hindi pwedeng
Interviewer: Bawal mag-resign talaga.

Employees 235
Ms. B: Hindi naman sa bawal Hindi naman bawal. Pero talaga silang ayaw
nila. Mayroon silang kailangang suportahan. So yun, yun. Parepareho din sila..
Karamihan kasi parepareho ang background. Yung mga yan nagkakaintindihan
na o () o ikaw alam mo yung asawa or ikaw maraming anak Yun, other
than that ano pa ba?
Interviewer: Do you think formal yung uh setting ng company? Or informal siya

on how do youhow do you deal with each other
Ms. B: I guess informal informal kaya talaga magkakabarkada mga yan eh.
Kasi kung formal, naku medyo strict tayo niyan di ba? Medyo strict ang policy.
Pero sa totoo lang, with us, medyo maluwag kami. Kasi kung kami, ganun din
kamiI mean ganun yung culture ng mga tao dito. Pero may part rin na dapat
Interviewer: Strict?
Ms. B: Uhm, not really strict, kaya lang medyo informal kaya in a way, they
treatthey treat one another na parang barkada, mga ganyan, na sometimes, kung
nagiging negative nun, na sometimes, kahit yung manager nagiging barkada,
kung may op, manager ako. Ito oras na para maging manager ako, ikaw, staff lang
kita. Kasi minsan naaano yan e. Parang na-overlook. Parang magkabarkada,
nakakalimutan ko na manager pala sa sobrang closeness ng mga empleyado.
Interviewer: Pag mga boss ba tinatawag niyo na sir/ maam?
Ms. B: HmmMmm May ibang dapat itawag ba?
Interviewer: Ay hindi, may iba po kasing company first name basis.

Employees 236
Ms. B: Ah Kahit mga boss
Interviewer: Opo.
Ms. B: Really?
Interviewer: ()
Ms. B: Ah okay Sila siguro naiiba doon.
Interviewer: Kahit mga heads. Joe ganyan.
Ms. B: Ah okay Siguro mga anu yanyung mga American anu companies.
Interviewer: Opo.
Ms. B: Usually ganun. Eh sa amin anu eh, Chinese-owned so medyo talaga Di

ba yung mga hierarchy nila?
Interviewer: So is there a preference for Chinese in hiring?
Ms. B: Dito? Since Sa totoo lang, mas anu din sila. Hmm Mas mataas yung
chance nila na mahire. Kasi siyempre lalo na kung nirefer nga ng mga family
friend nila, yung mga Chinese family din. Mas malaki yung chance nila na.
Interviewer: Yung bosses po ba nagvivisit ba sila?
Ms. B: Nagvivisit ng?

Employees 237
Interviewer: dito sa office? Or dito sila?
Ms. B: Nandun sila sa officeHR and Admin. Try mo, sila yung nasa
conference, dapat sa conference kayo sabi ni Via, yun nga lang gamit ng mga
boss kaya nandito tayo. Yung nakakayung nakikita mo lumalabas, yung
naka-barong na white. Yan.
Interviewer: Feeling ko nga.
Ms. B: Actually uhm, Im sure naman na kilala niyo si Don Emilio Yap, right?
Yung owner ng Manila Bulletin, CEU, () Bank
Interviewer: Pati CEU din po?
Ms. B: Yah. So yun si lolo, yun ang apo. Yung apo, siya yung in charge sa
lahat. So sa kanya itong Advance, Legacy, Maynila, Quest, sa kanila din Manila
Hotel, Manila PrinceI dont know if youre familiar with that
Interviewer: Ah opo. Manila Bulletin
Ms. B: Oo, Manila Hotel Manila Hotel in Roxas Boulevard?
Interviewer: Yah. Ang dami!
Ms. B: What else? Mayroon daw kayong survey? Mahirap? So ito, para sa lahat
ng employees? Ibibigay namin.
Interviewer: Opo.

Employees 238
Ms. B: Tapos, may deadline ba kayo kung kelan isubmit?
Interviewer: Sana po As soon as possible
Ms. B: Kailankailan ko iddistribute?
Interviewer: Nandito na po.
Ms. B: Tamang tama, Saturday tomorrow. So nandito sila. So kailangan

maidistribute na namin. Saan ba yan? Sa IT Firm lang yan? Sa Advanced
Solutions Inc.?
Interviewer: Opo.
Ms. B: Okay.
Interviewer: Mga ilang employees po?
Ms. B: For IT Firmnasa anu kami siguro 100. Kailangan niyo ba yung
complete list? Lets say kung ilang yung regular, ilan yung probing, ilan yung
contractual, ilan yung IT Firm employees?
Interviewer: It will help with yung data tsaka po sana yung ano para
masegregate namin kung ilan yung Gen X and Gen Y.
Ms. B: Ah oo yan. Kailangan yung age. Kailangan ko pang isama pa yung

birthday nila?
Interviewer: Sa sasagutan naman nila may year of birth.

Employees 239
Ms. B: Ah doon, so okay. So doon nalang kayo magbbase? Hindi na akohindi

na kami gagawa ng copy?
Interviewer: Kung mayroon po kayo, it will really help. Okay lang po for
comparison.
Ms. B: Okay. Today niyo ba kailangan yan?
Interviewer: Ay hindi po, kahit to follow nalang po.
Ms. B: Kung kailang kayo babalik?
Interviewer: (laughs) Friday?
Ms. B: So next Friday? To get the anu?
Interviewer: Pero Kung mayroon available, if within the week po makuha

namin yung nagpatranslate kasi kami ng Tagalog para yung iba po mas
madalian. Kung makuha po namin by next week, dadalhin namin dito.
Ms. B: Pero dapat parepareho nalang. Kung Tagalog, Tagalog nalang lahat.
Interviewer: Pero baka po yung iba mas prefer depende kung saan sila mas
sanay. Sabi naman po ni Dr. X, wala naman pong issue in the language naman
daw.
Ms. B: Ah okay, kasi baka mamaya siyempre mag-iisip pa yan kung bakit sayo
Tagalog, bakit sa akin English?

Employees 240
Interviewer: Ay oo.
Ms. B: Baka mamaya magkaroon pa sila ng
Interviewer: away. Or maybe we can ask nalang po. Kung nahirapan nalang
po.
Ms. B: O siguro, tulungan nalang namin sila. Lets say, this specific question
Interviewer: Ah
Ms. B: Yun nalang siguro. Kasi kung may Tagalog magkakaroon pa yan ng
anu
Ms. B: Parang ano akala mo sa akin, hindi nakakaintindi ng English?
Interviewer: Pero well send nalang po yung translation sa inyo, just in case.
Para nag-eexplain ka.
Ms. B: Oo. Sige, ganun nalang.
Interviewer: Okay.
Ms. B: Okay? Yun lang?
Interviewer: Thank you po. Thank you.

Employees 241
Appendix H
Transcribed Interview Responses (Generation X and Y Respondents)
Interview with Mr. A, (Inventory Assistant), Accounting Department

(July 4, 2009, 11:00am)
Interviewer: Ilang taon na po kayo? Kahit yung year lang po (laughs)
Mr. A: Ako, Ah35, 35
Interviewer: This year po? 35?
(mumbles, nods)
Interviewer: Ah, Ilang years na kayo sa company?
Mr. A: Ako? 10
Interviewer: 10 years na po ? Ano pong position?
Mr. A: Inventory lang.
Interviewer: Ah, Inventory . Yung nag-simula po kayo, anung pong pinasukan

nyo?
Mr. A: Dito?
Interviewer: Opo

Employees 242
Mr. A: Uh, Delivery.
Interviewer: Ah, Delivery. Umm, doon sa 10 years na yon, isang () isang

change...
Mr. A: Change of (), parang ganun
Interviewer: Or ()
Mr. A: One month pa ko nag collect
Interviewer : Pero ()
Mr. A: One month lang.. ()
Interviewer: Uh, ah, sa work place balance po, di ba yung company po nag ooffer siya ng mga outings, mga events, mga trainings. Uh, tingin mo, okay na
yon o kulang pa?
Mr. A: Sa akin?
Interviewer: Sa inyo po personally
Mr. A: Sa akin, sa ano eh, sa training kasi, di pa nila ako napapag-training.
Interviewer: Ah..
Mr. A: ()

Employees 243
Interviewer: Pero sa mga Christmas outings po?, okay naman po ?
Mr. A: Yearly naman, nangyayari naman
Interviewer: Sa tingin nyo, kulang pa yun?, O mayroon kayong gusto ipadagdag

ganun?. () gusto niyong magkaroon ng ganung klaseng training for () bagay,
or gusto niyo may outings pa? or may kulang pa ba ?
Mr. A: Wala na
Interviewer: Wala na po, okay. Uh, di ba po, may previous job na po ba kayo
before itong company?
Mr. A: Matagal na, matagal na. Nage-extra lang habang nakatambay, ganun.
Interviewer: Ah.. So ito parang yung first, permament job?
Mr. A: Na Full, na matagal ? Oo.
Interviewer: So yung mga previous po, mga temporary ()
Mr. A: (), nasa bahay lang, dito lang nag apply. Ngayon nandito pa.
Interviewer: Bakit po naisip dito mag-apply?
Mr. A: Kasi yung kaibigan ko samin (), may bakante () parang nakakasawa
nang tumambay, () iba iba naman. Sabi niya, try ko pumasok dito. Tanggap
naman. ()

Employees 244
Interviewer: Lagi po ba kayong may OT?
Mr. A: Over time?
Interviewer: Opo.
Mr. A: Bihira lang sa akin. Sa department namin, pag may transaction lang na
madami. Halimbawa, may delivery na malaki yung audit niya, mga hundred
thousand, mag-rerecieve, mag-() ng (), siyempre mag () ng item.
Kailangan i-cocomply mo. Bihira naman yung mga ganyan ().
Interviewer: Next, nag-start po ba kayo dito, nahirapan po ba kayo mag-adjust?
Mr. A: Hindi naman, kasi, dito naman kasi pag napasok ka rito sa amin, para ka
lang kapatid ganun. Siguro kaya tumagal narin ako.. Turing na namin sa isatisa
Interviewer: Dahil po sa mga tao
Mr. A: Oo, tulungan sa isat-isa eh. Pag bago ka naman, di naman di naman
kami suplado sa Friendly naman kami sa kanila.
Interviewer: Masaya po ba kayo sa trabaho niyo ngayon.?
Mr. A: Oo, kasi andito pa ako. (Laughter) () pag di ka na masaya sa

ginagawa mo()

Employees 245
Interviewer: Di ba po um, Monday to Saturday po kayo? Ah, sa tingin niyo po

ba balanced naman po yung life niyo sa work, yung social life niyo? O may time
kayo sa ibat ibang bagay?
Mr. A: Kasi yung nag-asawa ako, di na ako binawasan ko na yung social life
ko.
Interviewer: Hindi, Pero may oras kayo para sa pamilya, aside from work?
Mr. A: Mayroon naman, () Sunday lang. Kaya lang mas maganda sana kung
half day ka nang Saturday () management.
Interviewer: Umm, may OT pay naman kayo? Pag nag OT? Pag nag over time
po, may Overtime pay naman?
Mr. A: Oo, mayroon.
Interviewer: Umm, Yun nga po, di ba nasabi mo kanina hindi pa kayo na

ttraining. May gusto niyo bang maganung klaseng training yung gusto ninyo?
()
Mr. A: Siguro yung mga product () ganun. Ako, Like me, di naman ako
computer literate talaga na kailangan talaga nang ganitong course na () mga
time management.
Interviewer: Opo, mga ganun. Uhh, tingin niyo po, Uhh, committed kayo, Or
loyal kayo sa company?
Mr. A: Oo naman

Employees 246
Interviewer: Bakit po? Bat sa tingin niyo na
Mr. A: () tsaka ano eh,(), nagiging loyal ako. Loyal ako sa kanila.
Interviewer: So, wala kayong problema sa environment, sa mga tao, sa work, sa

management, happy kayo sa lahat?
Mr. A: Wala naman, lagi may (). Dapat matagal na kayo dito, yung mga
kasama mo dito mabibigyan ka din ng (). Di kayo nagkakalayo. May 9, 8. ()
noh. () kunwari mainit ang ulo, sasabayan mo, ganun lang. Mamaya lilipas na
rin, di naman () nag-sisigawan, hiritan lang. (Laughs) Mag a-adjust ka nalang.
Interviewer: Pero sa salary po, happy po kayo?
Mr. A: Ngayon, kung ngayon hindi na. (laughs)
Interviewer: Tingin niyo kulang po? O Masyadong maliit?
Mr. A: ()
Interviewer: So after 5 years or 10 years, tingin mo nandito pa kayo sa IT Firm?
Mr. A: Parang wala na. (laughs)
Interviwer: Bakit po?
Mr. A: Eh hindi, siyempre yun nagka-pamilya na ako, siyempre ito na yung

iniisip ko, hindi na yung sarili ko () may anak nako, () yun bang ().

Employees 247
Kung may dadating malaki para mabigay ko yung pangangailangan nila ().
Yun lang ganun, ngayon wala pang opportunity dumarating. Hirap kasi ng ()
ikakasurvive ko lang (). Kung may magandang opportuniting darating, ()
kung dadagdagan nila yung, mapapadami yung ().
Interviewer: So, overall po, masaya naman po kayo except dun sa salary lang po?
Mr. A: Oo naman, okay naman yung salary eh, kaya lang
Interviewer: kung may mas okay ng konti parang ganun?
Mr. A: Yung ganun... dagdag ()
Interviewer: Nakakatulong
Mr. A: () lalo akong mapoporsige ()
Interviewer: Umm, so may gusto po ba kayong sabihin pa or ano? yun lang?

Okay. For example po, uhm, mapo-promote po kayo, mag-ststay kayo?
Mr. A: Ako? Depende kasi , kapropromote ko lang pero wala namang increase.
Mahirap eh. () naman kasi, pinangakuan ka ng ganon, eh di dapat bigyan kami.
Ganun.
Interviewer: Pero, naghahanap ba po kayo ngayon ng other opportunities or

hindi ?
Mr. A: Sa ngayon, dito sa () hindi eh. ()

Employees 248
Interviewer: Pero naghahanap po kayo? Nag-ststart
Mr. A: ()
Interviewer: Salamat po, Thank you!
Mr. A: Salamat, thank you!

Employees 249
Interview with Ms. B, Inventory and Purchasing Manager, Accounting

Department
(July 4, 2009, 11:00am)
Interviewer: Ilang taon na po kayo?
Ms. B: Thirty eight (38).
Interviewer: Thirty eight this year, ilang taon na po kayo dito sa company?
Ms. B: Ten years this coming November.
Interviewer: Tagal na po, ano po ang position ninyo?
Ms. B: Ah, actually, I handle two departments. Im the one handling purchasing
and inventory. More on operations.
Interviewer: When you started dito sa company, ito na agad ang position niyo or..
Ms. B: No, I was the inventory assistant. Kasi yung last previous job ko, its more
of the technical. I was the head naman nun ng technical department. So nagresign
ako doon, nagdecide ako magresign. And dito ako lumipat. Hindi naman agad
agad naging manager. I started from the very very pinakamababa. Then after six
months, napromote ako bilang isang purchasing manager. Tapos yun na. tapos
after nun, kasi nag-evolve yung company namin e. So I handle almost ten years
diba. So doon na kami sa mga leader talaga. So naikot ko yun buong operations.
Yun nga purchasing tapos pinahandle sa akin yung technical. Buong operations
nahandle ko nun so medjo lumaki kami kaya dalawa nalang yung pinahandle sa
akin.

