Organizational Culture Traits of LGU Masinloc

ORGANIZATIONAL CULTURE TRAITS OF SELECTED DEPARTMENTS
IN LOCAL GOVERNEMENT UNIT OF

MASINLOC, ZAMBALES
A Thesis
Presented to
The Faculty of the College of Accountancy and Business Administration
President Ramon Magsaysay State University
Masinloc, Zambales
In Partial Fulfilment
Of the Requirement for the Degree
Bachelor of Science in Business Administration
By:
Maria Paula Fontillas

Spencer Caroc
ReymondMonsalud
Angelyn Egbalic
April 2019
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APPROVAL SHEET
Republic of the Philippines

College of Accountancy and Business Administration
Masinloc, Zambales
COLLEGE OF ACCOUNTANCY AND BUSINESS ADMINISTRATION
A research study presented to the faculty of the College of Accountancy and Business
Administration in partial fulfillment of the requirement for
theDegreeBachelor of Science in Business Administration:
ORGANIZATIONAL CULTURE TRAITS OFSELECTED DEPARTMENTS

IN LOCAL GOVERNEMENT
UNIT OF MASINLOC, ZAMBALES
has been prepared and submitted by Maria Paula Fontillas, Spencer Caroc,Reymond
Monsaludand Angelyn Egbalicwho are hereby recommended for
oral examination on April 2019
Mrs. Emelita Madrid

Adviser
Approved by the Committee of Oral Examiners:
EDNA MARIE D. PUNZALAN, Ph.D.

Chairman
NELSON M. NACANA, Ed.D, MYRA LIZA O. VIZCARRA, Ed. D.

Member Member
Accepted as requirement for the Degree of Bachelor of Science in Business

Administration
MYRA LIZA O. VIZCARRA, Ed. D.

Campus Director
Date Signed
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Acknowledgement
It is worth mentioning those people who contributed towards the accomplishment of
this undertaking. To wit:
To God the Father, for the strength that kept them standing and for the hope that kept
the authors believing that this study would be possible and interesting.
To the Committee of the Oral Examiners, Dr. Edna Marie D. Punzalan, Dr.
Nelson M. Nacana, and Mrs. Leila L. Ravana , who dealt with them in utmost
consideration in accepting this manuscript and giving them their suggestions for the
improvement of this study;
To the PRMSU instructors, especially Dr. Myra Liza O. Vizcarra, who taught
them the principles of conducting and criticism that served as the challenges to complete the
study, for sharing knowledge, skills, spending time and extending her hand for them.
To the Employees of Local Government Unit, who cooperated during their actual
study.
To the Respondents, who rendered their cooperation, patience, and efforts while data
gathering.
The Researchers
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Dedication
This study is dedicated to our Almighty God for giving us strength, patience,
guidance, for the continuous blessing and undying love…..
We express this wholehearted gratitude for the people who has helping hands to be
part of this study and pledging the support, encouragement, and assistance to accomplish this
study.
This study is also dedicated to our Family, Friends, and especially to all the
instructors who helped and support us to become more inspired in doing this study.
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Abstract
Organizational Culture refers to “the shared norms, beliefs and behavioral
expectations that drive behavior and communicate what is valued in organizations”. This
study aimed to determine the “Organizational culture of Selected Departments in Local
Government Unit of Masinloc, Zambales.” The researcher made use of descriptive research
design with the questionnaire as the main tool. The study was participated by 48 employees
from selected departments of LGU Masinloc, Zambales. Respondents were selected using
stratified sampling.
The main findings reveal that the respondents’ perception on organizational culture
traits is interpreted as Strongly Agree. There is no significant difference in the perception on
Organizational Culture Traits as to Cooperativeness, Consistency, Innovativeness and
Effectiveness when grouped according to respondents’ profile variables. Based on the
summary of the investigations and conclusions arrived at, the researchers have offered the
following recommendations: The creation of a culture of openness and trust is essential so
that employees can speak freely about their opinions, feedback and suggestions. In an open
culture information and ideas will be more easily exchanged, and this can result in an
increased service quality. The local municipality should introduce organizational values to
which staff members can relate to ensure that the correct kind of commitment is achieved.
Values which should be instituted should include elements of: customer focus, commitment,
responsibility, integrity, service delivery, transparency and responsiveness. The local
municipality should implement a mechanism which would allow them to be more responsive
to citizens.
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TABLE OF CONTENTS
Page
TITLE PAGE
APPROVAL SHEET ii
ACKNOWLEDGEMENT iii
DEDICATION iv
ABSTRACT v
TABLE OF CONTENTS vi
LIST OF TABLES ix
LIST OF FIGURES x
CHAPTER
1 INTRODUCTION
Background of the Study 11
Statement of the Problem 12
Scope and Limitations of the Study 13
Significance of the Study 14
2 FRAMEWORK OF THE STUDY
Related Literature 15
Related Studies 20
Theoretical Framework 22
Conceptual Framework 28
Paradigm of the Study 28
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Null Hypotheses 29
Definition of Terms 29
3 METHODOLOGY
Research Design 30
Locale of the Study 30
The Respondents and Sampling Technique Used 32
The Instrument 33
Validity of the Research Instruments
Data Collection 33
Data Analysis 33
Interpretation of Data 34
4 RESULTS AND DISCUSSION
Profile of the Respondents 35
Organizational culture traits in terms of

Cooperativeness 37

Consistency 38

Innovativeness 40

Effectiveness 41
Organizational culture traits 41
Analysis of Variance on the Difference in the Perception

Towards the Organizational Culture Traits as to Cooperativeness
When Grouped According to the Respondents’ Profile Variable 43

Towards the Organizational Culture Traits as to Consistency
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Towards the Organizational Culture Traits as to Innovativeness

Towards the Organizational Culture Traits as to Effectiveness
5 SUMMARY, CONCLUSIONS ANDRECOMMENDATIONS
Summary of Findings 49
Conclusions 54
Recommendations 54
BIBLIOGRAPHY lvi
APPENDICES lx
CURRICULUM VITAE lxix
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LIST OF TABLES
Tables Title Page
1 Likert Scale Used to interpret perceptions of the
organizational culture traits……………………… 34
2 Frequency and Percentage Distribution of the
Respondents’ Profile……………………………... 35
3 Organizational Culture traits in terms of
Cooperativeness………………………….….…... 37
Consistency………………………………………. 39
Innovativeness………………………………...... 40
Effectiveness……………………………...…...... 41
7 Summary of Perceptions on Organizational
Culture Traits........................................................... 42
8 Difference in Perception on Organizational
Culture Traits as to Cooperativeness ……………………… 43
Culture Traits as to Consistency………………………...…... 45
Culture Traits as to Innovativeness……………………….... 46
Culture Traits as to Effectiveness…………………………… 47