Employees 250
Interviewer: Ah, doon sa previous job niyo, how long did you stay?
Ms. B: Ahh, four years.
Interviewer: Bakit niyo po nadecide lumipat?
Ms. B: Ahh, relationship with the boss and with the co-workers. Di kami
magkasundo.
Interviewer: Why IT Firm?
Ms. B: Why IT Firm, why nga ba. Ten years. That time kasi they are competitive
in the market. So I want to be involved in the company that I know we will be
stable after five years. Yun yung naging reason. Kasi medo mahirap humanap
ng work nung time na yun eh.
Interviewer: Yung company po, nag-ooffer siya ng trainings, outings, do you

think okay na yun or kulang pa?
Ms. B: Para sa akin? Ive been here for the past ten years. Hindi ito plastic or
what noh. I love the company where I work in. that is the main reason why I stay
here for a long time. There is no perfect company. Yun yung tingin ko. Kahit
saan ka lumipat. There is always a problem within the company. It depends on
you. Kung paano mo idedefend ang sarili mo. Tsaka kung paano mo ieevolve as
a person. Im happy with what I am right now and Im satisfied. And siguro kasi
simple lang naman ang gusto ko. Thats why Im here. Yun na.
Interviewer: So okay na po yung mga events. Enough na po?

Employees 251
Ms. B: Ahh, wala ka namang enough eh. I dont think there is an enough word
right? You always want change to happen in your life and you want to be
maganda, magaling or what eh. So walang enough eh. Kahit saan namang
company hindi ka naman masasatisfy dun eh. Di ba? So it depends on the people
and the person characteristics tsaka paano niya i-evolve yung buhay niya. Kung
gaano kasimple o ambisyoso o what noh. Kung ano yung kakayahan. So wala
akong kahit saang company. Pinakamalaking company. Youll never be satisfied.
So it depends on yourself kung ano man ang goal mo or ano ba yung word sayo
na satisfaction
Interviewer: Personally po, ano po ang gusto niyo idagdag?
Ms. B: Idagdag pa, 5 years from now, 10 years from now, its more on the family
side. I want a more ah siguro ah benefits na yung na hindi lang ikaw yung
mayroon. Kasi so far we are secured naman. We are ensured and everything. I
want it to be extended to my family. More than what I have para... I want the
company to provide more ah. Mas magandang benepisyo para sa pamilya mo para
not only for yourself but extended to your family. Mga ganung klase.
Interviewer: Ah, do you think your work tsaka yung personal life mo is
balanced or more of work work lang?
Ms. B: It should be both eh. Work and family para maging masaya diba. Sa akin
nababalanse ko naman. Kasi hindi naman ano. Basta. Iba kasi sa akin noh. My
familys in the province so I go every week so its Saturday so I make sure na by
Saturday 3 oclock uhh na ako ng Manila so Monday babalik ako. Mondays to
Saturdays all work. Work work work work kasi I dont have my family naman

Employees 252
here/ so after that Sunday, or minsan Saturday I make sure na nasa kanila ako. So
yun ang balance ng ano.
Interviewer: So yung paguwi niyo ng every Saturday, for you lang po. Special
agreement?
Ms. B. Minsan halfway, minsan I dont work on Saturdays.
Interviewer: Paano yung ganun. I mean. Kailangan ba ipaapprove or?
Ms. B: I can maximize my time. Hindi naman sila mahigpit sa akin.
Interviewer: From Monday to Friday, nagoovertime po ba kayo?
Ms. B: Yes, I stay in more than eight hours. Wala naman ako problema doon.
Interviewer: Uhh, usually up to what time po?
Ms. B: Pinaka-worst? One oclock.
Interviewer: Ano oras po ba kayo pumapasok the next day?
Ms. B: Uhh, depende rin. Kung wala naman gumigising sa akin, ten oclock.
Kung hindi mga nine or depende eight. Siguro sobrang bait ko na kung eight
oclock nandito na ako. Kung may gusto ako check-in. Depende. Kung wala
gumigising sakin, minsan ten. Ang pinaka ano ko talaga, nine fifteen nandito na
ako. Kung sa akin wala eh manager naming tingin sa akin. On a monthly basis
ang pay. So nakafix lang siya. So kung pumasok ako ng late sa monday, same
lang.

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Interviewer: Uhh, do you know yun di ba inextend yung benefit that you can
go home on Saturday for your family. Do you know of any employee.
Ms. B: We have naman the right. All the managers.
Interviewer: Pero yung mga lower?
Ms. B: Thats the difference lang. Siyempre youyou parang you earn that ano
na di ba?
Interviewer: You said na okay ang mga people here, and the management?
Ms. B: Okay. Wait ah. The word okay. I wouldnt say okay. Sabi ko nga kanina.
Wala naman okay, right? Wala namang perfect. Wala namang. Wala namang one
hundred percent perfect. Lahat naman ng company may kanya kayang siraan yun
eh, right? Lahat na gusto ng management na maganda yung sistema na yun pero
tingin ng mga tao hindi parin maganda. So depende yun sa ano eh. Sa satisfaction
ng tao na nakakaano nun diba. Depende sa libel ng living din nila eh. So ano.
Nasa tao yun eh. Really depends on the person. Sa akin. Basta simple lang ano. I
know walang perfect sa company kahit saan ako pumunta hindi ko makikita yung
sinasabi nilang perfect company. Walang ganun.
Interviewer: Pero happy kayo dito?
Ms. B: Yes.
Interviewer: So how will you describe the people here?

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Ms. B: Ahh. The people here. Siyempre its natural pag sobrang hectic yung
schedule kahit ako sumisigaw kapag ano yun mga ganun. Pero hindi naman ano
eh. Siguro kita ko lang sa amin, if ever if may problema. Wala masyadong wala
yung worry na anu ba sa English yun, nagtatanim kaya siguro kami nagstay ng
matagal. And because of the management na rin, kung nagkamali ka ngayon,
bukas hindi na. Parang ganun. Walang ano. Walang ano na sinasabi na kung
magkamali ka ngayon everyday lagi babanggitin ang pagkakamali mo. So hindi
ganun. Mayroon pa.
Interviewer: How about the environment po?
Ms. B: Ahh. Ten years ago o ngayon, ten years ago, hindi ganito ang Advance.
() Isang ganito lang kami. Yun lang office namin. Okay. Hindi siya ganun. So
much better na ngayon. We only occupied two doors. Yan. Yun lang kami.
Yung unang una na eh is one door lang eh. Sa dulong dulo pa nito. Okay. Ang
sikip sikip ng daan namin. Ito lang. Itong room na ito, lahat nun nandyan na.
Inventory, purchasing, tapos stockroom. So ganun lang kami ten years ago.
Maliit lang pero ngayon lumaki na kami.
Interviewer: So are you happy with the salary?
Ms. B: Umm, okay naman. Okay naman. Sa akin okay lang eh pero sa iba, pero
sakin ok lang. kailangan ko ba ilagay ang numbers
Interviewer: Hindi naman po. From mga five to ten years from now. Nakikita
nyo pa ba ang sarili niyo with IT Firm?
Ms. B: Very nice question. Kasi Im thirty eight na. I was married thirty three. So
four years na. Kung dalaga ako katulad ninyo. Parang wala lang eh. Its okay to

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work pero five years from now, siguro may sarili na akong negosyo. Yun ang
pangarap ko. Siguro ayaw ko na dito sa Manila magwork. Ahh. Gusto ko doon na
sa amin and to have a one business na very very stable. I cannot really say
goodbye to IT Firm kasi yung business namin hindi pa siya ganun ka-stabilized.
Kaya hindi ko pa siya pwedeng... Kasi this is one of my... Five years from now.
Sana. Thats my dreamto be with my family everyday. So yun talaga ang gusto
ko and I know I can do it noh pero yun nga lang hintay hintay lang. Hindi mo
naman siya agad-agad maano eh. Ma-attain di ba. Kasi two years ago ko pa lang
naman siya so mahirap ng business ngayon.
Interviewer: If ever po, may ibang company sayo nagoffer sayo ng better
benefits
Ms. B: Marami, actually marami. Ive been here for the past ten years in the
market and kung bago ano noh, lahat ng mga reseller and distributors kalaban
namin sa market. Alam na nila, kilala na nila ang pangalan ko. So sometimes yes.
Pero hindi yun eh. Its because of siguro dahil sa gusto ko na yung boss ko.
Kilala ko na sila ng matagal na. Marami na akong mga obstacles na-eencounter.
Naiintindihan nila ako. Siguro kung lilipat ka sa isang kumpanya. May sweldo na
one month. Basta tingin ko ganun. Pero hahanapan ka nila kung gaano ka
kagaling eh dito napatunayan ko na kung ano mayron ako so why transfer. If ever
I will transfer siguro abroad na yun or yun nga may sarili na akong business. So
kung wala ako nun, I will stay at IT Firm.
Interviewer: Working abroad as in abroad?
Ms. B: Yeah abroad as in earning three times the salary. Mga ganun. Pero kung
lilipat ka sa ibang company with the same situation, same market kasi tingin ko
ganun din eh. Ganun din. Yun lang din. Kasi Ive been ilang years bago ako

Employees 256
nandito nakapaglimang company na rin ako eh. I worked before in the bank.
Mahirap yung ano dun promotion. Kaya nagdecide ako mag-IT, kasi yun sinabi
ko na kahit computer engineering graduate ako baka ako magaling sa
programming so mahirap yung ah promotion kaya ako nagano. Operation. I feel
na related siya sa course ko, computer diba., parehas pa rin naman pero iniba ko
nalang kasi mahirap ba yung promotion doon. Sa part ko ah, ewan ko lang sa iba.
Interviewer: So yung paglipat niyo po dito. Did you have a hard time adjusting?
Ms. B: Ah hindi naman, okay naman, matapang naman ako.

Employees 257
Interview with Mr. C, Product Specialist, Marketing Department

(July 4, 2009, 11:00am)
Interviewer: Ah to start off po, ah if you dont mind
Mr. C: I mind. (laughs) hindi okay lang. Im 32.
Interviewer: 32. Uhm This year po 32?
Mr. C: Yeah.
Interviewer: Uhm.. How many years na po kayo with the company?
Mr. C: With this company more than 2 years with them.
Interviewer: 2 years.
Mr. C: More than 2 years.
Interviewer: More than 2 years. Pang ilang job na po to?
Mr. C: Actually I dont know. (laughs)
Interviewer: So marami na?
Mr. C: Marami na.

Employees 258
Interviewer: And then regarding the work-life balance sa company, yung

inooffer nilang events, outings, um, for you, tingin niyo, okay na po ba yun? Or
kulang pa?
Mr. C: Of course, um, sufficient na.
Interviewer: Sufficient na? okay.
Mr. C: Sufficient na siya, kasi um, at least you have an outlet to um para
makapagpahinga, to power yourselves to power your body. ()
Interviewer: Even if kahit until Saturday yung work ninyo?
Mr. C: Ah that I need kasi, I really want na pumasok kami ng Saturday. Kasi I
have to do my reports, I have to do my training sa Saturday and I expect them na
on Saturdays, nandiyan rin sila.
Interviewer: Uhm Every Saturday po ba kayo nag-aanonag-ttraining?
Mr. C: Yah. We do our trainings every Saturday because most of us are on the
field kapag Monday to Friday. And most of our government agencies Monday to
Friday lang ang work. So we have the whole Saturday to working on our reports.
So advantage para sa amin yun. Um we look into it na advantage for Advanced
Solutions yun kasi we have our own time to do the reports.
Interviewer: So do you think na yung work niyo and uh your social life,
balanced siya? As of now.

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Mr. C: Speaking for myself (laughs) uh oo naman. Siguro up to the person naman
kung paano niya ihhandle yung personal life niya. If you know kung if the end of
the day, sino pa rin ba yung nagbbenefit? Sila pa rin naman. So, uhm its uh
unknown marriage naman kung papanokung papano mo mababalance between
your ownyour own personal life and your professional life.
Interviewer: Sir, ano po position niyo now?
Mr. C: Slash slash, marami naman, actually Im with the Marketing group and
currently taking care of the marketing so I dont see myself on a marketing
manager pero uhm basically yun lang naman yung ginagawa ko. I handle the
marketing group right now pero no distinct designation yet but I handle product
also, I do product training, I do demos, I do slash slash.
Interviewer: So are you happy sa slash slash?
Mr. C: Yah. Oo, kasi mas nagiging diverse yung work ko, mas nagiging uhm
how do we call this mas nagiging flexible.
Interviewer: Sir nung nagstart kayo dito, yun na po yung?
Mr. C: No. I started here as an engineer. (laughs)
Interviewer: Ang layo, sir! (laughs)
Mr. C: Yah. Sobra. I started here as a service engineer then I transferred to uhm
pre-sales which handles biddings. Uhm kung just to give you a background of
pre-sales, kasi once na may government bid, kami yung pumupunta para to check
kung anong specs, kung tama ba siya. So, siya rin yung nag-uh study kapag

Employees 260
ganitong product, okay ba to which um is this product applicable to the

specifications of the customer, so after that, uhm I became store manager doon
sa () outlet namin. And after that, naging uh product specialist ako for our own
brand and after that, yun naging ito.
Interviewer: Sir, lahat yun within more than 2 years? (laughs) ang dami.
Mr. C: Yup, yun.
Interviewer: Sir, bakit niyo naisip na maglipat lipat ng?
Mr. C: Actually, hindi naman ako yung nag the management really opted to
and theyll push you na talagang na take this responsibility because they I dont
know kung ano nakita nila sa akin pero (laughs) pero ayun siguro um I think they
made the right choice Im happy.
Interviewer: So sir, happy kayo ngayon sa marketing?
Mr. C: Yes!
Interviewer: Happier than the other
Mr. C: Um hindi, siyempre naman theyre all the same naman.
Mr. C: Kasi of the experiences that I had with them.
Interviewer: So sir um, masasabi niyo bang committed kayo sa company?

Employees 261
Mr. C: Oo naman. () When I siguro this company gives me the opportunity

to grow talaga and to see what you can do. () (laughs) kaya (laughs)
Interviewer: (laughs) sorry (laughs) Are you happy sa environment dito, sa

people?
Mr. C: People
Interviewer: Sa salary
Mr. C: Salary Okay naman. Okay naman. Um hmm kasi most of the how
do you put this in a term kasi um hindi naman sa pagmamalaki or I didnt
really expect the achievement in this amount of time in this um in this company.
So, for me, salary is not really an issue with me. What Im after is what I could
deliver for the company and what the company expects from me. So um salary is
not a (). So pero mas happy ako sa work ko ngayon. Mas ().
Interviewer: How about sa people po?
Mr. C: People what could I ask for? Great people to work with. Very
responsible.
Interviewer: Yung management din po, okay ba?
Mr. C: Of course.
Interviewer: Pero ano po yung reason kung bakit umalis kayo sa previous jobs?