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LIST OF FIGURES
Figures Title Page
1 The Competing Values Framework
(Parker & Bradley 2000:128 23
2 Organizational Culture Model by Harrison (1993) 25
3 The Paradigm of the study showing the relationship
of the variables 28
4 Map showing the exact location of the study 32
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Chapter 1
INTRODUCTION
Background of the study
Organizational Culture refers to “the shared norms, beliefs and behavioral
expectations that drive behavior and communicate what is valued in organizations”.
(Cameron & Quinn, 2011)
The concept of organizational culture is a multidimensional and socially constructed
(Hofstede, Neuijen, Ohavy& Sanders, 1990).Culture affects the behaviors of the member in
its society.So, a strongorganizational culture would clearly influence the way employees
behave in organization.This culture reflects the way members of an organization perform and
how they are committed to the organization.
Many academics and practitioners argue that the performance of an organization
depends mostly on the strength of the culture (Ogbonna & Harris, 2000). It is believed
thatorganizational culture can play a role in the competitive advantage of an organization
(Ogbonna &Harris, 2000).An organization that has an organizational culture that is
considered valuable, rare anddifficult to imitate has a sustained, competitive advantage
(Barney, 1986).
Organizational culture enhances coordination and control (Sorensen, 2002). It defines
anormative order; this order serves as a source of consistent behavior within the organization.
A strong organizational culture can be seen as a social control mechanism.This informal
control mechanism is also considered to be more effective and more cost effective thanformal
control mechanisms (Sorensen, 2002).
A strong organizational culture improves goalalignment between the organization and
its members (Sorensen, 2002). A strongculture increases the clarity about the
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expectations/goals of an organization. Members are morelikely to act consistent with the
goals of the organization when they understand and agree with thesegoals. Goal alignment
further leaves less room for discussion between different parties about thebest interests of the
organization. In comparison, when members lack a clear understanding of thegoals, they are
more likely to act in a way that conflicts with the desired actions of the organization.Also,
when there exits goal alignment between the organization and its members, the
commitmentwill increase, which consequently will result in an increase in employee effort
(Sorensen, 2002).When members feel connected with the norms, values and therefore the
goals of the organization itgives employees the feeling that the actions they perform are
freely chosen. This enhancesemployees’ motivation and performance. Furthermore, when
there is clarity about corporate goals and practices, employees experience less uncertainty
about the correct actions when faced withunexpected situations and can act appropriately. It
is therefore closely related to coordination andcontrol.
Yang (2007) proposed that nurturing a collaborative culture in a work group highly
influences the sharing of knowledge. It was also suggested that in today’s era of knowledge,
managers should play facilitator and mentor roles that encourage employees to share their
knowledge (Yang, 2007).
Hence, this study is undertaken entitled, “Organizational culture of selected
departments in Local Government Unit of Masinloc, Zambales.”
Statement of the problem
This study aimed to determine the “Organizational culture of selected departments in
Local Government Unit of Masinloc, Zambales.”
Specifically, the study sought to provide answer to the following questions.
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1. What is the profile of the respondents as to:
1.1 age;
1.2 sex;
1.3 civil status;
1.4 position;
1.5 educational attainment and;
1.6 years in service?
2. How is the organizational culture of selected departments in LGU be described in
terms of the following dimensions?
2.1 Cooperativeness;
2.2 Innovativeness;
2.3 Consistency and;
2.4 Effectiveness.
3. Is there a significant difference in the organizational culture of selected departments
of LGU when group according to the profile variable?
Scope and Limitation of the Study
This study entitled “Organizational culture of selected departments in Local
Government Unit of Masinloc, Zambales” mainly focused with the organizational culture. It
included the profile of the respondents as to age, sex, civil status, position, educational
attainment, and years in service; the four dimensions of organizational culture traits as to
cooperativeness, innovativeness, consistency, and effectiveness.
The respondents of the study were from the selected departments of LGU Masinloc,
Zambales.
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Significance of the Study
This study would be significant to the following entities:
The Administration. The results will help the administration assess the kind of culture the
organization has and how it affects the behavior of their employee.
The Human Resource Department. The results will serve as a reference as to the general
commitment of the workforce, which might imply the retention or the turnover in the
organization.
Other Organization. The findings will help them to identify what will keep or discourage
employees which will make them to stay or leave.
Future Researchers. The findings will serve as a contribution or related studies in the study
of organizational culture, and possible direction for future researcher where this study is
being conducted.
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Chapter 2
FRAMEWORK OF THE STUDY
This chapter presents the review of related literature and studies from both foreign
and local sources that has bearing and relationship with the present study. It also included on
the theoretical framework, the conceptual framework, the paradigm and the definitions of
terms used in the study.
Related Literature
Culture
Culture is hard to define; it is an abstraction. Each person may have his or her
own understanding of culture. There are hundreds conception of culture, each of them is a
point of view, an outlook. (Ajiferuke and Boddewyn’s , 1970:54)
An anthropologist, Edward B. Taylor (1871) is the first one to define the concept of
culture scientifically: “that complex whole which includes knowledge, beliefs, arts, morals,
laws, customs, and any other capabilities and habits acquired by [ahuman] as a member of
society." This definition manages to point out a lot of independent factors to make culture
become an object of a separate science(Bernardi, 1977:10)
In Mexico City Declaration on Cultural Policies, UNESCO (1982) stated that “culture
may now be said to be the whole complex of distinctive spiritual, material, intellectual and
emotional features that characterize a society or social group. It includes not only the arts and
letters, but also modes of life, the fundamental rights of the human being, value systems,
traditions and beliefs; that it is culture that gives man the ability to reflect upon himself. It is
culture that makes us specifically human, rational beings, endowed with a critical judgement
and a sense of moral commitment. It is through culture that we discern values and make
choices. It is through culture that man expresses himself, becomes aware of himself,
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recognizes his incompleteness, questions his own achievements, seeks untiringly for new
meanings and creates works through which he transcends his limitations.”
Culture contains many elements such as: customs and habits, languages, religion,
moral standards, values, opinions and live styles, education, arts, and social institutions
(family, school, policies, etc…)(Hager, 2011).
Rai and Panna (2010) present culture with many characteristics, but four main ones
are:
1. Culture is social. Culture is not created by an individual. It is formed and
developed through social interaction and to be shared among members of a group or society.
2. Culture is systematic. This means any values need to be considering in close
relation with one another. Its completeness allows us to distinguish complete culture from a
set of discrete cultural values.
3. Culture has value. Culture is a system but not all the systems are culture. Culture
is a system with values. Culture is a measuring tool of humanity level.
4. Culture is shared and learnt. Thus, culture can be inherited and transmitted from
one generation to another, which makes it dynamic and continuous. Through its historical
growth, culture can be changed in response to conditions of physical environment.
With those characteristics, culture plays an important role in any society. Culture is
the connection among every member, it determines the behavior, opinions and the way one
conceives the world.
Organizational Culture
There is no fixed, universal definition or understanding for culture, and neither for
organizational culture, there is no single definition for it. In general, as indicated by Knapp
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(2006) the organizational concept of culture is an adaptation of the anthropological concept.
Researchers in academic sector have given various
ways of defining organizational culture.
Louis (1980) define organizational culture as a set of understandings or meanings
shared by a group of people that are largely tacit among members and are clearly relevant and
distinctive to the particular group which are also passed on to new
members. This definition implies the culture’s characteristic of being shared and learn.
Chatman and Eunyoung (2003) describe it as a system of shared assumptions, values,
and beliefs which guide people to be aware of appropriate and inappropriate behavior.
In other words, Geert (2014), in his website, refers to organizational culture as "the
collective programming of the mind that distinguishes the members of one organization from
others”.
Alvesson (2002) used this term as “an umbrella concept for a way of thinking which
take serious interest in cultural and symbolic phenomena”. The author also included values
and assumption about social reality in that.
Another way to define organizational culture is a system of meanings which are
accepted by the members in a given time (Pettigrew, 1979)
According to Edgar Schein (1992) of MIT’s Sloan School of Management
Organizational Culture is “a pattern of shared basic assumptions that the group learned as it
solved its problems of external adaptation and internal integration, that has worked well
enough to be considered valid and, therefore, to be taught to new members as the correct way
to perceive, think, and feel in relation to those problems”.
Lawrence and Lorsch (1967) defined an organization as a system of inter-related
behavior of people who are performing a task that has been differentiated into several distinct
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sub-system performing a portion of the task, and the efforts of each being integrated to
achieve effective performance of the system.
Schein, 2010 defined culture as a pattern of shared basic assumptions learned by a
group as it solved its problems of external adaptation and internal integration, which has
work well enough to be considered valid and, therefore, to be taught to new members as the
correct way to perceived, think, and feel in relation to those problems (pp. 18)
Organizational Culture is related to effectiveness indicated by some important
organizational outcome. Denison and Mishra (1995), measured the organizational culture for
traits: cooperative, consistency, innovativeness and effectiveness was measured by subjective
and objective items. These items were mostly related to financial outcomes except one
subjective item- employee satisfaction.
Schein (1992): 106 defines organizational culture as the pattern of shared basic
assumption, values, norms and artifacts that the organization members learned as they solved
organizations problems of external adaptation and internal integration.
The Role of Organizational Culture
Culture affects the behaviors of the member in its society. So, a strong organizational
culture would clearly influence the way employees behave in the firm. That is to say the
organizational culture may generate competitive advantages for the organization by
enhancing employees’ performance and cooperation with each other. Besides that, a strong
culture helps to reduce the conflict within the organization, to dispatch, control and motivate
employees (Dawson, 2010, Schein, 2010, McKenna, 2012)
Organizational culture helps the members to gain a clear view of the task’s target and
orientation. A strong culture also creates good relationship among members as they share
common understanding and interest. It improves the working environment to be comfortable
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and healthy. When an organization is successful in building a strong culture, it creates the
employees’ faithfulness to the firm, which makes the members feel proud of the organization
as well as the job they are doing. (Dawson, 2010)
Different cultural characteristics
Robbins and Barnwell (2006) illustrate ten key characteristics which help describe
how cultures differ from one another, across various organizations.
 Individual initiative. This refers to the degree of independence, freedom and
responsibility individuals have
 Risk tolerance This refers to the degree to which employees are encouraged to be risk-
seeking, aggressive and innovative
 Direction This refers to the degree to which organizations create clear performance
expectations and objectives
 Integration This refers to the degree to which different units within the organization
operate and are encouraged to operate in a coordinated manner
 Management support This refers to the degree to which supervisors support their
subordinates and provide clear assistance and communication
 Control This refers to the number of regulations and rules and the nature of direct
supervision which is used to control and oversee employee behavior.
 Identity This refers to the degree to which members identify with the organization as a
whole as opposed to their particular work group
 Reward system This refers to the degree to which employee performance criteria are
used as the basis for reward allocations
 Conflict tolerance This refers to the degree to which employees are encouraged to air
criticisms and conflicts openly
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 Communication patterns This refers to the degree to which the formal hierarchy of
authority restricts organizational communications
If there is a strong culture in an organization, values are widely shared and intensely
held by organizational members. A culture can have more influence on the behavior of
members, if a larger number of members accept the core values and commit to them. An
organization with a strong organizational culture will experience a reduction in employee
turnover. This is because members feeling strongly about what the organization represents
(Robbins & Judge, 2011). Sub-cultures can affect the organization in a positive or negative
way. They may strengthen the existing dominant culture or promote opposite values and
assumption to the existing dominant culture (Saiyadin, 2003). Values within an organization
play an important role in organizational culture
Related studies
Bernard Lim 1990 conducted a study entitled “Examining the organizational culture
and organizational performance link” claims for a link between organizational culture and
corporate performance, few studies appear to have actually examined the existence as well as
the nature of this relationship. The relationship between organizational culture and
performance is examined. In order to do this, approaches use to study organizational culture
will be presented as a basis for examining existing empirical research on the relationship
between culture and performance.
Andrew D Brown, Ken Starkey conducted a study entitled “The Effect of
Organizational Culture of Communication and Information” Is demonstrate the importance
and utility of the notion of organizational culture for scholars and practitioners in the field of
information studies. It presents a theoretical and empirical examination of the effects of the
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culture on communication and information in organizations. The concepts of organizational
culture, information and communication are briefly explored.
Betania et al., (2005) conducted entitled “Leveraging Competitiveness upon National
Cultural traits: The Management of people in Brazilian Companies” Discuss the leveraging of
competitiveness upon cultural traits. Since the globalization process has raised a series of
challenges for companies have sought to respond mainly through the adoption of
management practices proved to be successful elsewhere. This process is obviously not
simple because it requires from company leaders first the capacity to re-signify the cultural
traits in a different manner, i.e. to perceive it as a source of competitiveness for the company
and the competence to build a management practice upon this cultural trait so that it will
leverage the competitiveness of the company.
Tsai-Yuan Lin, et al., (2012) conducted this study entitled “Confirmation of the
organizational culture moderation effect” to encourage employees to participate in
developing innovative ideas, organization should provide sufficient incentive for stimulation,
including the commitment from the organization on issues that promise to provide assistance
for resource, support and reward and be open-minded to employee feedback.
Kerry D. Carson (2014) conducted the study entitled “The role of individual cultural
traits and pro-activity in an organizational setting” this study is unique in that its explore
individual pro-activity in an organizational selling environment related to cultural traits at the
individual level.
Chang and Lin (2007) found that the organizations with cultural traits of
cooperativeness and innovativeness have a predisposition to resist the acceptance or use of
information security management systems and tools. They also found that organization with
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cultural traits of consistency and effectiveness have a predisposition to acceptor use of
security management systems and tools.
Theoretical Framework
Organizational culture model
Organizational culture models have been developed to review, assess and define the
nature of the culture in organizations.
The Competing Values Framework
Organizational culture can be examined by using the Competing Values Framework,
which is used to explore competing demands within an organization between its internal and
external environment, and between its flexibility and control. These conflicting demands
make up the two axes of the competing values model. The first dimension of conflicting
demands indicates that organizations with an internal focus place the emphasis on
communication, integration and information management (Parker & Bradley, 2000). On the
other hand, organizations with an external focus place the emphasis on the interface with the
external environment, growth and the acquisition of resources. On the second dimension,
organizations which focus on control emphasize cohesion and control. Organizations with a
focus onflexibility, however, emphasize spontaneity and adaptability (Parker &
Bradley,2000)
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Figure 1.
The Competing Values Framework (Parker & Bradley, 2000:128)
When combined, these two dimensions of competing values map out four major types
of organizational culture: a control/internal focus (hierarchy), a flexibility/external focus
(adhocracy), a flexibility/internal focus (clan) and a control/external focus (market). The
culture types therefore have implications for leadership and maintaining employee
commitment.
A control/internal focus results in an internal process model which uses
communication and information management to achieve stability and control. This model
emphasizes conformity, enforcement of rules and attention to technical matters, and therefore
has also been referred to as a hierarchical culture (Parker & Bradley, 2000). Formal rules and
procedures that are enforced within an organization are used to achieve individual conformity
and compliance. The traditional theoretical model of public administration and bureaucracy
relies on control mechanisms such as formal rules and procedures. It is therefore best
reflected in the internal process model (Parker & Bradley, 2000).
A control/internal focus results in an internal process model which uses
communication and information management to achieve stability and control. This model
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emphasizes conformity, enforcement of rules and attention to technical matters, and therefore
has also been referred to as a hierarchical culture (Parker & Bradley, 2000:129). Formal rules
and procedures that are enforced within an organization are used to achieve individual
conformity and compliance. The traditional theoretical model of public administration and
bureaucracy relies on control mechanisms such as formal rules and procedures. It is therefore
best reflected in the internal process model (Parker &Bradley, 2000).
A control/external focus results in a rational goal model which makes use of
goalsetting and planning to achieve efficiency and productivity. This model emphasizes goal
fulfilment and outcomes and is therefore also referred to as a rational culture. This type of
organization is production orientated and employees are organized in ways to achieve
designated objectives and goals. This organizational model tries to achieve goals such as
efficiency and productivity (Parker & Bradley, 2000:129).
These four types of organizational culture appear to be incompatible. Research has
suggested, however, that the four different models of organizational culture can, and do,
coexist in the same organization (Parker & Bradley, 2000:129). A desirable state for an
organization would be a balance between the four different culture types. Harrison (1993)
also describes organizational culture using four dimensions. More than Parker and Bradley’s
model, his model acknowledges the difference between the organizations’ manifested culture
and its desired culture.
These four types of organizational culture appear to be incompatible. Research has
suggested, however, that the four different models of organizational culture can, and do,
coexist in the same organization (Parker & Bradley, 2000:129). A desirable state for an
organization would be a balance between the four different culture types. Harrison (1993)
also describes organizational culture using four dimensions. More than Parker and Bradley’s
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model, his model acknowledges the difference between the organizations’ manifested culture
and its desired culture.
Figure 2.
Organizational Culture Model by Harrison (1993)
The need to use power in an organization is crucial in order to influence behavior and
exercise control. High centralization and low formalization characterize a power orientated
culture. A power-orientated culture can be regarded as being rule orientated as it focuses on
division of work, authority, normalization and rationality in procedures. Formal authority is
key in this type of organizational culture as it is used to control and influence activities within
the organization. Communication in this type of organization is usually top-down.
Advantages of the power dimension include the ability to make rapid internal changes and
provide certainty and direction (Manetjie, 2009).
Role-orientated culture focuses mainly on specialization and job description. Work is
therefore controlled by rules and procedures. This type of organizational culture is high in
both centralization and formalization. The different functions of the role-orientated culture
can be looked at as a series of pillars that are controlled and coordinated by senior executives.
Communication and role procedures control the central and formal functions that can be seen
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as the foundation and pillars of the organization. Advantages of the role dimension include
reduced conflict because of clear lines of responsibility and authority, as well as efficient
operations as a result of well-designed systems and structures (Manetjie, 2009).
Achievement-orientated culture has organizational members who focus on achieving
the set goals and purpose of the organization. The mode of operation in this culture is low in
centralization and high in formalization. Competencies, skills and power form the core of this
organizational culture. Therefore, competency and appropriate knowledge determine
authority. In order to meet organizational goals, the right people need to be brought together
within the organization. Work activities are orientated around teams and not individuals.
Team jobs create a high-flexibility, high-performance and high-commitment organization.
Advantages of the achievement dimension include increased internal motivation. The final
culture dimension is support-orientated culture (Manetjie, 2009).
Support-orientated culture emphasizes the individual as the central point of the
organization. This kind of organizational culture is based on mutual trust between the
individual and the organization. This culture is low in centralization and formalization. Power
and control over employees are minimal as the organizational structure is a benevolent cluster
with minimal hierarchy. Task competence determines authority. Employees’ well-being is
important to top management and the outcomes of decisions on employees are considered
first. Consensus decision-making replaces central and formal power. Communication flows in
all directions and is often informal. Advantages of the support dimension include high levels
of effective and cooperative group work and good internal communication (Manetjie, 2009).
Organizational culture plays numerous roles within an organization. These various roles will
be discussed in detail next, with a particular focus on organizational commitment
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Conceptual Framework
OUTPUT
INPUT PROCESS
1. -Profile of the respondents