Employees 262
Mr. C: Okay (laughs) Yung recent nalang. Um I had my own business so I

owned my own small business lang. Unfortunately, hindi siya nag-prosper so I
transferred here. Before that, I was working for a bank. And um unfortunately,
balita ko nalang ngayon isang bangko nalang siya so nadissolve na yung bank.
The reason that I left that bank is to put up my business. And the reason that I
went here is kasi business was bad.
Interviewer: So why this company of all the companies in the
Mr. C: Actually sila lang yung tumanggap sa akin (laughs).
Interviewer: Ah. (laughs)
Mr. C: Basically thats it. Um fortunate for me kasi yun nga theyve given me
the opportunity. Nung panahon na naghahanap ako, I really didnt have the time
to um to choose a company. This isthis is what I remembered, nung ininterview
ako ng boss namin, he ask me bakit daw IT Firm, sabi ko, Sir honestly, nabasa
ko lang yung ads mo sa internet ay sa Manila Bulletin. Sabi niya, Ah okay. So
you dont know anything about the company? Wala talaga. So yun basically
that. After a day or two, she called me tapos for yun na.
Interviewer: So mga after 5 or 10 years, do you see yourself working with the
company?
Mr. C: Siguro if hindi magbabago yung environmentkapag challenging pa rin

siya. Why not?
Interviewer: So if ever after 5 years nasa Marketing ka pa rin? Same position?

Aalis ka ng company or?

Employees 263
Mr. C: Siguro pag tumaas pa position ko papagalitan na ako ng mga boss ko.
(laughs) Hindi kasi um marketing ano na ehkung baga the next step is ano na.
Wala nang iba kung di
Interviewer: So overall are you happy with IT Firm?
Mr. C: Yes.
Interviewer: Mayroon pa po kayo um additional na parang gusto na benefits or

for work-life balance?
Mr. C: Hmm right now, hindi ako pwede mag-expect eh. Right now, Im
happy with what Im getting. Right now, Im happy with all the benefits that Im
having right now. Siguro I cannot answer a straightforward II cannot answer
that question na masyado namang nakakahiya sa akin na I mind.
Interviewer: Okay, um Sir, may gusto pa kayo idagdag or something?
Mr. C: Wala. (laughs) Okay lang. Um Sana pag dumating kayo samay
work na din kayo, maging dedicated lang kayo, tsaka magkaroon lang kayo ng
patience. Sana yung story ko, magamit niyo siya. (laughs) Kahit ako nagugulat
din ako. (laughs) Okay.
Interviewer: Okay, thanks you! Thank you sir!

Employees 264
Interview with Ms. D, Inventory Assistant, Accounting Depatment

(June 19, 2009, 10:00am)
Interviewer: Kailan po kayo pinanganak?
Ms. D: February 08, 1970.
Interviewer: Ilang taon na po kayo dito?
Ms. D: Bale... ah dito sa ano... bale ano na ako, four and a half years. Ay... four
years, sorry, four years.
Interviewer: Sa inventory department po?
Ms. D: Sa inventory hindi, nung una sa technical department ako.
Interviewer: Technical?
Ms. D: Technical ako nung una nung kapapasok ko then after that after a year
and a half nalipat ako ng inventory.
Interviewer: So ano pong position niyo ngayon?
Ms. D: Bale inventory staff one ako.
Interviewer: Uh yun po. Sa.. yung company po di ba nagbibigay po siya ng

uh outings, events, trainings po. Happy na po kayo doon? Or kulang pa?
Ms. D: Hindi, okay naman. Kapagka-ano wala namang problema sa mga ganyan.

Employees 265
Interviewer: Uh lagi po ba kayo nag-oOT?
Ms. D: Hinactually ano siya eh, uhm occasional.
Interviewer: Ocassional?
Ms. D: Oo. Pagka-maraming benta siyempre lalo ngayon sa inventory kami.

Di ba kami may hawak ng stock. So may mga projects kami. Yun nagcheck sa
mga delivered. Basta sa delivered na mga parts, ng mga () yun. May time
talaga na nag-oOt kami, pero pag mga ordinary ano hindi naman. Usually ano
lang siya eh
Interviewer: Pero merong overtime pay pag nag-oOT?
Ms. D: Ah oo, mayroon yun.
Interviewer: Uhm, do you think po yung work niyo anag yung social life niyo
balance po?
Ms. D: Okay lang.
Interviewer: Okay lang po kahit diba Saturday may pasok po kayo?
Ms. D: Mm-mm.
Interviewer: Nine to six po ba?

Employees 266
Ms. D: Hindi, eight toactually ako kasi eight o five. Yung ibang kasama ko
nine to six.
Ms. D: Pero sa amin, sa department namin, ako lang ang eight to five.
Interviewer: Lagi po kayong may training pag Saturday or?
Ms. D: Ay hindi, kadalasan kasi sa amin ang madalas na nagtra-training kasi sa

amin ano eh, sales tsaka sa ano eh- sa technical oo.
Interviewer: Uh happy po ba kayo na Saturday may pasok kayo?
Ms. D: Hindi (laughs) siyempre hindi.
Interviewer: Pero happy po ba kayo sa trabaho niyo?
Ms. D: Oo.. oo.
Interviewer: From technical to inventory?
Ms. D: Okay lang.
Interviewer: Bakit po kayo nalipat?
Ms. D: Kasi nung una sa technical ako, then after sa technical nagkaroon kasi
ng anobale nagka-anohan ng nawalan ng nagkareshuffle. Dito naman kasi
uso talaga yun eh.

Employees 267
Interviewer: Considered po bang promotion po yung ganon? Or
Ms. D: Actually hindi naman din siya yung high promotion, hindi mo naman
masasabing demotion pero kasi parang pwede mo ring sabihing promotion kasi,
kumbaga sa ano ng work mo, medyo nalessen kasi sa technical, sa technical
talaga masasabi nila lagpas tao yung trabaho eh tsaka yung OT kasi sa technical
may time na talagang ilang buwan dire-diretso yung OT namin talagang grabe
yung tipong uuwi ka lang sa bahay para kumuha ng damit mo, palit ka lang ng
damit... oo, totoo yun.
Interviewer: Pero happy po ba kayo nun? Nung time na yun?
Ms. D: Mm-mm. Actually kahit saan naman ano okay lang eh. Kasi kahit papano
wala namang problema sa mga kasi siyempre and ano mo naman sa department
hindi lang naman yung work mo eh, pati mga kasama mo diba?
Interviewer: So happy po kayo sa environment? Sa mga tao? Sa culture?
Ms. D: Oo. Actually, okay lang sa akin kahit saan. Kumbaga okay naman mga
ano dito eh, mga kasama mo.
Interviewer: Happy po ba kayo sa salary?
Ms. D: Okay lang.
Interviewer: Okay naman po?

Employees 268
Ms. D: Hindi nga lang siya ganun ka-ano- hindi lang nga siya ganun kalaki, okay
lang.
Interviewer: Would you say po na kulang yung salary niyo?
Ms. D: At least at least kasi kahit papano sa hirap, hindi mo rin ma-ano, sa
hirap rin ng buhay ngayon. Buti nga kahit papano sa hikumbaga kahit papano
itong company nakakasurvive pa rin () sa mga crisis natin hindi bas a ano sa
Philippines. Hindi ba sa totoo lang ang dami daming nagsara na companya?
Interviewer: Opo.
Ms. D: At least kami kahit papano surviving.
Interviewer: Kapag may chance po kayo, papa-suggest ng training or activity,

ano po susugest niyo?
Ms. D: Training or activity
Interviewer: Para po sa department ninyo.
Ms. D: Kasi sa amin wala naman masyadong ano ehwere more on stocks lang,
kumbaga ano lang naman naming stocks lang talaga kami eh.
Interviewer: Monday to Saturday niyo yun pa rin?
Ms. D: Mm-mm. Talagang yun lang naman hindi naman kasi kami sa ibang
department. Yun talagang kailangan di ba katulad sa salesang ano doon
yung sa products diba? Kung ano yung mga products na available ngayon,

Employees 269
yung mga phase out na. Kasi sa amin, kumbaga ang concern lang naman namin
yung safekeeping nung parts, nung units at the same time siyempre kailangan
dadating rin on time yung mga inorder ng mga cliente para hindi rin naman
masira sa mga kliente namin.
Interviewer: Pero sabi niyo po kanina na yung previous, may previous job po
kayo.
Ms. D: Mm-mm.
Interviewer: Gaano katagal po kayo doon?
Ms. D: Yung dati ko? Yung before itong dito sa IT Firm?
Interviewer: Opo.
Ms. D: Ano hindi, kasi before nung pagkagraduate ko, nagwork ako ng call
center pero actually hindi pa siya call center dati eh. Yung sa pa- yung easy call,
kasi diba auto call center yun diba? Yung pager palang nun. Wala pang
cellphone nun eh. Pager. Yung pagkagraduate ko habang nag-rereview ako ng
board exam noon, nag-ano ako doon. Pero sandali lang yun talagang pinalipas ko
lang talaga yung board exam. Yung tipong hanggang yung parang maiba
lang yung ano ko- yung anon g utak ko. Para lang hindi ako ma-(). Sa totoo
lang malayo doon ano ko eh- BSN ako Nursing, oo nursing.
Interviewer: Layo ah.
Ms. D: Tapos nung pagka-graduate ko, nagreview ako for board exam. After
nung review ko, siyempre pa- syempre diba pagka-review mo hindi ka naman

Employees 270
agad mag-boboard eh. Habang naghihintay ako sa board exam, nagtrabaho asko
sa easy call. Ti-nry langactually wala ngang plano yun eh. Nagsubok lang
kaming mag-apply, eh biglang tinwagan. Siyempre nagtrabaho saying din
hanggang sa mag-exam ako. Nag-exam ako tapos nagtatrabaho ako sa easy call
nag-eexam ako, board exam. Tapos, nung after narelease yung board, nakapasa
ako nun, nagresign ako, pumasok ako ng hospital. Yung, nung pumasok ako ng
hospital, bale nagstop lang ako dunsandali lang, mga one year lang ata
nagstop ako dun kasi ay nagasawa na ako. Kasi
Interviewer: Demanding ata yung time
Ms. D: Huh hindi, ang mahirap kasi sa hospital, ano eh, unang-una, hindi mo
hawak ang oras mo. Kung minsan kahit sabihin mong ang shift mo ganito lang,
pag minalas ka walang dumating na kareliever mo, ma-ststay ka eight or six
hours. Talagang lalo pag may mga bagyo bagyo, pag baha, yun. Tapos kaya din
nagresign talaga ako, nagstop talaga ako ng work. Nung nagstop ako nun, matagal
akong nagstop. Siguro mga eight years?
Interviewer: Bakit po?
Ms. D: Hindi kasi ang, kumbaga ang decision ko na ako mag-aalaga sa mga anak
ko.
Interviewer: Ah okay, so for eight years?
Ms. D: Oo. Eight years, kasi twelve years old na yung panganay ko ngayon. Four
years, tapos pagkatapos nun tsaka ako nag-ano dito.
Interviewer: Bakit po eto? Bakit hindi hospital po?

Employees 271
Ms. D: Kasi nga yun nga yung problema ko sa (). Actually, before kasi yung
sa hospital madali magtrabaho sa hospital kaya lang and problema ko yung sa
hospital () Hindi dun sa oras siyempre.
Interviewer: So mas malaki po yung sweldo dito kaysa sa
Ms. D: Oo, ewan ko lang ngayon.
Interviewer: Sabi po pag nursing
Ms. D: Hindi, ngayon siguro pero dito sa Philippines ano pa rin pag
nagabroad ka, yun talaga totoo yun talagang malaki sweldo pero pag dito ()
dati eh, natatawa nga kami eh. Kasi nung college kami ano uh pag nagsabi
sayo na St. Lukes, siyepmre iisipin mo sosyal siya siba?
Interviewer: Opo.
Ms. D: Malaki sweldo. Nagtry ako magapply dun before ako magapply dun sa
pinasukan ko na hospital. Actually ano siya, below minimum siya. Before. Ewan
ko lang ngayon, kaya hindi ako nag-ano. Kaya kasi before, ay di bale na. Isipin
mo, ang dami-daming pasyente nun. Kasi kumbaga parang isipin mo class B,
class A na hospital siya. Nagulat kami. Kung halimbawa that time ang minimum
ay three thousand, siguro sila mga two eight, two seven. Mm-mm totoo yun.
Before. Kumbaga yung pangalan lang pero pagdating sa salary ng mga tao
Interviewer: Pero bakit po dito? Hindi niyo po magagamit yung nursing ninyo.
Ms. D: Huh?

Employees 272
Interviewer: Or something related? Sa medicine?
Ms. D: Hindi na din siguro.. oo, siguro nga sa kanya rin, sa family ko kasi kahit
anong sabihin mo at least dito ang pasok mo eight to five.
Interviewer: Nirecommend po ba kayo dito sa IT Firm?
Ms. D: Mm-mm. Actually ni-recommend ako ()
Interviewer: Uhm, diba po trained po kayo as a nurse, tapos nagkaroon po ng

parang uh change of environment, uh wanted na mga nurse ngayon ganyan.
Bakit hindi po kayo nagabroad or?
Ms. D: Siguro dahil sa family ko na rin. Hindi ko maiwan.
Interviewer: Pero hindi po ba kayo nahirapan? Kasi pagpasok niyo po dito

technical
Ms. D: Nung una, mahirap pero pag nag-ano.. enjoy rin naman. Tapos
pagkaminsan kasi nangangailangan ng halimbawa uy ate, papano ba ganito
ganyan ganyan di ba nurse at saka ano kahit papano halimbawa mayroong
requirement sa DOLE na training sa nurse. Yung diba pag requirement dun. Ako
pinadadala nila. Pagka-ano- halimbawa kailangan ng license for ganito, katulad
sa red cross () ako pinadadala nila.
Interviewer: So Do you thnk po na committed kayo sa IT Firm?
Ms. D: Oo naman.

Employees 273
Interviewer: Bakit po? Bakit po kayo loyal, sa tingin niyo po?
Ms. D: Hindi, siguro dahil kumbaga (). Kasi dito nung nagapply ako, yun
yung time na mahirap talaga magapply ng trabaho, dito talagang pag time na
nagapply ka, kasi siguro dahilkumbaga referred ako eh. Kasi siya yung
kumbaga siyempre parang () utang na loob ko at saka, tsaka point din nun lang
() ano ba yun. Kumbaga okay naman ano nila sayo eh di kumbaga suklian mo
lang din ng ano. Kumbaga give and take lang naman yan eh.
Interviewer: Sa tingin niyo po after five or ten years nandito pa po kayo?