according to: Questionnaire
1.1 Age;
 Survey
1.2 Sex;
1.3 Civil Status; Questionnaires
1.4 Position; Organizational
culture traits of
1.5 Educational attainment; Statistical tools
Selected LGU
1.6 Years in service. Departments in
Percentage
Masinloc Zambales
2. Perception towards the
organizational culture traits  Weighted Mean
according to;
 Analysis of
-cooperativeness
-Innovativeness Variance
-consistency (ANOVA)
-effectiveness
Figure 3.
The Paradigm of the study showing the
relationship of the variables
The input includes the profile of the respondents in terms of age, sex, civil status,
position, educational attainment, and years in service; perception towards the organizational
culture traits according to four dimensions’ cooperativeness, Innovativeness, consistency, and
Effectiveness.
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The process includes the survey using questionnaire and formulas which are the
tools to be used. The output identified the employees organizational culture traits.
Null Hypothesis
1. There is no significant difference on the perception towards the organizational culture
traits of respondents when grouped according to variables in problem number 1.
Definition of Terms
To understand the terminologies, the following are hereby defined:
Cooperativeness. This culture focuses on flexibility, cooperation, knowledge sharing, trust,
and teamwork. This cooperative culture works in a friendly environment.
Innovativeness. This culture has the features of innovation, creativity, enterprising,
adaptability, and dynamism. The environment support creativity in this culture.
Innovativeness could be defined as the ability to produce something original. It could also be
described as a process which directs employee to produce new, useful, and comprehensible
outcomes (Kao, 1989).
Consistency. This culture focuses on the system, rules, regulations, uniformity, and
productivity. The culture is highly organized and consistent. An innovative structure of
corporations requires consistently researching new opportunities and facilities in a systematic
manner (Cavus, &Akgemci, 2008).
Effectiveness. This culture focuses on competitiveness, target accomplishment, production,
and performance. A company which has the features of an effective culture is primarily
result-oriented and profit-oriented. Innovation acquired by creativity provide a strong
economy for enterprises and ensure the opportunity to obtain advantages for success
(Gumusluoghu, &Ilsev, 2009)
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Chapter 3
METHODOLOGY
This chapter presents the methodology used in conducting this study. It includes the
research design, population, sampling techniques used, locale of the study, the instrument,
data distribution and collection method and the statistical treatment used in the study.
Research Design
The study used a descriptive kind of design to conduct the research. In a descriptive
study, the researcher comes up with findings that answer the questions of; who, what, where,
when, or how? A clearly defined hypothesis is essential to handle a descriptive study. The
hypothesis must be accompanied by a number of investigative questions serving the study
objectives (Cooper 7 Schindler, 2011). Descriptive research design was used as that study
was concerned with finding out the influencing organizational culture traits of employee.
Locale of the Study
This study was conducted at Masinloc, Zambales.
Masinloc is located in the northern part of Zambales. It is 30 kilometers north of the
provincial capital which is Iba. It is approximately 110 kilometers north of Olongapo City
and 250 kilometers from Manila.
The town is divided into two parts by the Masinloc River. The barangays of Bani,
Taltal and Baloganon are situated in the northern part while the other barangays except the
island of San Salvador are situated on the southern part.
Masinloc is located at the northern part of Zambales. It is situated between two
growth centers namely, Subic and Olongapo in the south and Dagupan City and Baguio City
in the north. It is considered as one of the “growth areas” in the province of Zambales and
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was accredited by the Philippine Economic Zone Authority (PEZA) as potential site for
industrial development.
Visited by Spanish Explorer Juan de Salcedo in 1572, Masinloc was named after a
Bolinao-Zambal phrase “BabalininMasinIlog”, which means “the town where there is a
river” or the “Jinloc Tree” that previously abounds in the area. Masinloc was organized as a
town and as the first capital of Zambales in 1607. It is the third biggest town in the province
with a total land area of 33,150 hectares and is comprised of 13 barangays, 11 along the
coastal areas and 2 in the uplands.
The municipality is gifted with 3 ecological systems: coastal, lowland and upland. Its
seabed is ideal for port development. The town boosts of its protected marine sanctuary. It
has available mineral resources, productive government/ privately owned lands with highly
established agriculture for industrial/ commercial development, existence of good roads,
telephones, ports, airstrip, electric supply and water sources. It is one of the fish producing
towns of Zambales and home for sweet mangoes (Zambales Carabao Mangoes).
The presence of the major corporations like the Coto Mines Inc. (CMI) and the
Masinloc Coal-Fired Thermal Power Plant (MCFTPP) presently operated by AES/Masinloc
Power Partners Co. Ltd. (MPPCL) formerly the National Power Corporation (NAPOCOR)
put the town as a major player in industrialization. In support of this, the LGU focused its
strategies on the following: enlarging non-agricultural employment, encouraging more
commercial establishments; producing high value-crops, providing a secondary source of
income for the people and undertaking strict implementation of environment-related
programs. With the on-going development changes in the municipality, the LGU takes into
account the challenge of balancing different “trade-off”, that of promoting income but also
re-generating ecological value.
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Figure 4.
Map Showing the Exact Location of the Study
The Respondents and the Sampling Technique Used
In this study, since the total population of the Selected Departments is fifteen (15),
the researchers considered using the population sampling all employees were included as the
respondents of this study.
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The Instrument
The tool used was a questionnaire survey. It consisted of Two parts. Part I contains
the profile of the respondents. Part II is the organizational culture traits in the
Cooperativeness, innovativeness, consistency, and effectiveness. This part was lifted from the
study of Shuchih Ernest Chang and Chin-Shienlin(2007).
Data Collection
The researchers sought endorsement from their adviser to conduct a study of
Selected Departments in the Local Government Unit of Masinloc, Zambales. The researchers
proceed to the distribution of questionnaire after the approval was received. Since the
questionnaire was short, the researchers waited until the respondents were done answering
the instrument. The target retrieval rate was one hundred percent.
Data Analysis
The following statistical tools was used to analyze the gathered data after itsanalysis
data were organized, tallied and tabulated. A SPSS Program was used.
1. Percentage.
This was used to compute the profile of the respondent to age, sex, civil status,
highest educational attainment, length of service and monthly income.
2. Weighted Arithmetic Mean.
It was used to determine the average response of the different options provided in
the statement indicators for organizational commitment.
3. ANOVA Analysis of Variance(ANOVA).
This was used to test if there is a significant difference among the variable in the
study.
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Decision Rule:
If the computed P Value is greater than (˃), 0.05 Alpha Level of Significance,
Accept the Null Hypothesis and Reject the Alternative.
4. Interpretation of Data
Likert Scale Method was used to provide data interpretation on the item indicators
for organizational culture traits.
Table 1
Likert Scale Use to interpret perceptions of the
Organizational Culture Traits
Weight Value Qualitative Interpretation
Point
4.20 – 5.00 Strongly Agree (SA)

5
3.40 – 4.19 Agree (A)

4
2.60 – 3.39 Moderately Agree (MA)

3
1.80 – 2.59 Disagree (D)

2
1.00 – 1.79 Strongly Disagree (SD)

1
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Chapter 4
RESULTS AND DISCUSSION
This chapter presents the results and interpretation of the findings based on collected
data, related literature and studies, and the researcher’s observations and actual experience.
1. Profile of the Respondents
Table 2 shows the frequency and percentage distribution of the respondent’s profile in
term of age, sex, civil status, highest educational attainment, employment status and years in
service.
Table 2
Frequency and Percentage Distribution of the Respondents’ Profile
Age Frequency Percent
21-25 years old 15 31.25
26-30 years old 12 25.00
31-35 years old 4 8.33
36-40 years old 3 6.25
41-45 years old 4 8.33
46-50 years old 4 8.33
51-55 years old 4 8.33
56 years old and above 2 4.17
Total 48 100.00
Mean = 33.73 years old
Sex Frequency Percent
Female 30 62.50
Male 18 37.50
Total 48 100.00
Civil Status Frequency Percent

Single 25 52.08
Married 23 47.92
Total 48 100.00
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Table
Frequency and Percentage Distribution of the Respondents’ Profile
(continuation)
Highest Educational Frequency Percent
Attainment
Non Bachelor Degree Holder 5 10.42
Bachelor Degree 37 77.08
Masteral Undergraduate 5 10.42
Doctorate Undergraduate 1 2.08
Total 48 100.00
Employment Status Frequency Percent
Regular 30 62.50
Casual 18 37.50
Total 48 100.00
Years in Service Frequency Percent

Below 5 years 35 72.92
6-10 years 4 8.33
11-15 years 1 2.08
16-20 years 5 10.42
21 years and above 3 6.25
Total 48 100.00
Mean = 6.44 years
Age. Out of 48 respondents, there were 15 or 31.25% from age bracket 21-25, 12 or
25.00% from age bracket 26-30, 4 or 8.33% from age bracket 31-35, 4 or 8.33% from age
bracket 41-45, 4 or 8.33% from age bracket 46-50, 4 or 8.33% from age bracket 51-55, 3 or
6.25% from age bracket 36-40 and 2 or 4.17% from age bracket 56 and above. The computed
mean for age is 33.73 years old. Majority of the respondents were in their early twenty’s.
Sex. There were 30 or 62.50% female respondent and 18 or 37.50% male
respondents. Majority of the respondents are female.
Civil Status. Out of 48 respondents, 25 or 52.08%were single, 23 or 47.92%were
married. Majority of the respondents were single.
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Highest Educational Attainment. Out of 48 respondents, 37 or 77.08% have
bachelor degree, 5 or 10.42% were non-bachelor degree holder, 5 or 10.42% were masters
undergraduate and 1 or 2.08% were doctoral undergraduate.
Employment Status. Out of 48 respondents, 30 or 62.50% were regular while 18 or
37.50% were casual.
Years in Service. Out of 48 respondents, 35 or 72.92% were serving the organization
for less than 5 years, 5 or 10.42% were serving the organization between 16-20 years, 4 or
8.33% were serving the organization between 6-11 years, 3 or 6.25% were serving the
organization for more than 21 years, and 1 or 2.08% was serving the company for 11-15
years. The computed mean for years in service is 6.44 years.
Majority of the respondents were in their early twenty’s, female, with bachelor’s
degree, regular and in the organization for less than 5 years.
2. Perception Towards the Organizational Culture Traits
2.1 Cooperativeness
Table 3 shows the organizational culture traits in terms of cooperativeness.
Table 3
Organizational Culture Traits in terms of Cooperativeness
Cooperativeness Weighted Qualitative Rating Rank