Makikita niyo pa sarili niyo?
Ms. D: Okay lang (laughs) siyempre mahirap ring magsalita ng tapos pero okay
lang. Kasi as long askasi ang ano ko lang naman as long as masaya naman ako
dito wala namang problema eh. Kaya lang syempre hindi mo rin masasabi kung
minsan baka biglang may opportunity na sabihin natin na ano mahirap naman
magsabi ng oo, tapos pagdating biglang may magbibigay sayo ng magangdang
opportunity biglang oops, siyempre oo, syempre hindi mo naman maaano yun
eh lalo ngayon, sa hirap ng buhay ngayon. Lalo na kung mas maganda yung offer
dun. Kasi syempre, as of now, wala namang problema eh.
Interviewer: ()
Ms. D: Oo. () Oo. Totoo yun.
Interviewer: Kunwari po after five years na promote-promote po kayo
Ms. D: O di siyempre pabor yun

Employees 274
Interviewer: So dito kayo?
Ms. D: Oo siyempre.
Interviewer: Ano po yung- ano sa tingin niyo yung possibility niyo mapromote
kayo or mayroon po bang ganong ano dito? Yung po ba yung aim niyo or?
Ms. D: Mm, actually mayroon namanghindi, pagka-ano naman kasi dito, as

long as nakita nilang okay ka naman mag- okay naman yung trabaho mo, okay
ka naman. Basta pag nagkaroon naman ng opening na ano titignan nila kung
halimbawang capable ka dito sa position na yun, so hindi. Kumbaga hindi
Interviewer: Sila yung lumalapit sayo
Ms. D: Oo. Oo. Transparent sila talaga kasi halimbawa ikaw yung
pinakamababanghalimbawa yung position? Ikaw mababa, ikaw pinakamababa
tapos nakita nila na uy, medyo okay yun kumbaga kaya nito na ganyan ganito,
kinukuha nila. Kakausapin ka nila. O ganito yung... Hindi naman yung tipong
kailangan na uy may opening na ganito pwede ba akong magapply (). Hindi,
pagnakikita nilang mismo sa tao na kailangan ka nilang i-promote. Sila mismo
nagaano sayo nakakausap sayo na kung ano. Pero pagka-medyo sabihin mong
ay hindi ko kaya bakit hindi mo i-try? Yun sila pa nga yung uy try mo, paano
ma-aano kung ano
Interviewer: So, uhm overall po happy po kayo sa IT Firm?
Ms. D: Oo. (laughs)

Employees 275
Interviewer: Wala pong problema?
Ms. D: Wala naman. Kasi naman tsaka dito kasi pag may problem hindi ba
katulad ng ibang company na ang hirap lumapit sa HR, ang hirap lumapit dito
kasi kahit papano yung tipong pag may ano ka uy ano ganyan ganyan yung
kela Via
Interviewer: Mm-mm.
Ms. D: Kaya madaling ano sa kanila na pano ganito ganyan. Kumbaga very
accommodating. Di ba meron yung iba () sa ibang company pagdating sa HR,
oops, HR yan.
Interviewer: Kaya mahirap paminsan.
Ms. D: Hindi totoo, dito kasi kahit papano ano sila, hindi na nila yung pwedeng
sabihin na ina-ano rin nila yung () kaya lang (). Kumabaga kung may
problema yung tao talagang very accommodating talaga sila na papakinggan ka
kung ano. Tapos talagang ponapa- pag yung talagang tipong kailangang iparating
sa kinauukulan, talagang inano nila
Interviewer: Mayroon po ba kayong like experience or example na parang

nangyari po yun?
Ms. D: Na yun?
Interviewer: Yung ganung klaseng problema

Employees 276
Ms. D: Hindi, kasi kung minsan kahit maliliit na ano lang dito, o kaya na
suggestion uy pwede bang ganito nalang natin ganyan ganyan... kasi kami dito,
kahit maliit yan o malaki, kumbaga kahit papano pwede mong i-open sa kanila.
Kumbaga alam mo na... kumbaga yung anyone na you can trust pa, parang ganun,
na alam mo na pagka ano Its either na, kumbaga hindi natin pwedeng sabihin
na lahat naman ng nirequest mo magrgrant siya eh.
Interviewer: Opo.
Ms. D: Pero at least yun bang mapakinggan ka tapos at the same time mag-try
sila ng best na gawan ng paraan kung ppwede. Kung hindi, okay lang. At least
nasabi mo. Yun lang naman importante dun, ma-open ka sa kanila eh.
Interviewer: So, uhm, sabi niyo po kanina na, uhm, hindi po natin masasabi kung
dito pa rin kayo after five years.
Ms. D: Oo.
Interviewer: Pero hindi naman po kayo ngayon, as of now,
Ms. D: Ay hindi
Interviewer: Hindi po kayo nag-eexplore ng other opportunities?
Ms. D: Hindi pa naman. So
Interviewer: So wala.
Ms. D: Wala pa naman. Oo. Wala pa naman.

Employees 277
Interviewer: If, uhm , may mag-offer po ng uh, other opportunity sa inyo

tatanggapin niyo po?
Ms. D: Depende.
Interviewer: For example, uhm, same compensation ganyan pero
Ms. D: Pag same siya?
Interviewer: Opo.
Ms. D: Pag same siguro baka hindi.
Interviewer: Dahil po ba to sa
Ms. D: No, kasi kung minsan kung minsan ano rin eh nasa ano rin yun eh,
nasa kasama mo sa ano kasi may mga, may mga ibang kasama kami dito na
umalis na din sila, na kumbaga umalis din sila, tapos minsan parang inano nila
buti wag na, sayang umalis pa kami. Buti sana dito nalang kami ulit kasi
kumbaga mas malaki nga ng konti yung sweldo namin ganyan kaya lang hindi
naman kami masaya sa mga kasama namin. Kasi alam mo kung minsan hindi lang
naman sa trabaho kasi, oo mahirap ang buhay pero hindi lang naman yung
sweldo kung minsan and ia-ano mo eh. Kasi importante rin yung environment
mo eh. Kasi paano ka rin makaka-work effectively kung mga kasama mo pro mga
antipatikot antipatika (laughs) diba?
Interviewer: Very nice word.

Employees 278
Ms. D: Di ba?
Interviewer: (laughs) Tama po.
Ms. D: Kahit gano kalaki sweldo mo, kung hindi ka Masaya sa mga kasama mo,
paano ka makakagawa dun? Kasi kahit anong, kahit anong strive mo kung tipong
mga chismoso chismosa mga kasama mo dun hindi ka rin makaka-ano eh kahit
gustohin mo na mag- hindi naman pwedeng lagi mo nalng sila i-dedeadma di ba?
Interviewer: Mapupuno ka rin oo
Ms. D: Yun kasi kahit ano namankumbaga, parepareho lang naman tayong tao
eh di ba? Kumbaga kahit anong intindi mo sa kanila na oo sa umpisa pwede
hayaan mo na sila ganyan naman talaga yan kaya lang siyempre may mga time
din na mga hindi naman sa lahat ng oras iintindihin mo sila eh (laughs) lalo alam
mo wala ka namang ginagawa.
Interviewer: Pero tanong lang po, hindi po ba dati technical kayo tapos nalipat
kayo sa inventory, nahirapan po ba kayo mag-adjust
Ms. D: Hindi. Kasi actually mas mahirap yung ginagawa ko sa technical kaysa
sa inventory eh. Eh kasi sa technical kasi, before ang trabaho, ang work ko doon,
sa customer service ako eh. Ako yung naghhanako yung technical, ako yung
naghhandle ng mga defectives, tapos yung mgayung mga anoyung mga
under warranty na units ng client. Tapos dadalhin namin doon sa supplier. Pag
sira siya papagawa sa supplier. Tapos after nun, ah nalipat ako ng work sa
technical, administrative naman ako doon, yung mga ginagawa ko naman doon
yung mga project project yung () yung mga tipong () ganon, yun.
Mayroon mga certain clients kasi na kung minsan ilangilang libo ng unit ang

Employees 279
kinukuha. Tapos may mga parang service center agreement kaya yung mga kaya
kung baga, yung mga tao talaga na kailangan nila, matutukan mo. Yun. After
nun, tapos, tsaka ako nalipat sa inventory. Pero kung tutuusin talaga, mas madali
ang trabaho dito, nung nalipat ako.
Interviewer: Pero mas gusto niyo po yung na mas mabilis ang trabaho?
Ms. D: Saan?
Interviewer: Sa Inventory
Ms. D: Okay lang.
Interviewer: If for example, nilipat po kayo sa um ibang department, totally

different tapos mas mahirap
Ms. D: Okay lang.
Interviewer: Okay lang din? Walang problem with the job?
Ms. D: Okay lang. Oo wala naman problema eh.
Interviewer: Eh nung pumasok kayo dito sa company, hindi kayo nahirapan sa

adjustement?
Ms. D: Actually nahirapan ako kasi sa totoo lang, nakakatawa nga yung irony eh.
Biro mo, sa computer company ako pumasok. Yun yung time na as in walang
wala akong alam sa computer. Wala akong kahilig-hilig sa computer. Talangang
as in wala akong alam doon. Sa totoo lang wala akong kahilig-hilig sa anu

Employees 280
siguro sa age ko tapos sa time ko rin, kaya kung baga, hindi ko rin siya ganon kaanu kung baga hindi ko na rin siyahindi ko nalang kaya nga natatawa nga
ako nung kakapasok ko lang dito eh. Eh buti na nga lang technical ako at least
kahit papanu, yung mga technician, Uy! Papanu ba to? Paano bubukas ito?
Papano to? Talagang as in, simula talaga lahat Paano to? (laughs) Kasi
talagang kung baga north and south ang difference ng course ko tsaka sa trabaho
ko. Di ba?
Interviewer: Oho. Pero ngayon po okay na kayo sa computer?
Ms. D: Oo. Nakakagamit naman (laughs). Siyempre hindi naman ganon ka

siyempre kahit papano yungyung ano na rin, matututo ka rin naman eh. Sa
everyday naman ng ginagawa mo, kahit papano, maaano mo naman yun.
Interviewer: May message po ba kayo, may gusto po pa kayo idagdag
Ms. D: Wala naman, okay lang. (laughs). Okay naman. Hindi, overall okay lang.
Masaya.
Interviewer: Masaya naman?
Ms. D: Masaya, kasi dito parang family tsaka dito kasi paminsan halimbawa may
mga events, lalo pag Christmas party, pati mga outing-outing, usually kasi ang
maganda lang, pati family, kasama.
Interviewer: So parang family-oriented.
Ms. D: Oo, oo. Lalo pag yung Christmas party, talagang pag ikaw may pamilya
ka, talagang

Employees 281
Interviewer: Kasama po?
Ms. D: Oo. Kahit buong barangay kasama mo (laughs). Totoo, isang buong
pamilya talaga siya kapag nag-party kami. Di ba usually, pagka yung company
may Christmas party, usually kami lang, dito hindi. Talagang inaano talaga nila
ano kasama yung family. Pag sa outing naman, pag regular employee ka, ()
one. Kung baga may kasama kang isangtapos kung gusto mo magdagdag okay
lang din. Kung hindi ka makakahingi ng slot sa mga kasama mo, at least yung
tipong ibabayad mo kung magkano yung ano, pero kung minsan, pag tipong
mura lang naman yung nakuha namin na resort na nakuha, hindi na nila inaanu
yung bayad. Yun
Interviewer: Hindi na ichcharge sa inyo?
Ms. D: Oo. Oo. Pero, tsaka yan dito kasi kahit papano, yung family mo, medyo
inaano rin sila.
Interviewer: So sabi niyo kanina na kayo lang yung 8 to 5? Ah ni-request niyo

po yun?
Ms. D: Hindi. Kasi ang work ko, bukod doon sa ano namin ng mga items, ako
yung nagrerelease ng delivery for the day. Kaya maaga kasi nga, ibig sabihin,
ikaw yung () ng delivery. Bali bumibiyahe, so may nagdedeliver ng mga items
sa mga clients. Ngayon, siyempre, pineprepare yun ng mga kasama ko before sila
umuwi sa gabi pag nakuha nila yung mga delivery and the OR, delivery
receiptkung ano yung idedeliver tomorrow, yun yung ginagawa nila,
pineprepare nila yun. So, the following day, ako naman yung magrerelease sa
delivery ng Kasi hindi mo naman pwede iiwan lang sa labas, baka mawala yun.

Employees 282
Baka mamaya mawala. Lalo na kapag (laughs) hindi totoo, lalo na kapag mga
laptop yun. Di bale malalaking items iiwan sa labas kahit pakalat kalat, okay
lang. Eh paano pag yung tipong mga mahal masyado. Siyempre kami sasagot
nun. Kaya nakatago yun sa kwarto. Kaya pag umaga, nakagrupo grupo na yan,
halimbawa, tatlongkasi depende kasi kung ilang delivery eh, kung ilang
schedule siya. Paminsan sa schedule, halimbawa tatlong () siya, tatlong () so
yun () kaya 8 to 5 ako.
Interviewer: So yun lang po.
Ms. D: Sige
Interviewer: Thank you po!
Ms. D: Thank you rin!

Employees 283
Interview with Ms. E, Treasury Assistant, Treasury Department

(July 10, 2009, 10:00am)
Born 1968
Interviewer: Ilang years na kayo dito sa IT Firm?
Ms. E: Dito sa IT Firm bago lang ako, two years na ako dito.
Interviewer: Two years po? So mayroon po kayong previous, previous job po?
Uh, saan po? Or ilang companies na po kayo before dito sa IT Firm?
Ms. E: Bali sa IT Firm pangatlo lang.
Interviewer: So third na job po?
Ms. E: Oo.
Interviewer: Tapos, mga, on the average po, mga ilang years kayo
Ms. E: Una, five. Yung pangalawa twelve ay eleven, ngayon, hindi ako basta
ganun
Interviewer: Bakit po kayo nag- uh bakit kayo nalipat sa IT Firm? Bakit niyo
po napili yung IT Firm?
Ms. E: Uhm kasi ano eh, nung nagresign ako sa previous ko, () magkaroon
ng job. Yun nga nangailangan daw, nangailangan () kaya kinuha- nag-apply
ako. Ganyan, tsaka kilala ko yung may kilala ako dito.

Employees 284
Interviewer: Ah so through referral po?
Ms. E: Oo, referral.
Interviewer: Tapos po, ano po position niyo dito?
Ms. E: Sa treasury ako eh.
Interviewer: Sa treasury? Nung pagpasok niyo po treasury?
Ms. E: Mm-mm, sa treasury na ako nilagay. Staff, treasury staff kasi yung bago
ako eh
Interviewer: Ah, sige po. Tapos po, di ba, yung IT Firm po nag-ooffer siya
sila ng uh mga outings, events
Ms. E: Oo mayroon
Interviewer: Mga Christmas parties po. Uh tingin niyo po ba okay na yun? Or

kailangan pang dagdagan?
Ms. E: Hindi okay lang. Yung mga events na yun tsaka ano okay naman siya
eh
Interviewer: Okay naman po? Kung bibigyan kayo ng power to suggest, ano
gusto niyong isuugest na activities?