Mean
1. Cooperation across different part of the 4.33 Strongly Agree 2.5
organization is encouraged
2. Employee work like they are part of 4.50 Strongly Agree 1
the Organization
3. There is a continuous investment to 4.31 Strongly Agree 4
develop the skills of employees.
4. Authority is delegated so that 4.29 Strongly Agree 5
employees can act on their own.
5. Employees believe that they can have 4.25 Strongly Agree 6
positive impact
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6. Decisions are made at the levels where 4.33 Strongly Agree 2.5
right information is available
Overall Weighted Average 4.34 Strongly Agree
In terms of “Employee work like they are part of the Organization”, it is interpreted as
Strongly Agree with a weighted mean of 4.50, ranked 1. In terms of “Cooperation across
different part of the organization is encouraged” and “Decisions are made at the levels where
right information is available” it is interpreted as Strongly Agree with a weighted mean of
4.33, ranked 2.5. In terms of “There is a continuous investment to develop the skills of
employees”, it is interpreted as Strongly Agree with a weighted mean of 4.31, ranked 4. In
terms of “Authority is delegated so that employees can act on their own”, it is interpreted as
Strongly Agree with a weighted mean of 4.29, ranked 5. In terms of “Employees believe that
they can have positive impact”, it is interpreted as Strongly Agree with a weighted mean of
4.25, ranked 6.
Overall, the organizational culture traits in terms of cooperativeness is interpreted as
Strongly Agree with an overall weighted mean of 4.34.
Workplace cooperation has been conceptualized as the willful contribution of
employee effort to the successful completion of interdependent organizational tasks
(Wagner,1995). Cooperative behavior is often manifested in members' willingness to work
with others, even when it is not formally demanded, and in preferences for being rewarded
for working alone or in groups (Wageman,1995).
2.2 Consistency
Table 4 shows the organizational culture traits in terms of consistency.
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Table 4
Organizational Culture Traits in terms of Consistency
Consistency Weighted Qualitative Rating Rank

Mean
1. It is easy to coordinate projects across 4.10 Agree 2
different parts of the organization
2. Employees from different parts of the 4.00 Agree 5
organization share a common
perspective.
3. There is a clear agreement regarding 4.08 Agree 3
the right way and the wrong way to do
things
4. Organization pays attention to 4.31 Strongly Agree 1
efficiency and performance for
achieving goals.
5. It is easy to reach consensus, even on 3.94 Agree 6
conflicting issues
6. Organization set up clear goals and 4.04 Agree 4
demand employee to carry out the goal
strictly
Overall Weighted Average 4.08 Agree
In terms of “Organization pays attention to efficiency and performance for achieving
goals”, it is interpreted as Strongly Agree with a weighted mean of 4.31, ranked 1. In terms of
“It is easy to coordinate projects across different parts of the organization”, it is interpreted as
Agree with a weighted mean of 4.10, ranked 2. In terms of “There is a clear agreement
regarding the right way and the wrong way to do things”, it is interpreted as Agree with a
weighted mean of 4.08, ranked 3. In terms of “Organization set up clear goals and demand
employee to carry out the goal strictly”, it is interpreted as Agree with a weighted mean of
4.04, ranked 4. In terms of “Employees from different parts of the organization share a
common perspective”, it is interpreted as Agree with a weighted mean of 4.00, ranked 5. In
terms of “It is easy to reach consensus, even on conflicting issues”, it is interpreted as Agree
with a weighted mean of 3.94, ranked 6.
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Overall, the organizational culture traits in terms of consistency is interpreted as
Agree with an overall weighted mean of 4.08.
Consistency also leads to higher rates of employee satisfaction. If you’re inconsistent
in the rules and standards you set, your employees may end up feeling confused, that your
organization lacks direction and may find themselves unsure whether they really fit in with
the culture (Johansson, 2016)
2.3 Innovativeness
Table 5 shows the organizational culture traits in terms of innovativeness.
Table 5
Organizational Culture Traits in terms of Innovativeness
Innovativeness Weighted Qualitative Rating Rank

Mean
1. Improved ways to do work are 4.42 Strongly Agree 1
continually adapted
2. Innovation are encouraged 4.27 Strongly Agree 4
3. Organization actively leads the 4.31 Strongly Agree 3
employee to grow and innovate.
4. Organization is willing to take a risk 4.10 Agree 6
and it is indeed an ambitious and
energetic organization.
5. Organization have a vision and insight 4.38 Strongly Agree 2
to create new opportunities
6. Employees inputs directly influences 4.21 Strongly Agree 5
company decisions
In terms of “Improved ways to do work are continually adapted”, it is interpreted as
Strongly Agree with a weighted mean 0f 4.42, ranked 1. In terms of “Organization have a
vision and insight to create new opportunities”, it is interpreted as Strongly Agree with a
weighted mean 0f 4.38, ranked 2. In terms of “Organization actively leads the employee to
grow and innovate”, it is interpreted as Strongly Agree with a weighted mean 0f 4.31, ranked
3. In terms of “Innovation are encouraged”, it is interpreted as Strongly Agree with a
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weighted mean 0f 4.27, ranked 4. In terms of “Organization is willing to take a risk and it is
indeed an ambitious and energetic organization”, it is interpreted as Agree with a weighted
mean 0f 4.10, ranked 6.
Overall, the organizational culture traits in terms of innovativeness is interpreted as
Innovation culture is the work environment that leaders cultivate in order to nurture
unorthodox thinking and its application. Workplaces that foster a culture of innovation
generally subscribe to the belief that innovation is not the province of top leadership but can
come from anyone in the organization. Innovation cultures are prized by organizations that
compete in markets defined by rapid change; maintaining the status quo is insufficient to
compete effectively, thus making an innovation culture essential for success.
2.4 Effectiveness
Table 6 presents the organizational culture traits in terms of effectiveness.
Table 6
Organizational Culture Traits in terms of Effectiveness
Effectiveness Weighted Qualitative Rating Rank

Mean
1. Organization emphasizes working 4.27 Strongly Agree 2.5
efficiently and acting efficiently.
2. Employees pay attention to achieved 4.27 Strongly Agree 2.5
good work performance and reach the
goal, regardless of personal feeling.
3. Employees have a shared vision of 4.08 Agree 6
what the organization will look like in
the future.
4. Organization pays attention to maintain 4.19 Agree 4.5
its competition advantages.
5. Organization pays attention to 4.19 Agree 4.5
employee in terms of increasing its
efficiency and pursuing its
accomplishments.
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6. The critical success factor of your 4.35 Strongly Agree 1

office is its good productivity.
In terms of “The critical success factor of your office is its good productivity”, it is
interpreted as Strongly Agree with a weighted mean of 4.35, ranked 1. In terms of
“Organization emphasizes working efficiently and acting efficiently” and “Employees pay
attention to achieved good work performance and reach the goal, regardless of personal
feeling”, both interpreted as Strongly Agree with a weighted mean of 4.27, ranked 2.5. In
terms of “Organization pays attention to maintain its competition advantages” and
“Organization pays attention to employee in terms of increasing its efficiency and pursuing
its accomplishments”, it is interpreted as Agree with a weighted mean of 4.19, ranked 4.5. In
terms of “Employees have a shared vision of what the organization will look like in the
future” it is interpreted as Agree with a weighted mean of 4.08, ranked 6.
Overall, the organizational culture traits in terms of effectiveness is interpreted as
Strong company cultures also give employees opportunities to grow. Offering
promotions, career development programs or extra training can keep employees motivated –
which in turn, improves performance. When everyone is in it together, they will all put forth
the extra effort to achieve organizational goals (https://good.co/blog/company-culture-
impact-employees/).
2.5 Summary
Table 7 presents the summary of perceptions on organizational culture traits.
Table 7
Summary of Perceptions on Organizational Culture Traits
Perception Towards Work Overall Weighted Qualitative Rating Rank

Motivation Mean
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Cooperativeness 4.34 Strongly Agree 1

Consistency 4.08 Agree 4
Innovativeness 4.28 Strongly Agree 2
Effectiveness 4.23 Strongly Agree 3
Grand Mean 4.23 Strongly Agree
In terms of “Cooperativeness” it is interpreted as Strongly Agree with an overall
weighted mean of 4.34, ranked 1. In terms of “Innovativeness” it is interpreted as Strongly
Agree with an overall weighted mean of 4.28, ranked 2. In terms of “Effectiveness” it is
interpreted as Strongly Agree with an overall weighted mean of 4.23, ranked 3. In terms of
“Consistency” it is interpreted as Agree with a weighted mean of 4.08, ranked 4.
In general, the respondents’ perception on organizational culture traits is interpreted
as Strongly Agree with a grand mean of 4.23.
The organizational culture, often referred to as corporate culture, is the atmosphere of
shared beliefs and practices in a company. A positive corporate culture has shared beliefs that
align with the organization's mission, whereas a bad or toxic culture often has a large group
of unhappy or self-serving employees (Leonard, 2019).
3. Analysis of Variance on the Difference in the Perception Towards the

Organizational Culture Traits When Grouped According to the Respondents’
Profile Variable
3.1 Cooperativeness
Table 8 presents the difference in the perception on organizational culture traits as to
Cooperativeness when respondents are grouped according to profile variables
Table 8
Difference in the Perception on Organizational Culture Traits as to Cooperativeness
when Grouped According to Respondents’ Profile Variables
Profile Source of Sum of df Mean F Sig. Interpretation

Variables Variation Squares Square
Age Between Groups 1.78 7 0.25 1.61 0.16 Ho is accepted
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Within Groups 6.30 40 0.16 Not Significant

Total 8.08 47
Sex Between Groups 0.00 1 0.00 0.00 0.96 Ho is accepted
Total 8.08 47
Civil Status Between Groups 0.10 1 0.10 0.59 0.45 Ho is accepted
Total 8.08 47
Highest Between Groups 0.51 3 0.17 0.98 0.41 Ho is accepted
Educational Within Groups 7.57 44 0.17 Not Significant
Attainment
Total 8.08 47
Employment Between Groups 0.23 1 0.23 1.33 0.25 Ho is accepted
Status Within Groups 7.85 46 0.17 Not Significant
Total 8.08 47
Years in Between Groups 0.56 4 0.14 0.80 0.53 Ho is accepted
Service Within Groups 7.52 43 0.17 Not Significant
Total 8.08 47
The computed significant values of 0.16, 0.96, 0.45, 0.41, 0.25, 0.53 are greater than
(>) 0.05 Alpha Level of Significance, therefore the null hypothesis is accepted. There is no
significant difference in the perception on Organizational Culture Traits as to
Cooperativeness when grouped according to respondents’ profile variables
Research suggests that personal cooperativeness and an organization's emphasis on
collectivistic or individualistic values may each contribute separately to cooperative behavior.
But they may also interact to influence members' cooperative behavior. The result of this
interaction can depend on the match or mismatch between a person's individual disposition to
cooperate and the individualism or collectivism of the organization's culture (Chatman, 1995)
3.2 Consistency
Consistency when respondents are grouped according to profile variables.
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Table 9
Difference in the Perception on Organizational Culture Traits as to Consistency when
Grouped According to Respondents’ Profile Variables

Total 8.97 47
Total 8.97 47
Total 8.97 47
Attainment
Total 8.97 47
Total 8.97 47
Total 8.97 47
significant difference in the perception on Organizational Culture Traits as to Consistency
when grouped according to respondents’ profile variables.
Consistency is a certain repeatability of behavior so that people can predict how you
will respond in any given situation and also know with clarity how they are expected to
operate. If culture is largely shaped by people’s expectations around how to behave, then
consistent leadership behavior is vital (Fajak, 2016). Workplaces in which consistency is
present appear better organized than those in which things are constantly changing. When
your practices and procedures are consistent, your workplace will likely seem less chaotic
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and more under control. By creating an environment that is consistent, you can help both
your workers and your customers feel comfortable in the workplace. By making things
consistent, you can allow employees to dedicate more of their time to the completion of their
actual job duties, likely leading to an increase in productivity (Erin, 2019)
3.3 Innovativeness
Innovativeness when respondents are grouped according to profile variables.
Table 10
Difference in the Perception on Organizational Culture Traits as to Innovativeness
when Grouped According to Respondents’ Profile Variables

Total 8.62 47
Total 8.62 47
Total 8.62 47
Attainment
Total 8.62 47
Total 8.62 47
Total 8.62 47
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significant difference in the perception on Organizational Culture Traits as to Innovativeness
when grouped according to respondents’ profile variables
Innovation cultures often measure employees based on metrics such as value creation
(for customers as well as for shareholders) and competitive differentiation, instead of
traditional metrics such as on-time delivery and revenue generation. Companies that foster
innovative thinking also encourage discovery and find ways to reward time spent on the
research required to generate new products and ideas. A much-cited example of this is
Google's "20% time" policy, which allows employees to spend one-fifth of their work week
on what they want to work on, with the expectation that this discretionary work will result in
an "aha" moment (Rouse, 2015).
3.4 Effectiveness
Effectiveness when respondents are grouped according to profile variables.
Table 11
Difference in the Perception on Organizational Culture Traits as to Effectiveness when
Grouped According to Respondents’ Profile Variables

Total 10.81 47
Total 10.81 47
Total 10.81 47
Attainment
Total 10.81 47
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Total 10.81 47
Total 10.81 47
significant difference in the perception on Organizational Culture Traits as to Effectiveness
when grouped according to respondents’ profile variables.
Organizational cultures can have varying impacts on employee performance and
motivation levels. Oftentimes, employees work harder to achieve organizational goals if they
consider themselves to be part of the corporate culture. Different cultures operating in one
company can also impact employee performance.
(https://www.businessballs.com/organisational-culture/organisational-culture-and-employee-
performance/)
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Chapter 5
SUMMARY, CONCLUSIONS AND RECOMMENDATIONS
This chapter contains the summary of the findings, conclusions derived from the
finding and recommendations.
Summary of Findings
1. Profile of the Respondents
1.1.Age. Out of 48 respondents, there were 15 or 31.25% from age bracket 21-25, 12 or
25.00% from age bracket 26-30, 4 or 8.33% from age bracket 31-35, 4 or 8.33%
from age bracket 41-45, 4 or 8.33% from age bracket 46-50, 4 or 8.33% from age
bracket 51-55, 3 or 6.25% from age bracket 36-40 and 2 or 4.17% from age bracket
56 and above. The computed mean for age is 33.73 years old. Majority of the
respondents were in their early twenty’s.
1.2.Sex. There are 30 or 62.50% female respondent and 18 or 37.50% male respondents.
Majority of the respondents are female.
1.3.Civil Status. Out of 48 respondents, 25 or 52.08% were single, 23 or 47.92% were
married. Majority of the respondents were single.
1.4.Highest Educational Attainment. Out of 48 respondents, 37 or 77.08% have
bachelor degree, 5 or 10.42% were non-bachelor degree holder, 5 or 10.42% were
masters undergraduate and 1 or 2.08% were doctoral undergraduate.
1.5.Employment Status. Out of 48 respondents, 30 or 62.50% were regular while 18 or
37.50% were casual.
1.6.Years in Service. Out of 48 respondents, 35 or 72.92% were serving the organization
for less than 5 years, 5 or 10.42% were serving the organization between 16-20 years,
4 or 8.33% were serving the organization between 6-11 years, 3 or 6.25% were
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serving the organization for more than 21 years, and 1 or 2.08% was serving the
company for 11-15 years. The computed mean for years in service is 6.44 years.
Majority of the respondents were in their early twenty’s, female, with bachelor’s
degree, regular and in the organization for less than 5 years.
2. Perception Towards the Organizational Culture Traits
2.1. Cooperativeness
In terms of “Employee work like they are part of the Organization”, it is
interpreted as Strongly Agree with a weighted mean of 4.50, ranked 1. In terms of
“Cooperation across different part of the organization is encouraged” and “Decisions
are made at the levels where right information is available” it is interpreted as
Strongly Agree with a weighted mean of 4.33, ranked 2.5. In terms of “There is a
continuous investment to develop the skills of employees”, it is interpreted as
Strongly Agree with a weighted mean of 4.31, ranked 4. In terms of “Authority is
delegated so that employees can act on their own”, it is interpreted as Strongly Agree
with a weighted mean of 4.29, ranked 5. In terms of “Employees believe that they
can have positive impact”, it is interpreted as Strongly Agree with a weighted mean
of 4.25, ranked 6.
Overall, the organizational culture traits in terms of cooperativeness is
interpreted as Strongly Agree with an overall weighted mean of 4.34.
2.2. Consistency
In terms of “Organization pays attention to efficiency and performance for
achieving goals”, it is interpreted as Strongly Agree with a weighted mean of 4.31,
ranked 1. In terms of “It is easy to coordinate projects across different parts of the
organization”, it is interpreted as Agree with a weighted mean of 4.10, ranked 2. In
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terms of “There is a clear agreement regarding the right way and the wrong way to
do things”, it is interpreted as Agree with a weighted mean of 4.08, ranked 3. In
terms of “Organization set up clear goals and demand employee to carry out the goal
strictly”, it is interpreted as Agree with a weighted mean of 4.04, ranked 4. In terms
of “Employees from different parts of the organization share a common perspective”,
it is interpreted as Agree with a weighted mean of 4.00, ranked 5. In terms of “It is
easy to reach consensus, even on conflicting issues”, it is interpreted as Agree with a
weighted mean of 3.94, ranked 6.
Overall, the organizational culture traits in terms of consistency is interpreted
as Agree with an overall weighted mean of 4.08.
2.3. Innovativeness
In terms of “Improved ways to do work are continually adapted”, it is
interpreted as Strongly Agree with a weighted mean 0f 4.42, ranked 1. In terms of
“Organization have a vision and insight to create new opportunities”, it is interpreted
as Strongly Agree with a weighted mean 0f 4.38, ranked 2. In terms of “Organization
actively leads the employee to grow and innovate”, it is interpreted as Strongly Agree
with a weighted mean 0f 4.31, ranked 3. In terms of “Innovation are encouraged”, it
is interpreted as Strongly Agree with a weighted mean 0f 4.27, ranked 4. In terms of
“Organization is willing to take a risk and it is indeed an ambitious and energetic
organization”, it is interpreted as Agree with a weighted mean 0f 4.10, ranked 6.
Overall, the organizational culture traits in terms of innovativeness is
interpreted as Strongly Agree with an overall weighted mean of 4.28.
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2.4. Effectiveness
In terms of “The critical success factor of your office is its good productivity”,
it is interpreted as Strongly Agree with a weighted mean of 4.35, ranked 1. In terms
of “Organization emphasizes working efficiently and acting efficiently” and
“Employees pay attention to achieved good work performance and reach the goal,
regardless of personal feeling”, both interpreted as Strongly Agree with a weighted
mean of 4.27, ranked 2.5. In terms of “Organization pays attention to maintain its
competition advantages” and “Organization pays attention to employee in terms of
increasing its efficiency and pursuing its accomplishments”, it is interpreted as Agree
with a weighted mean of 4.19, ranked 4.5. In terms of “Employees have a shared
vision of what the organization will look like in the future” it is interpreted as Agree
with a weighted mean of 4.08, ranked 6.
Overall, the organizational culture traits in terms of effectiveness is interpreted
as Strongly Agree with an overall weighted mean of 4.23.
2.5. Summary
In terms of “Cooperativeness” it is interpreted as Strongly Agree with an
overall weighted mean of 4.34, ranked 1. In terms of “Innovativeness” it is
interpreted as Strongly Agree with an overall weighted mean of 4.28, ranked 2. In
terms of “Effectiveness” it is interpreted as Strongly Agree with an overall weighted
mean of 4.23, ranked 3. In terms of “Consistency” it is interpreted as Agree with a
weighted mean of 4.08, ranked 4.
In general, the respondents’ perception on organizational culture traits is
interpreted as Strongly Agree with a grand mean of 4.23.
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3. Analysis of Variance on the Difference in the Perception Towards the