Employees 285
Ms. E: Kasi, parang sawa na ako nun kaya okay lang sa akin kung mayroon o
wala eh. Mas okay sa akin kung wala kasi sa bahay ako, papahinga. Kasi sa age
ko di ba? Hindi na ako yung naghahanap ng () tapos na ako sa () kasi di ba
() more on gusto na magpahinga ganun. Yung sa age ko (laughs)
Interviewer: Every Saturday po ba kayo nagtratraining dito?
Ms. E: Ah hindi kami kasali dun. Hindi kamiang accounting tsaka treasury
hindi kasali doon.
Interviewer: So puros trabaho lang kayo, buong araw ng Saturday?
Ms. E: Oo, trabaho kasi
Interviewer: Nine to six po kayo?
Ms. E: Ako eight to five.
Interviewer: Special request po?
Ms. E: Oo, nirequest ko kasi medyo malayo bahay namin.
Interviewer: Ah uhm, lagi po ba kayong nag-oOT? Overtime po?
Ms. E: Uh ang gawa ko kasi inaagahan ko sa umaga kasi pag five umuuwi na
ako talaga pero
Interviewer: As in saktong five po?

Employees 286
Ms. E: Oo. Ang gawa ko seven, seven thirty, or before seven forty ganun ()
nagbubukas sa umaga. Pag wala si Maam Anabelle, siya nagbubukas, ako
nagbubukas. Mas maaga pa, so mga six thirty dapat nandito kami yun yun
naman yung ano namin kasi kaming dalawa lang yung pinagkakatiwalaan magopen ()
Interviewer: Ah okay
Ms. E: Kaya pag wala si Maam, ako yung mas maaga kaysa sa seven na pasok
ko. Kaya ang ginagawa ko naman kasi hindi ako makapag-() sa kapag hapon,
sa umaga ko naman dinadagdag ang pasok. Inaagahan ko tapos gumagawa ako ng
mas maaga.
Interviewer: So may time po ba na medaling araw palang nandito na kayo?
Ms. E: Pag mag-oouting (laughs). Pag mag-oouting kasi six aalis na. Mostly
ganun pag pero yung ano lang, wala naman kasi six kadalasan lang kami pero
yung mas- mas mga five wala.
Interviewer: Ah okay. Tapos pag papapiliinpag bibigyan kayo ng choice,

mas gusto niyo bang wala ng Saturday?
Ms. E: Oo, mas gusto naming yung wlang Saturday. Yung yung alam ko dati
tinanong na rin kami. Ni-request nga naming kahit i-extend kami sa hapon yung
working hour, pagdating ng Sabado wala- payag kami. yun yung dati may
nagtanong na, sinurvey na kami. Yun yung sagot ng karamihan. Okay na iextend yung hanggang Friday. Kung gusto mag-() payag naman pero
pagdating ng Sabado wala.

Employees 287
Interviewer: Pero bakit pos a tingin niyo hindi nagawa yun?
Ms. E: Hindi ko masagot yan kasi hindi ako (laughs)
Interviewer: sa HR po
Ms. E: Oo, wala ako sa doon
Interviewer: Sige po. Ah tapos po, tingin niyo po ba committed kayo or loyal
kayo dito sa IT Firm?
Ms. E: Oo.
Interviewer: So committed
Ms. E: Committed () kasi sa trabaho.
Ms. E: () sa trabaho kasi siyempre kung dito ka nagtratrabaho kailangan

pagbutihan mo na. pagpinagbutihan mo, kasama na yung committed mo dun.
Kasi kung hindi mo isasama yung committed mo, banjing-banjing ka sa trabaho.
Wala kang pakialam ano nangyayari sa iyo kung di mo ilalagay yung committed
mo sa kanya.
Interviewer: Tapos uhm uh after five or ten years po, tingin niyo nandito pa
kayo sa IT Firm?

Employees 288
Ms. E: Uhm kasi yung bracket ng age ko di ba iba? Kasi parang () na umabot
ako hanggang ten kasi mostly hindi () kaso hindi ko masagot kasi nga age ko
depende sa () (laughs) kasi hindi naman kasi yung age ko nag-iisip na ako
na dapat kapag ganitong age ko () na ako magtrabaho, yung ganung magagawa
ko ng paraan. Kahit () may konting income ka lang na (). Ganun lang
kasimple gusto ko kasi. Kaya hindi ko masagot sa iyo kung ano, pero hanggat
maaari, gusto mo tatagal ka rin kaso nga tumatanda ka na, na-hihigh blood ka na
(laughs) marami ng ano, kaya hindi mo masasabing (). Hindi katulad nung
medyo age ko nung nasa twenties, talagang priority mo tumagal kapag ka ako.
Pero pagdating mo pala sa age mo ngayon, nag-iisip ka na pala na para sapansarili na, hindi na yung sa trabaho, pagdating sa ganitong age sa edad ko.
Interviewer: So pag kunyaripag if may other company nag-offer sa iyo ng

mas mataas na salary, lilipat po kayo?
Ms. E: Depende. Nung lumipat naman ako sa Advance, hindi ko tinignan ang
Hindi ako tumitingin sa sahod.
Interviewer: So ano po yung tinitignan niyo?
Ms. E: Yung tinitignan ko lang kung paano mo ako i-treat, kung paano mo ako
pakisamahan. yun yung kaya ako tumagal dun sa last ko dahil ganun. Nung
nagka-anohan na dun sa iba na yung treatment, iba na ano, parang ayaw mo na
kasi parang bakit? Hindi naman ako naghahanap ng mataas na salary ginanun
mo ko? Yung ganun. Kasi yung tao hindi mo masasabi lalo na kung () okay
lang. Yung alam ba yung naaalila at () yung ganun. Hindi ka na titingin dun
eh. Ang titignan mo nalang kung paano ka pakisamahan, yung treatment sa iyo.
So ganun lang.

Employees 289
Interviewer: Pero sabi niyo po kanina na parang sa age niyo ngayon tinitignan
niyo yung pangangailangan niyo talaga so hindi yun yung pangangailangan
niyo?
Ms. E: Hindi. Yung sinasabi kong pangangailanganyung for future na. Yung
pag matanda ka na.
Interviewer: Ah
Ms. E: Yun yun. Yung sinasabi kong () yung hindi material or or Pero
depende kasi dalaga ako. Ewan ko lang dun sa mga may asawa kasi ako wala
ganun di ba? May mga trabaho kapitid ko. Kumbaga pansarili ko lang yung
iniintindi ko, anytime (). Kaya ganun salita ko, pero wag mo i-aano sa iba kasi
iba yung pag may asawa na at may edad na. iba yung () kasi.
Interviewer: Opo. Tapos po, so, overall happy po kayo dito sa IT Firm?
Ms. E: Oo kasi diba sabi ko sa iyo. Kung kayang pakitaan ako () tumagal
yung (). Okay lang ganun lang ako kasimple.
Interviewer: So happy po kayo sa tao
Ms. E: Oo, sa mga kasama mo
Interviewer: Sa environment po?
Ms. E: Oo. Kasi hindi naman Kung may problema kami () kasi may mga
na-aano ngang kasama. Yung ganun.

Employees 290
Interviewer: Tapos sa salary po, okay lang rin?
Ms. E: Oo kasi hindi ako tumingsin sa salary talaga. Okay lang ako bastat
okay lang () hindi ako mahilig, hindi ako lalo nat alam ko na hindi ko
magaya yung trabaho yung ganun. Kasi tintignan ko rin naman kung ang
hirap um-oo, kapag ako, hindi mo kaya tapos ang taas taas ng ano, parang
nakakahiya naman. Yun naman din ang akin kaya. Hanggat maari, okay lang
ako kung ano yung kaya ko, kasi sa age ko hindi na ako tapos na ako sa ().
Tapos na ako dun eh. Kumbaga ang akin, ako lang ang nagtratrabaho Yun kasi
mahirap. Pag sanay ka na nagtratrabaho, ayaw mo nag-iistay na (). Parang
boring na kumbaga pag sanay ka magtrabaho. Kaya lang nga, pagdating mo ng
ganitong age, meron mahaba na yung pahinga mo yung walang pasok. Ayun.
Interviewer: Sa boss naman po? Sa management?
Ms. E: Oo, okay naman kami. Wala wala kami yung dito ah, wala.
Interviewer: So parang barkada po kayo?
Ms. E: Barkada may limit diba? Kasi boss mo eh. (laughs) hindi pwedeng ()
ganoon oo, okay lang kasi madali naman lapitan mga boss eh, lalot pag alam
mong may problema basta tanungin ka lang naman regarding bakit ganoon.
Siyempre dapat alma mo kasi trabaho mo yun. Yun. Walang ()
Interviewer: Thank you po.
Ms. E: Thank you.

Employees 291
Interview with Mr. F, (Technician), Technical Support Department

(July 4, 2009, 11:00am)
Interviewer: Uhm If you dont mind me asking po, tanong ko lang sana po
kung kailan po kayo pinanganak?
Mr. F September 10, 1980.
Interviewer: 1980 po?
Mr. F: Oo.
Interviewer: Ah ilang years na po kayo sa company?
Mr. F: This company? Well siguro um almost 6 years. Ah! 6 years lang.
Interviewer: Ah ano po yung position niyo?
Mr. F: Ah in-house in-house technician head. Kung baga ah in-house

supervisor. ()
Interviewer: Pag pasok niyo dito sa company, yun na yung
Mr. F: Hindi, parehong technician lang
Interviewer: Technician? (Mr. F nods). Tapos po, may previous work na po ba

kayo sa ibang company?
Mr. F: Mayroon, mayroon.

Employees 292
Interviewer: Mga ilan na po?
Mr. F: Tatlo, bago ako pumasok dito.
Interviewer: Tapos po, yung sa work-life balance po, yung mag outings, yung
mga events, happy na po kayo sa binibigay ng company?
Mr. F: Oo, compared sa mga previous kasi mga
Interviewer: Sa ibang company po?
Mr. F: Oo.
Interviewer: Paanong better po compared sa ibang company?
Mr. F: Kung baga, dati naman walangyung mga pinasukan ko walang outing
o kaya, kasi sa branch ako, yung dating office ko may head office, siyempre
kapag may branches ka, mahirapmahirap i-gather pag may activities lalo na
pag store, pag store kasi kailangan laging may tao. Hindi kami nakakasama sa
activities. Hindi katulad dito, one office lang kaya lahat na-gagather para
magkaroon ng activity, madaling-madali lang.
Interviewer: Pero may gusto po kayo na activity pa na ma-implement?
Mr. F: Wala naman. Okay lang. Okay lang.
Interviewer: You think po na yung work niyo tsaka yung social life niyo
balanced po? Kasi di ba pag Saturday may work din po kayo?

Employees 293
Mr. F: In terms of social, parang wala na ring time tsaka wala na ring budget.
(laughs) Wala ring money kasi pag family man ka siyempre priority mo pa rin
yung family. Wala nang kung baga sapat lang din yungnasasapat lang din
yung kinikita sa company. Mawawalan ka na ng extra money para magkaroon pa
ako ng ano ngngkung baga yung extra sa yung halimbawa yung mga gala
gala pa, di ba?
Interviewer: Wala na?
Mr. F: Wala.
Interviewer: So sir may oras pa naman kayo para sa pamilya niyo?
Mr. F: Mayroon. Hindi pwedeng hindi, kaya lang walang budget para mag-ano
pa kami. Di ba, ibang family pag medyo nakakagaan sa buhay di ba, every
week lumalabas sila. Kami siguro kapag may talagang sobra lang talaga. Doon
lang kami lumalabas. Pero quality time, mayroon naman.
Interviewer: So if ever ah mas gusto niyo po ba na wala na yung Saturday

na papasok kayo or gusto niyo na Saturday may pasok?
Mr. F: Siyempre mas maganda kapag walang Saturday kasi time din yun.
Interviewer: Pero sir, di ba po tuwing Saturday yung mga trainings?
Mr. F: Depende kasi sa company di ba? Katulad nung company namin, yung
service, siyempre mayroon din kami mga private companies, hindi kami pwedeng
wala nang Sabado. Kasi pag Monday to Friday, moremore na client namin is

Employees 294
government tapos pag may mga private companies kami, minsan Sabado namin
talagang finofocus.
Interviewer: Nag-oOT po ba kayo? Lagi or?
Mr. F: Sa ngayon, ano eh mas hindi, hindi katulad nung
Interviewer: Dati po mas lagi? Araw-araw po ganun?
Mr. F: Oo, pag may project lang naman. Pero pag walang project, walang
overtime.
Interviewer: Tapos po, do you think po na commited kayo sa organization?
Mr. F: Oo naman kasi siyempre ito naman yung source of living ko, siyempre
yun yung () naman, siyempre kung mawawala yung commitment, kung baga
yung trabaho ko naman kasi pag hindi ka happy, hindi ka magiging commited
sa trabaho mo, happy naman ako kahit papano.
Interviewer: Happy po kayo sa tao, sa mga people dito
Mr. F: Okay naman.
Interviewer: Happy naman?
Mr. F: Okay naman.
Interviewer: Eh paano po sa salary po?

Employees 295
Mr. F: (laughs) Yun nga lang sinabi ko nga kanina, kung ah sakto. Kung hindi
naman sakto, nagagawan ng paraan yung kakulangan. Kaya nga nandiyan yung
mga kasama na maaasahan mo ng pag ganon.
Interviewer: Sa tingin niyo po like ano po yung pinaka-dahilan kung bakit kayo
happy po sa company?
Mr. F: Siyempre yung trabaho mo talaga fitted yung pinag-aralan mo di ba?

Kasi pag humanap ka pa ng trabaho, minsan underemployed ka pa di ba? Yung
pinag-aralan mo, hindihindi swak doon sa pinasok mong trabaho. Minsan pag
ganon ang nagiging ano ng trabaho, tinatamad ka o hindi ka nagiging masaya.
Hindi katulad dito, kahit maliit lang ang sweldo, kayang kaya mo kasi masaya ka
sa ginagawa mo. Kung ano yung talagang lineline ng ano mo, ng trabaho mo.
Swak kaya okay.
Interviewer: Compared po sa mga previous employment niyo, mas swak po dito?

Parang
Mr. F Hindi naman. Kasi yung unang trabaho ko, from yung gumraduate ako,
ano instructor ako sa computer class e. Tapos medyo na-bore na ako sa pagtuturo
ah lumipat na ako ng IT company, naging () ako, tapos electronics, tapos dito.
Interviewer: So bakit niyo po napili itong company?
Mr. F: Yung ano nga, yung type of work talaga. Yun talaga yung gusto ko.
Secondary nalang siguro muna yungyung salary. Pero yung trabaho, masaya
ako.
Interviewer: Bakit po kayo umalis sa previous IT company?