Organizational Culture Traits When Grouped According to the Respondents’
Profile Variable
3.1. Cooperativeness
The computed significant values of 0.16, 0.96, 0.45, 0.41, 0.25, 0.53 are
greater than (>) 0.05 Alpha Level of Significance, therefore the null hypothesis is
accepted. There is no significant difference in the perception on Organizational
Culture Traits as to Cooperativeness when grouped according to respondents’ profile
variables
3.2. Consistency
Culture Traits as to Consistency when grouped according to respondents’ profile
variables
3.3. Innovativeness
Culture Traits as to Innovativeness when grouped according to respondents’ profile
variables
3.4. Effectiveness
52
53
Culture Traits as to Effectiveness when grouped according to respondents’ profile
variables.
Conclusions
Based on the summary of the investigations conducted, the researchers have
concluded that:
1. Majority of the respondents were in their early twenty’s, female, with bachelor’s degree,
regular and in the organization for less than 5 years.
2. In general, the respondents’ perception on organizational culture traits is interpreted as
Strongly Agree with a grand mean of 4.23.
3. There is no significant difference in the perception on Organizational Culture Traits as to
Cooperativeness, Consistency, Innovativeness and Effectiveness when grouped according
to respondents’ profile variables
Recommendations
Based on the summary of the investigations and conclusions arrived at, the
researchers have offered the following recommendations:
1. The creation of a culture of openness and trust is essential so that employees can speak
freely about their opinions, feedback and suggestions. In an open culture information and
ideas will be more easily exchanged, and this can result in an increased service quality.
2. The local municipality should introduce organizational values to which staff members can
relate to ensure that the correct kind of commitment is achieved. Values which should be
instituted should include elements of: customer focus, commitment, responsibility,
integrity, service delivery, transparency and responsiveness.
53
54
3. The local municipality should implement a mechanism which would allow them to be
more responsive to citizens.
54
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lix
APPENDICES
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APPENDIX “A”
QUESTIONNAIRE
Republic of the Philippines College of Accountancy and Business Administration
Masinloc, Zambales
SURVEY INSTRUMENT
Dear Respondents,
We, the 4th year BSBA major in HRDM students are currently working on our thesis
entitled “Organizational Culture Traits of Selected Departments in Local Government Unit in
Masinloc, Zambalesfor the year 2018.”
In this regard, we are requesting your cooperation and kindness to provide the needed
information and data for the completion of this noble research work.
Rest assured that for whatever information accorded to us shall be treated with utmost
secrecy and confidentiality.
The Researchers
Respondent’s Profile
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Name (Optional):_____________________________________
Address:______________________________________
Age: ( ) 21-25 ( ) 36-40 ( )51-55
( ) 26-30 ( ) 41-45 ( )56 above
( ) 31-35 ( ) 46-50
Sex: ( )Female ( )Male
Civil Status: ( )Single ( )Married ( )Separated ( )Widowed
Highest Educational Attainment:
( ) Non-bachelor degree holder
( ) Bachelor Degree
( ) Masteral undergraduate
( ) Masteral Degree
( ) Doctorate undergraduate
( ) Doctorate graduate
Years in Service:
( )Below 5 years ( ) 16-20 years years
( ) 6-10 years ( ) 21 years and above
( )11-15 years
Perception Towards Organizational Culture Traits
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Please check (√) opposite to each item indicator on your agreement regarding the
perception towards organizational culture traits of employee according to types:
5 – Strongly Agree (SA)
4 – Agree (A)
3 – Moderately Agree (MA)
2. – Disagree (D)
1 – Strongly Disagree (SD)
Cooperativeness 5 4 3 2 1
1
Selected Departments empower the employees.
Selected Departments encourage employees to
2 actively participate in all activities and events.
Selected Departments employees are devoted to

3
protect their organization.
Employees are trusted by Selected Departments

4
and participate in the decision process.
Selected Departments pays attention to human
5 resource development, and staff’s morale and team
work.
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Innovativeness 5 4 3 2 1
Selected Departments have courage to make

1
innovation and the risk.
Selected Departments actively lead the faculty and

2
staff to grow and innovate.
Selected Departments have vision and insight to
3 create new opportunities.
Selected Departments is willing to take risk and it

4
is indeed an ambitious and energetic organization.
The Selected Departments pays attention to the
5 uniqueness of employees and encourage innovation
from them.
This organization has a great deal of personal

6
meaning for me.
Consistency 5 4 3 2 1
Selected Departments set up clear goals and
1 demand employer employee to carry out the goal
strictly
Your Selected Departments always has formal and

2
strict rules for employees
Selected Departments pays attention to efficiency
3 and performance for achieving the goals.
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Operation of the Selected Departments emphasizes
4 stability and conservative culture. It does not allow
any confusion.
Selected Departments is systematic organization
where each employer employee has clear duty and

5
its operation is well defined with clear rules to
follow.
This organization has a great deal of personal

6
meaning for me.
Effectiveness 5 4 3 2 1
Selected Departments emphasize working

1
efficiency and act efficiency.
Selected Departments pays attention to achieved
2 good work performance and reach the goal,
regardless of personal feeling.
The critical success factor of your Selected
3 Departments is its good productivity.
Selected Departments pays attention to work

4
efficiency.
Selected Departments pays attention to maintain its

5
competition advantages.
6 Selected Departments pays attention to employer
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employee in terms of increasing its efficiency and
pursuing its accomplishments.
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APPENDIX “B”
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APPENDIX “C”
Data Matrix
Cooperativeness 1 2 3 4 5 Total
1. Cooperation across different part of the 0 1 2 25 20 48
organization is encouraged
2. Employee work like they are part of the 0 0 1 22 25 48
Organization
3. There is a continuous investment to develop the 0 0 4 25 19 48
skills of employees.
4. Authority is delegated so that employees can act 0 1 4 23 20 48
on their own.
5. Employees believe that they can have positive 0 0 4 28 16 48
impact
6. Decisions are made at the levels where right 0 0 4 24 20 48
information is available
Consistency 1 2 3 4 5 Total
1. It is easy to coordinate projects across different 0 1 7 26 14 48
parts of the organization
2. Employees from different parts of the 0 2 8 26 12 48
organization share a common perspective.
3. There is a clear agreement regarding the right 0 0 9 26 13 48
way and the wrong way to do things
4. Organization pays attention to efficiency and 0 0 2 29 17 48
performance for achieving goals.
5. It is easy to reach consensus, even on conflicting 0 3 9 24 12 48
issues
6. Organization set up clear goals and demand 0 0 6 34 8 48
employee to carry out the goal strictly
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Effectiveness 1 2 3 4 5 Total
1. Organization emphasizes working efficiently 0 0 3 29 16 48
and acting efficiently.
2. Employees pay attention to achieved good work 0 0 7 21 20 48
performance and reach the goal, regardless of
personal feeling.
3. Employees have a shared vision of what the 0 0 8 28 12 48
organization will look like in the future.
4. Organization pays attention to maintain its 0 0 5 29 14 48
competition advantages.
5. Organization pays attention to employee in 0 1 8 20 19 48
terms of increasing its efficiency and pursuing
its accomplishments.
6. The critical success factor of your office is its 0 0 5 21 22 48
good productivity.
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CURRICULUM
VITAE
lxix
lxx
APPENDIX “D”
FONTILLAS, MARIA PAULA C.