Employees 296
Mr. F: Ano eh, yung previous ko yungyung latest?
Interviewer: Yung IT po.
Mr. F: Sa IT? Nag-ano eh, nag-retrench.
Interviewer: Ah
Mr. F: Medyo sobra na sa tao, nag-alok ng retrenchment. Gnrant ako tapos ().
Doon naman sa bago yun, contractual lang ako, tapos, nung natapos na yung
kontrata, naghanap ako.
Interviewer: So ah after 5 or 10 years po, do you think dito pa rin kayo sa

company or lilipat po kayo?
Mr. F: Siguro ano, yun nga, ah hindi namanhindi naman siguro nakakabuhay
yung sobrang saya di ba? Kailangan ko rin naman, para sa family, hahanap ako
ng magandang job na yung mas malaking sweldo. Kung hindi man abroad,
siyempre local pero mas malaki.
Interviewer: Mga gaano katagal po?
Mr. F: Hindi ko masasabi. Baka mawalan ako ng trabaho. (laughs)
Interviewer: Ay hindi naman. After nung mga previous na work niyo, on the
average, gaano po kayo katagal nag-ststay sa isang company yung mga dati?

Employees 297
Mr. F: Sa nung first job ko, almost a year, ay kung kasama mo yung ojt, doon
na kasi ako nag-ojt, a year isang taon ding mahigit, one and a half years, tapos
sa yung second work ko, contractual lang ako, 3 months, tapos doon sa bago ako
pumunta rito, almost two years, tapos dito, six years.
Interviewer: So, overall po, happy po ba kayo dito sa company?
Mr. F: Happy sa trabaho.
Interviewer: Trabaho lang. (laughs)
Mr. F: Baka masumbong niyo ako.
Interviewer: Hindi sir, wala naman pong
Mr. F: Hindi sa trabaho okay lang kasi ah kung baga yung age ng mga kasama
ko, kung baga, wala kaming problema. Hindi katulad doon sa mga dating trabaho,
yung mga veterans na mahirap maging kasama sa trabaho di ba? Hindi katulad
talaga pag yung katrabaho mo is yung generation mo, ang dali, parang laro lang.
Kahit anong hirap ng trabaho nandoon yung asaran, kung baga kasi wala kami
ano eh, wala kaming pride-pride pag dating sa biruan, kahit anong position
namin, basta okay yung biruan. Yun kasi yung nagpapakasaya sa trabaho
namin. Siguro yung trabaho na kayang kaya namin.
Interviewer: Sir, kapag may dumating na better opportunities
Mr. F: Ggrab ko na. Wala nang problema diyan, lahat naman ng tayo kung ano
mas maganda di ba?

Employees 298
Interviewer: Ah may gusto po pa kayong sabihin?
Mr. F: Wala naman, kayo yung nagtatanong (laughs). Ayoko na magdagdag.

Baka sumbong niyo ako.
Interviewer: Hindi naman po makakarating sa kanila, confidential naman po

lahat. Okay na? Okay na po, thank you very much!

Employees 299
Interview with Ms. G, Graphic Designer and Marketing Associate, Marketing

Department
(July 03, 2009, 09:00am)

Born: 1987
Interviewer: How many years na po kayo sa company?
Ms. G: Uh One year palang siya, one year and two months.
Interviewer: So, anong position naman po?
Ms. G: Uh graphic designer and marketing associate.
Interviewer: Okay na po. Yung interview po. Di ba may sinagutan kayong

questionnaire?
Ms. G: Mmm
Interviewer: Uhm uh, satisfied po ba kayo sa worklife balance? Yung mga

outings, events
Ms. G: Dito sa company?
Interviewer: Opo.
Ms. G Siyempre nung bago-bago ako, medyo okay lang sa akin pero since na
marami akong responsibility sa bahay, hindi enough yung sweldo nakukuha
namin and yung compensation na binibigay sa amin ng company and yun siguro

Employees 300
nabubudget ko lang ng maayos. Pero all in all, ano siya, lets say mga kinukulang
talaga ako. Mga halimbawa kakasweldo lang ngayon, mga isang lingo lang wala
ng pera, iyon (laughs).
Interviewer: Uhm pero besides yung sweldo, yung offer ng company na mga
training, other benefits
Ms. G: Satisfied naman kami sa mga training na binibigay nila kasi more on,
syempre IT kami diba? So yung mga supplier namin, every Saturday kasi may
training kami so okay sa amin yun. Kaso lang pag sa financial na yung
binibigay sa amin medyo yun.
Interviewer: So feeling niyo po ba parang balanced naman po yungyung

buhay niyo, with work tapos sa life
Ms. G: Social life?
Interviewer: Or
Ms. G: Hindi hindi, kasi Monday to Saturday kami dito eh (laughs), nine to six.
So wala akong social life namin talagang, kapag napagtripan sa gabi, ganoon
inuman.
Interviewer: Nine to six po? Or nag-oovertime?
Ms. G: Nag-oovertime talaga.
Interviewer: Hanggang? Usually hanggang?
Ms. G: Kami? Mga nine. So twelve hours

Employees 301
Interviewer: For graphic designers?
Ms. G: Oo. Lalo na pag may deadline (laughter). Monday to Saturday ganoon.
Interviewer: Tapos po, regarding sa commitment niyo sa organization, ano, uh

do you think committed kayo sa organization?
Ms. G: Committed na as in feeling ko in na in ako dito sa organization?
Interviewer: Opo.
Ms. G: In na in ako sa organization kasi dahil sa mga tao. yun yung

commitment ko sa kanila pero, lets say halimbawa kung hindi maganda yung
mga ugali ng tao dito, siguro out talaga ako. Pero doon sa aspect lang na yun.
Interviewer: So dahil sa mga tao?
Ms. G: Mmm mm, dahil sa mga tao nakakasama ko, sa bo- okay naman yung
boss namin eh. Mabait--
Interviewer: Sa relationships
Ms. G: Mmm mm
Interviewer: Hindi po dahil sa work or
Ms. G: Gusto ko rin yung work ko kasi ano eh, maganda siya. Kasi love ko rin
kasi siay kaya pumasok ako dito.

Employees 302
Interviewer: yun po ba yung original career track na gusto niyo?
Ms. G: Mmm mm- mmm mm.
Interviewer: Uh tapos po, uh... may work na po ba kayo sa ibang company

before? Or iro yung first nafirst job, first job niyo?
Ms. G: Kino-consider niyo ba yung free lance na work?
Interviewer: Nagfree lance kayo? Graphic designer din?
Ms. G: Yes.
Interviewer: Mga ilang years?
Ms. G: Nagstart ako nung eighteen ako somarami na rin, matagal na eh. Free
lance, yun.
Interviewer: Mas malaki po ba yung sweldo sa free lance?
Ms. G: Oo naman. Doon sa sweldo na yun, sa isang project ko umaabot ako

minsan ng five thousand sa isang project lang. Tapos, actually mas malaki yung
free lance kasi nag-papart time din ako eh. Mas malaki pa yung fini-free lance
kong trabaho na nakukuha ko kaysa sa sweldo ko dito.
Interviewer: So bakit po kayo nag

Employees 303
Ms. G: Kasi yung experience. Tsaka halimbawa di ba magandang company

sila. Halimbawa may pinapadesign sila sa akin, nadadagdag ko yung sa portfolio
ko. Mmm mm, kasi hindi lang yung company namin Advanced Soluyions yung
nagpapa-lay-out sa aminManila Bulletin ganyan, yung other company nila,
kaya magan- para feeling noong mga kliente sa susunod pag pinakita ko sa kanila
yung portfolio ko, bongga diba?
Interviewer: Sa bagay So may balak pa kayo lumipat ng ibang company?
Ms. G: Mmm mm naman.
Interviewer: Ilang years niyo po plano mag-stay dito?
Ms. G: Actually gusto ko na umalis eh (laughs)
Interviewer: Ngayon na po?
Ms. G: Hindi naman.
Interviewer: Bakit, bakit?
Ms. G: Hindi, yun nga sa financial ano
Interviewer: Sa sweldo lang talaga?
Ms. G: Mmm mm, yun talaga.
Interviewer: Pero yung the rest the people everything

Employees 304
Ms. G: The rest okay naman okay naman kung medyo taas taasan nga kami
medyo okay na eh, dito ako magstastay kasi okay naman yung mga pinapagawa
sa amin ganyan
Interviewer: Okay rin po yung environment, yung culture walang pong

problema?
Ms. G: Mmm mm, wala naman.
Interviewer: So ang magpapsaya ho sa inyo additional benefits lang po na () sa

sweldo niyo?
Ms. G: Yes, kahit tanongin niyo yung susunod sa akin
Interviewer: Salary lang po? Yun lang yung additional?
Ms. G: Yes yes, yun lang
Interviewer: Pero happy naman po kayo ngayon?
Ms. G: Oo naman. Happy kahit single (laughs). Hindi, happyhappy, happy dito
sa buhay dito.
Interviewer: Nabanggit po ni Ms. Gudy dati na most of the single, breadwinners

ng family, kayo rin po ba?
Ms. G: Mmm mm, kasi ako panganay eh.
Interviewer: So nagpapa-aral pa kayo?

Employees 305
Ms. G: Binibigyan ko ng bale yung kapatid ko sa akin na humihingi ng

pambaon niya. So yung mother ko, si mama hindi na siyahindi niya na kasi
si mama ko nasa Bulacan eh parents ko nasa Bulacan. So kaming dalawa ng
kapatid ko nandito kami sa Maynila. So ako ang binibigay ko nalnag sa kapatid
ko is yung daily niyang kailangan sa school tapos pag yung medyo malaki na,
yung tuition fee.. yung parents ko na. Pero yung everyday needs namin ako
na
Interviewer: Kayo na nagsho-shoulder?
Ms. G: Oo
Interviewer: Uh mayroon pa kayong additional na gusto
Ms. G: Wala naman, financial ano lang
Interviewer: Financial lang? So Committed naman kayo sa company?
Ms. G: Oo, as of now, as of now.
Interviewer: Meron pa kayong additional na comments?
Ms. G: Financial lang talaga.

Employees 306
Interview with Mr. H, Customer Care Specialist, Customer Service Department

(July 4, 2009, 11:00am)
Interviewer: Um, ilang taong na po kayo?
Mr. H: 25
Interviewer: 25 this year?
Mr. H: Oo, ka b-birthday ko lang yung ano, June
Interviewer: Happy Birthday ! (laughing), ako din po.
Interviewer: So, um, ilang years na po kayo sa company?
Mr. H: Actually, 6 months pa lang
Interviewer: Regular na po kayo?
Mr. H: ()
Interviewer: And uh, Ano pong position?
Mr. H: Ako is, technical support. So, ako handle namin ano, province.
Interviewer: Province Technical support under customer service?
Mr. H: Actually, Hiwal.. Ah ang customer service kasi more on () talaga eh.
Sila ang nag-rerecieve ng mga cause ng (), so kami yung sagot doon.

Employees 307
Interviewer: Ah okay, yung nag start po kayo, dun na po kayo sa position na

yun?
Mr. H: Oo.
Interviewer: May previous job po ba kayo before?
Mr. H: Yes.
Interviewer: Umm, ilan po? And saan?
Mr. H: Actually, I () to 2 company, Ah, doon siya sa Bulacan.
Interviewer: IT? Computer () ?
Mr. H: Ah, oo.
Interviewer: On the average, mga gaano kayo katagal kayo ()
Mr. H: Yung first company umabot ako ata 2 1/2.
Interviewer: Ang then?
Mr. H: Tapos yung pangalawa, is 1. Actually, ano yun sila eh, yung company
na yon is () company.
Interviewer: Ahh..

Employees 308
Mr. H: So, una kasi is more, parang ganito rin servicing, Kaso () more on
sale
Interviewer: So, bat niyo pa naisip na lumipat dito sa IT Firm?
Mr. H: Actually, mayroon kasi, nagkaroon kasi kami ng problema nung ano eh,
doon sa (), tsaka ano, sabi ko naman, umm, medyo kasi parang iba na kasi
yung surrounding nila, so ().
Interviewer: Nag-resign kayo?
Mr. H: Oo, nag-resign ako.
Interviewer: So, bakit po ()?, Of all the companies na
Mr. H: Actually, Ah.. ako rin kasi di ko ineexpect na ma-hihire ako dito. Kasi
nung nag-job hunt kasi ako mga October last year, so nakita ko lang siya sa ano,
sa posting sa ano, Zobel. Tapos, nagbakasakali lang nag-email ako, then after a
week tinawagan nila ako.
Interviewer: Tapos po, uhm, di ba yung company niyo nagbibigay sila ng

outings, events, trainings. Sa tingin niyo po, okay na po yun o may maidadagdag
pa?
Mr. H: Para sakin, okay na yun.
Interviewer: Ano po yung naabutan nyo, during your 6 month stay?

Employees 309
Mr. H: 6 months Kasi ako normally kasi, hindi naman kasi ako sa field so, as
of now wala pa naman akong training. So, ano palang, Outing, and party. Yon.
Interviewer: Okay naman po yun?
Mr. H: Oo, Okay naman
Interviewer: Wala po kayong gusto i-suggest na training or ()? If ever ano

yung kulang para sa inyo personally?
Mr. H: Ah, as of now kasi, kasi (), usually naman nagkakaroon ng training dito
eh.
Ang problema lang, masyado lang kasi kaming busy, so, di na kami
nakakaattend.
Interviewer: Mmm, ah, tapos po, itong company, Mondays to Saturdays?
Mr. H: ()
Interviewer: Umm, okay lang sayo na may pasok every Saturday?, or hindi kayo
nakaka()
Mr. H: Actually, doon kasi sa previous company ko ganun din.
Interviewer: Hanggang Saturday?
Mr. H: Oo.
Interviewer: So parang sanay na kayo?

Employees 310
Mr. H: Oo.
Interviewer: So, pero po, pag may chance na kunwari tanggalin yung Saturday,
okay lang po?
Mr. H: Okay lang din
Interviewer: Okay lng?
Mr. H: Oo, Okay lang din
Interviewer: Dahil umm
Mr. H: Pero kasi normally kasi, pag Mondays to Fridays more on dispatch kasi
kami eh, so yung paper works namin sa Saturday lang namin nagagawa.
Interviewer: Mmm, So () pag Saturday, nakaka-affect po ba siya sa life nyo?

Parang sa social life? Ganun?
Mr. H: Hindi naman
Interviewer: Okay lang po?
Mr. H: Oo
Interviewer: Sa tingin niyo po yung ano, yung work niyo at saka yung kunwari
life niyo, balanced ba? Parang may enough time po ba kayo for socializing?
Mr. H: Actually, ako naman kasi, hindi naman kasi ako sa bahay eh.

Employees 311
Interviewer: Ahh
Mr. H: Ano, nung siguro nung highschool gusto ko bahay-eskwelahan ako. Di

ako () lumalabas. Minsan siguro pag nagkayayaan. Sasama ako.
Interviewer: Ahh, tapos po, Ah, lagi po ba kayong pinapa-over time or na-oover
time?
Mr. H: Na-oover time. Kasi pag-pag kasi-kasi kasingkasi kami provincial

kasi handle namin, so minsan kasi mayroon kasi makipag-usap sa ano, sa ibang
sa partner. So, minsan ang pinaka gabi ko napong uwi dito yata is 8.
Interviewer: Ah , 8. May overtime pay naman po?
Mr. H: Kasi ang usapan kasi with over time is kung trabaho mo parin yung
ginagawa mo, wala pa siyang over time. Pero kung beyond yun siya sa ano, job
description mo, ()
Interviewer: Ahhh
Mr. H: Yun kasi kami, more, ganun pa rin, kung baga part pa rin ng job kasi
namin yun eh. So, di namin siya ()
Interviewer: Ah okay. Pero okay lang po sa inyo yun, mag-work ng extra hours?
Mr. H: Okay lang
Interviewer: Ah, tapos, uh, do you feel na committed ka sa company or loyal ka?

Employees 312
Mr. H: Oo naman.
Interviewer: Kahit 6 months pa lang po kayo?
Mr. H: Oo, kasi ako ever since naman kasi, pag kung nasan ako loyal ako doon,
basta wag lang magkakaroon ng ahh, ng, kasi mayroon kasing () ibang
empleyado naninira, siyempre ganun. Iba yung nagiging pananaw ko kasi.
Interviewer: So, happy ba kayo sa environment, yung mga tao, sa work, salary?
Mr. H: Oo, mababait naman yung mga tao dito eh (laughing)
Interviewer: Pati sa Saturday?
Mr. H: Oo, okay lang
Interviewer: Okay lahat? pati management?
Mr. H: Mmm, oo.
Interviewer: Lahat po, so happy. Tapos po, So umm, tingin nyo po after 5 or 10
years, nakikita mo paba yung sarili mo dito sa company.
Mr. H: I hope so.
Interviewer: You hope so. Ah, if ever po may dumating na opportunities, will
you take it? little bit more sa pay or something.

Employees 313
Mr. H: Pwede, pwede.
Interviewer: So, kukunin mo pa rin yung other opportunities?
Mr. H: Mmm, may, depende siguro. Kasi doon sa previous kung company, ano
din eh, ganun din, actually maganda din yung offer sakin. Tinaggihan ko, kasi
kung baga para sakin kasi kung ang ano sakin parang ano uhh, ano ba yung
maibibigay ko dito sa company na ito. Yun din yung habol ko, yung maishshare ko. Kaya lang that time kasi, parang nagkalabuan kasi kami nung ano eh,
nung boss ko. So, parang, umayaw nako.
Interviewer: So, If may mag-offer ng other, better opportunities, ano po yung,

Umm magpapa-stay sa inyo dito sa ()?
Mr. H: Umm. () Kasi, umm, kasi basta sa akin kasi, basta Masaya lang ako eh.
Masaya ako doon sa ginagawa ko, okay na sa akin.
Interviewer: So Masaya po kayo dito sa () ?
Mr. H: Mmm
Interviewer: Umm, may gusto pa kayong idagdag or
(Laughter)
Interviewer: Umm, gaano, ineexpect, gaano nyo po katagal ineexpect na

mapopromote kayo? May target po ba kayo na kailangan mapromote kayo within
2 years?

Employees 314
Mr. H: Wala naman
Interviewer: Basta, go lng?
Mr. H: Basta ano, basta happy ka, tuloy lang. Kasi siyempre kung, pangit naman
kung tinutuloy mo, di ka naman masaya di ba.
Parang kung baga yung
naaapektohan kasi trabaho mo pag di ka na masaya tapos pinipilit mo pa. Kung

baga wala na yung self mo doon. Naiiba na yung, parang daloy ng gusto mong
mangyari.
Interviewer: Ano po yung factors na nagpapasaya sa inyo aside from

relationship niyo with your boss kunwari, obviously..?
Mr. H: Ano bang gusto mo? (laughs)
Interviewer: (Laughs)
Mr. H: Kasi ako parang, iba kasi yung ano eh, although ma-ano yung stress
pero parang nakakapasaya sayo yung stress ng () ng trabaho. Yun.
Interviewer: So, gusto nyo maraming trabaho?
Mr. H: Kung baga parang nachachallenge ka.
Interviewer: Ahh
Mr. H: Kasi biruin mo uh, siyempre kasi very hard to please tayo (). So
siyempre pag galit na sila, gagawa ka ng paraan. So parang naaano ka para ipush
pa yung sarili mo.

Employees 315
Interviewer: So, what if po after mga 5 years parang okay pa rin lahat pero hindi
na kayo nachachallenge. () pa naman.
Mr. H: Uhh..
Interviewer: Pero okay pa rin lahat, compensation, (). Lilipat parin po kayo ?
() Parang nasanay na kayo sa work medyo boring.
nachachallenge, parang.. okay ()
Mr. H: Pwede pa ring mag-stay.
(Laughter)
Mr. H: Actually di ba, as long as masaya ka naman eh.
Interviewer: Ah. So yun lang po. Thank you!
Mr. H: Thank you din!
Pero hindi na kayo

Employees 316
Interview with Mr. I, Pre-Sales Engineer, Technical Support Department

(July 4, 2009, 11:00am)
Interviewer: Richard po noh? Richard?
Mr. I: Opo.
Interviewer: Um ilang taon na po kayo?
Mr. I: Magttwenty-eight (28).
Interviewer: Ngayong taon mag-ttwenty-eight?
Mr. I: Oo.
Interviewer: Ah ilang taon na poilang years na po kayo sa company?
Mr. I: Dito? One Mag-ttwo years.
Interviewer: Mag-ttwo years po.
Mr. I: Basta sa may January 200().
Interviewer: Ah okay, tapos ano po position niyo?
Mr. I: Pre-sales, pre-sales engineer.
Interviewer: Nung pumasok po kayo, Pre-sales na po kayo?

Employees 317
Mr. I: Hindi. Ah Field Tech.
Interviewer: Field Tech?
Mr. I: Oo. Sa mga field.
Interviewer: Ah so from Field Tech napunta kayo sa Pre-Sales.
Mr. I: Oo. Parang nagkaroon ng internal ().
Interviewer: Ah Di ba po yung company po nagbibigay ng mga outings, ng

mga trainings, sa tingin niyo po okay na po yun or kulang pa?
Mr. I: Outing?
Interviewer: Yung for example, yung party at saka yung summer outing.
Mr. I: Siguro yung sa training, kulang.
Interviewer: Kulang pa? Kahit po Every Saturday po ba kayo nag-ttraining?
Mr. I: Nag-ttraining dito yung mga suppliers pero more ano yun, sales yun e.
Interviewer: Ah
Mr. I: Kasi sa amin technical. Sa amin kailangan technical training.
Interviewer: Ah kulang talaga po?

Employees 318
Mr. I: Technical training eh.
Interviewer: So um Monday to Saturday po kayo, 9 to 6 din po?
Mr. I: Oo. 9-6.
Interviewer: Nag-oovertime po kayo?
Mr. I: Pagka-ano, Depende. Minsan, pag kailangan.
Interviewer: May overtime pay naman po?
Mr. I: Mayroon.
Interviewer: Um dahil po Monday to Saturday, sa tingin niyo po ba

naaapektuhan yung um yung work-life balance niyoyung social life, o life sa
pamilya O masyado nang work lang ng work. Wala nang oras para sa iba.
Mr. I: Yung sa part ng trabaho namin?
Interviewer: Opo.
Mr. I: Sometimes naaapektuhan. Halimbawa, paminsan may bidding na ano ah di

mo naman ma-ano na talagang mo mag-overtime bago mo maipaglakad () 6
ang out mo ()
Interviewer: Tapos po ah May trabaho na po ba kayo bago kayo pumasok dito?
Mr. I: Dito? Marami na akong trabaho (laughs).

Employees 319
Interviewer: Hindi po, I mean, bago kayo nagtrabaho dito.
Mr. I: IT o IT rin?
Interviewer: Kahit saan po sir.
Mr. I: Ah dati, nag-aral muna ako
Interviewer: Opo. First job niyo po ba to?
Mr. I: Hindi. Hindi naman. Bago kasi ako nag-aral, may mga trabaho na din ako.
Interviewer: So, on the average po, um sa dati po niyong trabaho, gaano po kayo
katagal nag-stay?
Mr. I: Mayroon akong 55ah 5 years and 6 months as ano company driver
naman yun.
Interviewer: Bakit niyo po naisip na lumipat dito sa IT Firm?
Mr. I: Hindi kasi nag-aral ako ng anu eh.
Interviewer: Ah So after nung study, ito yung first.
Mr. I: Oo. Sa IT.
Interviewer: Tapos po, um di ba po yung Monday to Saturday, mas gusto niyo

po ba na wala na yung Saturday or?

Employees 320
Mr. I: Mas gusto namin. Kasi Saturday, more on ano na yan, kami mga training
ganun lang yan. Wala na siyang office work.
Interviewer: So gusto niyo po na walang pasok sa Saturday?
Mr. I: Siguro doon sa part namin. Dito kasi sa technicalkung baga sa technical
jobs, kailangan talaga sa kanila mayroon. Kasi may mga client pa rin naman na
Saturday.
Interviewer: So paano po pag dinagdagan ng technical training po?
Mr. I: Hindi ko lang alam. Kasi paminsan kasi pag technical training, yung mga
ano, yung mga distributor, manufacturer, talagang pupunta sa isang ano, may
venue talaga sila, hindi Saturday. Halimbawa, IBM, HP, yung mga pangtechnical training talaga silang Pero yung dito, dito kasi more on sales lang
talaga eh.
Interviewer: Do you think po na loyal kayo dito sa IT Firm? Or committed kayo?
Mr. I: Siguro loyal ako ngayon (laughs)
Interviewer: Loyal po kayo. (laughs) Loyal pa. (laughs) Sa tingin niyo ba

magchchange yun? Magchchange yung loyalty?
Mr. I: Hmm Loyalty magchchange? Siguro depende.
Interviewer: Depende?

Employees 321
Mr. I: Depende.
Interviewer: Happy po ba kayo? Depende po saan?
Mr. I: Depende sa cost of living.
Interviewer: Ah So happy po ba kayo ngayon sa environment dito?
Mr. I: Oo.
Interviewer: Sa management po?
Mr. I: Dito? Oo naman.
Interviewer: Sa mga co-employees po, okay din po? (Mr. I nods)
Interviewer: Sa work okay din po?
Mr. I: Sa work? Overload (laughs).
Interviewer: Overloadoverload (laughs). Sa salary po?
Mr. I: Medyo hindi.
Interviewer: Medyo hindi po?
Mr. I: Hindi

Employees 322
Interviewer: Ah After mga 5 or 10 years po, makikita niyo po ba sarili niyo

dito pa sa IT Firm?
Mr. I: Hindi na siguro.
Interviewer: Hindi na?
Mr. I: () (laughs)
Mr. I: Ha?
Mr. I: Kasi yung iba dito, na-aano ko na rin yung iba, yung mga matatagal
nang tech dito, ganun na rin sila eh. From nagnung pumasok sila, diyan pa
rin
Interviewer: Hanggang ngayon?
Mr. I: Hanggang ngayon.
Interviewer: So
Mr. I: Parang hindi nagkakaroon ng chance na ano mag-evolve.
Interviewer: Ah Promotions po? (Mr. I nods)

Employees 323
Interviewer: If ever po may mag-offer ng kunyari mas mataas na salary ng

another company, ttanggapin niyo po ba?
Mr. I: Depende
Interviewer: Depende pa rin po?
Mr. I: Depende sa usapan yan, baka may mga naka-hide na kung ano anung
contrata
Interviewer: Pero kapag lilipat po kayo, ano pongano po yung pinakaimportante?
Mr. I: Yung hahanapin ko?
Interviewer: Opo, ano po hahanapin niyo?
Mr. I: Gusto ko yung malapit sa uuwian ko. (laughs) Kung lilipat halimbawa
hindi pa napag-iisipan eh.
Interviewer: Pero ngayon po, naghahanap po kayo ng ibang?
Mr. I: Hindi pa naman.
Interviewer: May gusto pa kayo idagdag po? (laughs)
Mr. I: Baka may namimiss pa kayong tanong (laughs).

Employees 324
Interviewer: Kapag ano pokapag um kapag mayroon po, for example,

mayroon po nag-offer ng bigger salary, ano po yung uhm di ko alam kung
paano i-phrase. Ano po yung hahanapmag-papastay sa inyo sa IT Firm?
Mr. I: Dito?
Interviewer: Or wala na?
Mr. I: Sa akin kasi dahil sa manager ko lang.
Interviewer: Ah dahil po sa boss?
Mr. I: Oo.
Interviewer: Okay po yung
Mr. I: Dahil doon sa manager ko, hindi ko pa () hindi nila (). Mayroon kasi
kami na 30 plus lang ().
Interviewer: Ah so dahil po sa manager. Pag umalis na po yung manager aalis

na rin kayo?
Mr. I: Oo (laughs) sa akin ibabato lahat ngtrabaho nun. (laughs) Sa akin ibabato
yun! (laughs)
Interviewer: Baka promote naman kayo.
Mr. I: Ewan ko lang (laughs).

Employees 325
Interviewer: Kung ma-promote po kayo, magsstay po kayo?
Mr. I: Kasi pagpag anu halimbawa kung aalis ka na at saka ka oofferan ng

promotion ganun. Basta ganun ang nagiging base ng promotion dito eh.
Interviewer: Dito sa IT Firm?
Mr. I: Oo. Kung kailan ka aalis at saka Kasi doon sa mga una, mga nag-resign,
tinatanong ko kasi yan. Sabi nun
Interviewer: Ano po yung usual reason? Dahil dindahil kapag aalis na bago
mag-ooffer ng promotion?
Mr. I: Mayroon mgamga incentives yung mga claiming ()
Interviewer: Masyadong maliit po?
Mr. I: Yung incentives may ano ata sila eh yung incentives nila. Kailangan yata
parang may pipirmahan ka pang ano, eh incentives na yun eh, dapat ibigay na
sayo yun.
Interviewer: Parang papa-approve?
Mr. I: Oo. Ganun. Halimabawa, naka-bid ka, paminsan may tntraining dito,
halimbawa, makabenta ka ng isang unit na ganito, may libre kang ganito. Hindi pa
mapupunta sa kanila yun. Mapupunta pa sa kompanya, papa-raffle pa yun.
Parang ano eh, kaya nakaka--
Interviewer: Ah pa-raffle, ah ok, so

Employees 326
Mr. I: Kaya mo gusto ibenta yun para makuha mo yun di ba?
Interviewer: Parang hindi sa kanila, sa company yung
Mr. I: Kung gusto mapunta sa kanila, pag-uusapan pa. Kaya pag may claiming
na ganun, hindi sila excited sa ganun.
Interviewer: Ah Okay na po. Thank you!