North Poblacion,Masinloc,Zambales
Mobile: 09055110094
Email:fontillaspaula0@gmail.com
CAREER OBJECTIVE
To obtain employment with a company that offers a positive atmosphere to
learn and implement new skills and technologies for the betterment of the organization.
PERSONAL DATA
DATE OF BIRTH: April 28, 1998
PLACE OF BIRTH: Masinloc,Zambales
CIVIL STATUS: Single
GENDER: Female
AGE: 20
RELIGION: RomanCatholic
HEIGHT: 5’2
WEIGHT: 55kg.
CITIZENSIP: Filipino
FATHER: William A. Fontillas
MOTHER: Ofelia C. Fontillas
EDUCATIONAL BACKGROUND
Tertiary
President Ramon Magsaysay Technological State University
Bachelor of Science in Business Administration Major in
Human Resource Development
Masinloc, Zambales
Secondary Education
San Andres School of Masinloc
Masinloc, Zambales
2013-2014
Elementary Education
President Ramon F. Magsaysay Elementary School
Castillejos, Zambales
2009-2010
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SEMINARS ATTENDED
STRAMA 2018 ADVOCATING SOCIAL DEVELOPMENT AMIDST THE

CHANGING
CORPORATE WORLD
PRMSU IBA GUMNASIUM
NOVEMBER 23,2018
MAINSTREAMING GENDER ON LEADERSHIP TRAINING AND

SEMINAR FOR BSBA GRADUATING STUDENTS OF MASINLOC CAMPUS
MUNICIPAL FUNCTION ALL IN MASINLOC, ZAMBALES
OCTOBER 30, 2018
ENTREPRENUERAL MINDSET
MOLDING THE NEXT GENERATION OF MARKETS LEADERS
HIDEAWAY RESORT AMUNGAN IBA
OCTOBER 13, 2018
STRAMA 2017. EMPOWERING MILLENIALS

PRMSU IBA GYMNASIUM
SEPTEMBER 21-22, 2017
PROPER WASTE MANAGEMENT

ZAMBALENA BUILDING MASINLOC, ZAMBALES
JANUARY 27, 2016
JOB EXPERIENCE
Special Program for Employment Student (SPES)

Data Encoder
Masinloc Municipal Hall
2014-2018
On-the-Job Training (OJT)

Data Encoder
2019
SPECIAL SKILLS
 Hard working and flexible in any schedule

 Adapt easily to any situation
 Excellent time management skills.
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CHARACTER REFERENCES
MRS. JO ANN BUGARIN

OJT COORDINATOR
PRMSU MASINLOC
MASINLOC,ZAMBALES
09123677502
MRS. NENITA DACUYANAN

INSTRUCTOR
PRMSU MASINLOC
MASINLOC, ZAMBALES
09106938311
I hereby certify the above information is true and correct to the best of my knowledge
and belief.
Maria Paula C. Fontillas

APPLICANT
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EGBALIC, ANGELYN A.
South Poblacion,Masinloc,Zambales
Mobile: 09507810355
Email:Egbalicangelyn16@gmail.com
CAREER OBJECTIVE
PERSONAL DATA
DATE OF BIRTH: July 16, 1999
GENDER: Female
AGE: 19
RELIGION: RomanCatholic
HEIGHT: 5’0
WEIGHT: 40kg.
FATHER: Rey Egbalic
MOTHER: Jocelyn Angustia
Tertiary
Masinloc, Zambales
Secondary Education
San Andres School of Masinloc
Masinloc, Zambales
22014-2015
Masinloc Central School
Masinloc, Zambales
2010-2011
SEMINARS ATTENDED
CHANGING
CORPORATE WORLD
PRMSU IBA GUMNASIUM
NOVEMBER 23,2018
lxxiii
lxxiv

OCTOBER 30, 2018
OCTOBER 13, 2018

PRMSU IBA GYMNASIUM

JANUARY 27, 2016
SPECIAL SKILLS

MRS. JO ANN BUGARIN

OJT COORDINATOR
PRMSU MASINLOC
MASINLOC,ZAMBALES
09123677502

INSTRUCTOR
PRMSU MASINLOC
MASINLOC, ZAMBALES
09106938311
and belief.
Angelyn A. Egbalic
APPLICANT
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MONSALUD, REYMOND A.
Sto. Rosario,Masinloc,Zambales
Mobile: 09486592956
Email:Monsaludreymond@gmail.com
CAREER OBJECTIVE
PERSONAL DATA
DATE OF BIRTH: March 10, 1998
GENDER: Male
AGE: 21
RELIGION: Roman Catholic
HEIGHT: 5’3
WEIGHT: 55kg.
FATHER: Victor C. Monsalud
MOTHER: Zenaida A. Monsalud
Tertiary
Masinloc, Zambales
Secondary Education
Rofulo M. Land High School
Masinloc, Zambales
2014-2015
Sto. Rosario Elementary School
Masinloc, Zambales
2010-2011
SEMINARS ATTENDED
CHANGING
CORPORATE WORLD
PRMSU IBA GUMNASIUM
NOVEMBER 23,2018
lxxv
lxxvi

OCTOBER 30, 2018
OCTOBER 13, 2018

PRMSU IBA GYMNASIUM

JANUARY 27, 2016
SPECIAL SKILLS

MRS. JO ANN BUGARIN

OJT COORDINATOR
PRMSU MASINLOC
MASINLOC,ZAMBALES
09123677502

INSTRUCTOR
PRMSU MASINLOC
MASINLOC, ZAMBALES
09106938311
and belief.
Reymond A. Monsalud
APPLICANT
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CAROC, SPENCER E.
Yakal 2 baloganon,Masinloc,Zambales
Mobile: 09070598784
Email: Spencercaroc@yahoo.com
CAREER OBJECTIVE
To help the company to attain their mission and vision and top work in an
organization where I can utilize my skills, knowledge and talent to the best I Can be, execute
the task given to me effectively and efficiency.
Tertiary
Masinloc, Zambales
Secondary Education
BNHS COTO-ANNEX
Coto, Masinloc, Zambales
2014-2015
COTO Elementary School
Sitio Coto-Taltal, Masinloc, Zambales
2009-2010
SEMINARS ATTENDED

OCTOBER 30, 2018

PRMSU IBA GYMNASIUM

JANUARY 27, 2016
SPECIAL SKILLS
lxxvii
lxxviii

Jessie David Elayda

Manager
09077777691
jessiedavid@yahoo.com
Evangelyn Egaran
BHW
09127848211
evangelynegaran@yahoo.com
and belief.
Spencer E. Caroc
APPLICANT
lxxviii
lxxix
lxxix

Organizational Culture Traits of LGU Masinloc

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ORGANIZATIONAL CULTURE TRAITS OF SELECTED DEPARTMENTS

IN LOCAL GOVERNEMENT UNIT OF

Maria Paula Fontillas

Republic of the Philippines

COLLEGE OF ACCOUNTANCY AND BUSINESS ADMINISTRATION

ORGANIZATIONAL CULTURE TRAITS OFSELECTED DEPARTMENTS

Mrs. Emelita Madrid

Approved by the Committee of Oral Examiners:

EDNA MARIE D. PUNZALAN, Ph.D.

NELSON M. NACANA, Ed.D, MYRA LIZA O. VIZCARRA, Ed. D.

Accepted as requirement for the Degree of Bachelor of Science in Business

MYRA LIZA O. VIZCARRA, Ed. D.

It is worth mentioning those people who contributed towards the accomplishment of

this undertaking. To wit:

improvement of this study;

guidance, for the continuous blessing and undying love…..

Organizational Culture refers to “the shared norms, beliefs and behavioral

study aimed to determine the “Organizational culture of Selected Departments in Local

traits is interpreted as Strongly Agree. There is no significant difference in the perception on

Organizational Culture Traits as to Cooperativeness, Consistency, Innovativeness and

Effectiveness when grouped according to respondents’ profile variables. Based on the

following recommendations: The creation of a culture of openness and trust is essential so

responsibility, integrity, service delivery, transparency and responsiveness. The local

Background of the Study 11

Statement of the Problem 12

Scope and Limitations of the Study 13

Significance of the Study 14

2 FRAMEWORK OF THE STUDY

Paradigm of the Study 28

Locale of the Study 30

The Respondents and Sampling Technique Used 32

Validity of the Research Instruments

4 RESULTS AND DISCUSSION

Profile of the Respondents 35

Organizational culture traits in terms of

Organizational culture traits in terms of

Organizational culture traits in terms of

Organizational culture traits in terms of

Organizational culture traits 41

Analysis of Variance on the Difference in the Perception

Analysis of Variance on the Difference in the Perception

Analysis of Variance on the Difference in the Perception

Analysis of Variance on the Difference in the Perception

5 SUMMARY, CONCLUSIONS ANDRECOMMENDATIONS

CURRICULUM VITAE lxix

Tables Title Page

1 Likert Scale Used to interpret perceptions of the

organizational culture traits……………………… 34

2 Frequency and Percentage Distribution of the

3 Organizational Culture traits in terms of

4 Organizational Culture traits in terms of

5 Organizational Culture traits in terms of

6 Organizational Culture traits in terms of

7 Summary of Perceptions on Organizational

8 Difference in Perception on Organizational

Culture Traits as to Cooperativeness ……………………… 43

9 Difference in Perception on Organizational

Culture Traits as to Consistency………………………...…... 45

10 Difference in Perception on Organizational

Culture Traits as to Innovativeness……………………….... 46

11 Difference in Perception on Organizational

Culture Traits as to Effectiveness…………………………… 47