Employees 327
Interview with Ms. J, HR Assistant, Human Resource Department

(July 4, 2009, 11:00am)
Interviewer: Ms. J? 1988 ?
Ms. J: ()
Interviewer: Gaano katagal ka na dito sa IT Firm? 6 months?
Ms. J: ()
Interviewer: 7 months? Ay so, October ka nag simula. (counting months) July?
Ms. J: Siguro mag 9 months na ako this July 10.
Interviewer: So 9 months
Ms. J: 9 months
Interviewer: Position?
Ms. J: Ah, HR Assistant.
Interviewer: Nung pumasok ka HR assistant ka na?
Ms. J: Um, yung pinasukan ko kasi dito is HR training specialist, pero parang
yun pa rin yung position ko, pero ang ginagawa kong work is HR assistant tapos
parang yun nalang din ang binigay na position sa akin. Pero at the same time
parang nag training din ako. Pero ang pinaka ano talaga is assistant ()

Employees 328
Interviewer: And then, di ba yung mga outings, and events..
Ms. J: Hmmm
Interviewer: Do you think okay na yun or kailangan pang dagdagan?
Ms. J: Ah, ano to? On a monthly ? or annual?
Interviewer: In general, In general, like you know () package. () . Does it

make you happy?
Ms. J: Sa outings lang to and ano ah.
Interviewer: Outings, Events, trainings
Ms. J: Siguro para sakin, parang, siguro parang ano pa, trainings na not puro
product trainings pero more on team building din kahit every 2 months or ano..
Interviewer: Dagdagan pa nila?
Ms. J: Oo, dagdagan pa, para like mas maging close yung mga tao.
Interviewer: Tapos, lagi kang nag-oovertime?
Ms. J: HR, wala siyang overtime sowala naman.
Interviewer: Usually hanggang anong oras ka ()?

Employees 329
Ms. J: Pagdating ng 6, madalas umuuwi na ako. (laughs)
Interviewer: (laughs) So 9-6 ka ?
Ms. J: Oo, 9-6 talaga ako.
Interviewer: Monday to Saturday?
Ms. J: Ah pag Saturday, hanggang 5 lang kami pag HR.
Interviewer: Tapos, do you think ah, since nag-wowork na kayo Monday to

Saturday, do you think okay ba na may Saturday?
Ms. J: Ako, siyempre ayoko kasi di ba nakakapagod tapos parang one day
pahinga, tapos pasok ulit. Pero kasi tong sa company, parang kailangan talaga
magkaroon ng ano eh, ng Saturday na work, kasi doon lang yung time na parang
may training. Pero siguro at first, di ko narerealize na importante yung training,
kasi parang nothindi naman ako part talaga, pero after awhile, parang kailangan
din talaga so, dapat may Saturday talaga na work so, wala, okay din naman sa
akin.
Interviewer: Sa tingin mo ba, naa-affect yung work-life balance mo dahil may

Saturday?
Ms. J: Sa akin?
Interviewer: Personal life ()

Employees 330
Ms. J: Personal life, hindi naman siya, parang may point lang talaga na pagod ka,
pero hindi naman laging every Saturday mapapagod ka, siguro () pag bagsak
ng katawan mo, pagod ka, pero not necessarily naaffect naman yung buong
personal life mo.
Interviewer: Yung social life mo ()
Ms. J: Hindi naman , Okay naman siya ngayon.
(Laughter)
Interviewer: Umm, so 9 months (), sa tingin mo ba committed ka sa

company loyal?
Ms. J: Umm, tingin ko hindi, may balak pa rin ako lumipat ng ibang company.
Interviewer: So, um, anu yung target mo, ilang years ka mag-ststay? Months?
Ms. J: Months Siguro parang 1 year lang, tapos lilipat na ako ng company.
Interviewer: So ngayon ba naghahanap ka ng better opportunities?
Ms. J: Well, kasi ako parang.. gusto ko mag-try sa ibang company, at the same
time kasi, gusto ko din mag masters na ulit, so pag nag-masters ako, magsspend
ako, and if ever pag nilipatan ko, school na talaga. Pero if hindi pa ako handa na
iwan yung corporate world, baka mag change lang ng company.
Interviewer: First, First job naman to di ba?

Employees 331
Ms. J: Ah yes, first (). Special education. Oo.
Interviewer: First Job. So, 1 year lang more or less?
Ms. J: Uhumm, 1 year lang more or less
Interviewer: Pero di ba, you said you wanted to try another company?
Ms. J: Uhumm
Interviewer: Ano yung quality?
Ms. J: Ng company na yon?
Interviewer: Ng company na yon, Oo.
Ms. J: Kasi gusto ko na parang more on mas marami akong ginagawa, yung
tipong like sobrang busy talaga ako. Gusto ko yung parang overloaded, kasi here
parang feeling ko konti lang yung nagagawa ko dito. Parang konti lang yung
mga tasks na inaassign sakin. So, parang gusto ko sana mas maraming
responsibilities. Tapos, in a way gusto ko din maghanap ng work na siguro
walang Saturday para maiba naman. And higher salary din.
Interviewer: Can you give us an example of a company? Okay lang ba yon?
Ms. J: Company Kasi if mag-HR ulit ako, hindi ko sure kung anong okay na
company, kasi parang like, yung parang Standard Chartered sa ano, yung ibang
friends ko na try na nila, hindi sila nag-reregularize ng company. Ako naman,

Employees 332
any company as long as nag re-regularize sila and nag bayad ng okay, yun naman
ang habol ko.
Interviewer: Di ba yung company parang structure niya maraming ahh,

companies na parang sister companies, or () mga under.
Ms. J: Oo
Interviewer: Bakit ano, bakit since kayo lang HR, bakit konti lang yung
ginagawa mo? Di ba dapat marami?
Ms. J: Kasi, pano ba, uh, dalawa kasi kaming HR, so parang mas maraming ()
na () sa akin. () So, kasi pag lagi ka namang sa HR, feeling ko since hindi
naman kami yung talagang, kasi ang employees namin sa mismong () lang,
tapos parang hundred lang siya di ba. Di naman siya kailangan ng parang,
unlike sa ibang companies na 900 na kailangan ng ikaw lahat umayos non, hindi
ka, hindi naman parang everyday kailangan attendance. Tapos, pag yung sa
ibang sister companies naman, hindi naman more on kailangan mag-focus ng HR
doon, parang ah, pumapasok lang yung HR dun, tsaka pag kailangan nila ng
bagong position or if mag aayos ng sweldo nila. Tapos, hindi din kasi ganun ka
daming tao sa ibang sister companies so, so ang focus lang kami sa (). Tapos,
hindi siya yung ganun ka-sobrang mabigat na madaming kailangan gawin.
Parang seasonal eh, parang may time talagang sobrang busy ka for today, tapos
the next day as in wala, wala kang gagawin. Parang, yung ganun.
Interviewer: Eh, kunyari umm, promotion versus going to another company,

anung pipiliin mo?

Employees 333
Ms. J: Uh, dito kasi, parang feeling ko () . Parang, wala eh, parang ang hirap
magkaroon ng career advancement dito. Parang feeling ko hindi sila masyadong
focused sa HR.
More on ang focus nila sa sales pa din.
Doon siyempre
pumapasok yung money di ba. So parang feeling ko here, kahit magtagal ako
lets say ng ilang taon, stagnant ako dito.
Interviewer: Hmmm
Ms. J: So, kaya gusto ko din lumipat ng iba.
Interviewer: So, di ba sabi mo hindi ka loyal dito?
Ms. J: Oo
Interviewer: Ano yung qualities ng isang company na magpapa-loyal sayo?
Ms. J: Umm, loyal ako dito meaning gusto ko yung mga tao, but if yung magwork, yung mismong sa career lang talaga, career path ko, hindi feeling ko
wala, walang pagtutunguan dito. But, yung the management, yung mga tao, dun,
okay sila. Kaya rin ako nag sstay dito pa, kasi parang lahat ng tao is parang
mabait naman sila. Tapos parang, like yung management okay din. And parang
mahirap na rin maghanap ng company na parang okay yung management. Ganun.
Interviewer: So, okay with company, ay with the management. People,

environment
Ms. J: Uhum
Interviewer: Pero sa work mas

Employees 334
Ms. J: Yung work lang, gusto ko talaga yung more on yung marami akong
ginagawa and talagang matututo ka ng sobra sobra.
Interviewer: With the salary?
Ms. J: SalaryUmm, hindi siya ganun kasi kalaki now. But hindi siya minimum.
Pero parang feeling ko ito lang ginagawa ko na work, parang sakto lang na ito
lang yung makuha kong salary talaga. So parang ang pangit naman if mag-aask
ako for a higher salary, tapos yung duties ko hindi ganun ka dami. So parang
gusto ko rin umalis, para big responsibilities tapos higher salary din.
Interviewer: Pero, over all, happy ka ba dito?
Ms. J: Ngayon parang
(boss enters the room)
Interviewer: Sige, hintayin natin (Laughing).
Ms. J: Parang onti-onti na siyang nag d-die down
Interviewer: Pero yung start
Ms. J: Oo. Start Oo. Kasi, Ewan ko, pag nag-start talaga kayo mag-work,
sobrang excited talaga. Parang, okay () ng college. Oo, ganun yung feeling,
siyempre excited ka mag-work, tapos pag, alam mo yung mag-Xerox ka lang
tuwang tuwa na ako.

Employees 335
(Laughter)
Ms. J: Feeling ko, ang laki laki na nung ginagawa kong responsibilities, pero
parang pag tagal, walang kwenta lang yon. Pag () kahit mag-sign ka lang ang
saya saya na, tapos sobrang excited. Pag tagal, nakakalungkot din siya
Interviewer: Ngayon hindi na
Ms. J: Ngayon parang naguguluhan kasi ako eh, if ano talagang gusto kong career,
parang gusto ko rin mag-try ng other options. Hindi ko sure kasi kung gusto ko
talagang maging teacher na, pero gusto ko mag-sales, or gusto ko pa rin mag HR.
Parang natatakot kasi ako, parang ang pinaka-iniisip ko in 20 years, kunyari 40
nako, parang, ano na ba ko, yung position ko like uhh, Vice president o manager
na ba ako?. Eh kung parang, may target talaga ako na, gusto ko secure yung
future ko. Parang sobrang stable na dapat ako. So, yun yung gusto ko mahanap
na career path na feeling ko hindi ko makikita dito.
Interviewer: May gusto ka pang idagdag? Or
Ms. J: Wala na..
(Laughter)
Ms. J: Okay na rin.
Interviewer: Do you think because youre part of Gen Y, na parang, mas, or do

think na parang dahil na bata ka pa, parang ()

Employees 336
Ms. J: Feeling ko, yun ang main factor, kasi bata pa, kasi parang marami akong
gusto itry na opportunities
Interviewer: Tapos, sobrang marketable ka pa di ba?
Ms. J: Uhumm, yun din yon
Interviewer: Kayang-kaya ko ibenta ang sarili.. (laughing)
Ms. J: Oo, tsaka parang madami din talagang companies na pwedeng punatahan
eh. Parang, () chamba chamba lang na mag () ang company ng high paying
siya at the same time okay environment and job
Interviewer: Pero nag hahanap ka na ng ibang companies?
Ms. J: Ngayon hindi. Kasi parang, ayoko, parang, hindi, parang takot ako, parang
feeling ko if () ako now, mawawala yung trust nila sa akin. Nagkaroon na rin
kasi ako ng attachment sa company.
Parang feeling ko once umalis ako,
magagalit sila sakin, parang ganon. Yung feeling parang
Interviewer: Bakit?
Ms. J: Bakit ganon?
Interviewer: Oo ()
Ms. J: Yung management kasi..

Employees 337
Interviewer: O parang nakokonsyensya ka? Hindi, nagwowork pero parang

iiwanan mo na Hindi naman lahat, yung iba maiinitindihan nila yon, kasi
career mo yun eh. Iba maiintindihan yon, pero na-awawkward ka naman nun.
Ms. J: Oo, na-awawkward, kasi parang sila wala silang pinapakitang pangit
naman sayo, tapos pag iniwan mo sila without like any reason, gusto mo lang
umalis, parang nakaka()
Interviewer: Eh, Gen Y tayo e.
Ms. J: Eh di ba pag () . Oo. Unlike pag matanda ka na, okay lang.
(Laughter)
Ms. J: So ayun, May tanong pa kayo?
Interviewer: (Dead air) .Thank you
Ms. J: Thank you

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WORKLIFE BALANCE AND ORGANIZATIONAL COMMITMENT OF

Evangelista, Marianne Joyce M.

Worklife Balance and Organizational Commitment of Generation Y

Introduction and Background of the Study

Statement of the Problem.... 14

Worklife Balance and Organizational Commitment of Generation Y

Summary, Conclusion and Recommendations

Worklife Balance and Organizational Commitment of Generation Y

Worklife Balance and Organizational Commitment of Generation Y

This study examined the worklife balance and organizational commitment

Results showed that worklife balance does not affect organizational

Generation X & Y and the Relationship

Variations of Birth Years used to define Gen Y.

IT firms Employee Count per Department

Interview Respondents Profile

Additional details on the Generation Y and X

Descriptive Statistics of Worklife Balance.

Breakdown on Worklife Balance

Descriptive Statistics of Organizational

Breakdown on Organizational Commitment...

Descriptive Statistics for Worklife Balance Scores on

Descriptive Statistics for Worklife Balance Scores on

Descriptive Statistics for Worklife Balance Scores on

Generation Y respondents work history

Generation X respondents work history

Worklife Balance and Organizational Commitment of Generation Y

Worklife Balance and Organizational Commitment of Generation Y

who promote worklife balance tend to have a positive impact on increasing

Worklife Balance and Organizational Commitment of Generation Y

Worklife Balance and Organizational Commitment of Generation Y

Worklife Balance and Organizational Commitment of Generation Y

solutions on abating turnover and increasing commitment was recommended by

Statement of the Problem

Worklife Balance and Organizational Commitment of Generation Y

Review of Related Literature

Worklife Balance and Organizational Commitment of Generation Y

Worklife Balance and Organizational Commitment of Generation Y

employees. The strategy is to combine the generations. Mature employees bring

Worklife Balance and Organizational Commitment of Generation Y

Worklife Balance and Organizational Commitment of Generation Y

does contribute somehow to decreasing turnover. Another determining variable is

Worklife Balance and Organizational Commitment of Generation Y

Price (1977) further discussed the intervening variables between the

Worklife Balance and Organizational Commitment of Generation Y

company include better opportunities, scheduling problems, a poor relationship

Worklife Balance and Organizational Commitment of Generation Y

Worklife Balance and Organizational Commitment of Generation Y

of employment. Correlates with medium support are: unskilled blue-collar

Worklife Balance and Organizational Commitment of Generation Y

According to Kochanski and Sorensen (2008), personnel turnover is

Worklife Balance and Organizational Commitment of Generation Y

Worklife Balance and Organizational Commitment of Generation Y

that can lead to conflict (www.workdesignsolutions.biz, 2005, p.

Fisher-McAuley, Stanton, Jolton and Gavin (2003) updated a scale to

Worklife Balance and Organizational Commitment of Generation Y

Worklife Balance and Organizational Commitment of Generation Y

benefits of worklife balance. According to CIPD.com (2008), the

higher productivity and competitiveness

increased flexibility and customer service, for example to cover for

raised morale, motivation, commitment and engagement

improved recruitment and retention of a diverse workforce

wanting to become an employer of choice

meeting legal requirements. (http://www.cipd.co.uk, 2008, p.1)