EMPLOYEE RETENTION IN A BUSINESS

PROCESS OUTSOURCING COMPANY

IN CEBU CITY

A Thesis Presented to the Faculty of the

School of Business and Management
University of Southern Philippines Foundation Cebu City

In Partial Fulfillment of the Requirements for the Degrees

Bachelor of Science in Business Administration Major in Financial

Management and

Bachelor of Science in Business Administration Major in Operations

Management

Boto, Mariell
Marabe, Lorenzo M.
Po, Myles Anthony A.
Santiago, Antonette M.

March 2020
 APPROVAL SHEET

This business research entitled “EMPLOYEE RETENTION IN A

BUSINESS PROCESS OUTSOURCING COMPANY IN CEBU CITY”, prepared
and submitted by MARIELL BOTO, LORENZO MARABE, MYLES ANTHONY PO
and ANTONETTE SANTIAGO, in partial fulfillment of the course requirements in
BM-RES, has been examined and is recommended for acceptance and approval
for Oral Examination.

RESEARCH COMMITTEE

DR. MILAGROS N. MONDIGO MRS. LOURDES VALE

Member Member

DR. CHERYL LUCERO

Adviser

PANEL OF EXAMINEES
Approved by the committee on Oral Examination with the grade of _______

DR. MILAGROS N. MONDIGO MRS. LOURDES VALE

Member Member

DR. CHERYL LUCERO

Adviser

Approved in partial fulfillment of the course requirements in Business Research.

Date of Oral Defense: March 17, 2020

DR. VENUS M. EMPUERTO

Dean, School of Business and Management
 ACKNOWLEDGEMENT

The researchers wish to extend their sincere gratitude and

appreciation for giving precious contributions towards the completion
of this research.

To our research adviser, Dr. Cheryl Lucero, for her patient

guidance and enthusiastic encouragement throughout the course of
the research process.

To the Panel of Examinees, for their useful thorough critiques of

this research work.

To Dr. Odilon Maglasang, Chairman of the Research Ethics

Committee, for helping us conduct this research work in alignment of
local and international ethical standards.

To the Management and Participants of the research

environment, especially to the Director of Administration and the
Human Resource Department, for allowing us to conduct our business
research and helping us gather the data.

To our statistician, Dr. Juanito Galos, for helping us properly

interpret the data.

To the Dean of the School of Business and Management, Dr.

Venus Empuerto, for her undying support and guidance towards all
activities conducted under the department, including this research
study.

To our parents, for being our emotional pillars in conducting this

research and for providing us with the resources needed to complete
this study.

Lastly, to the Lord Almighty, for everything.

 Table of Contents

Chapter 1 The Problem and Its Setting

Introduction ••••••••••••••••••••• 1

Review of Related Literature •••••••••••••••••••• 3

Theoretical Framework •••••••••••••••••••• 6

Statement of the Problem •••••••••••••••••••• 7

Significance of the Study •••••••••••••••••••• 8

Definition of Terms •••••••••••••••••••• 10

Chapter 2 Methodology

Research Design ••••••••••••••••••••• 13

Research Respondents •••••••••••••••••••• 13

Research Locale •••••••••••••••••••• 14

Research Instruments •••••••••••••••••••• 15

Ethical Considerations •••••••••••••••••••• 17

Data Gathering Procedure •••••••••••••••••••• 17

Statistical Treatment •••••••••••••••••••• 18

Chapter 3 Presentation, Analysis and Interpretation of Data

Recognition Parameter •••••••••••••••••••• 19

Nature of Work Parameter •••••••••••••••••••• 21

Personal Growth Parameter •••••••••••••••••••• 23

Achievement Parameter •••••••••••••••••••• 25

Salary Parameter •••••••••••••••••••• 27

Working Conditions Parameter •••••••••••••••••••• 29

Company Policies Parameter •••••••••••••••••••• 31

Workplace Relationships •••••••••••••••••••• 33

Parameter

Chapter 4 Summary, Findings, Conclusion and Recommendations

Summary ••••••••••••••••••••• 37

Findings •••••••••••••••••••• 40

Conclusion •••••••••••••••••••• 41

Recommendations •••••••••••••••••••• 42
Appendixes

A. References

B. Survey Questionnaire

C. Approved Transmittal Letter

D. Clearance Certificate

E. Timeline of Activities

F. Summary of Expenses

G. Documentation

H. Researchers’ Curriculum Vitae

 List of Tables

Table 1 Research Respondents ••••••••••••••••••• 13

Table 2 Recognition Parameter ••••••••••••••••••• 20

Table 3 Nature of Work Parameter ••••••••••••••••••• 22

Table 4 Personal Growth Parameter ••••••••••••••••••• 24

Table 5 Achievement Parameter ••••••••••••••••••• 26

Table 6 Salary Parameter ••••••••••••••••••• 28

Table 7 Working Conditions Parameter ••••••••••••••••••• 30

Table 8 Company Policies Parameter ••••••••••••••••••• 32

Table 9 Workplace Relationships ••••••••••••••••••• 34

Parameter

Table 10 Motivation Factor Mean ••••••••••••••••••• 35

Table 11 Hygiene Factor Mean ••••••••••••••••••• 35

Table 12 Summary of Respondents’ ••••••••••••••••••• 39

Profile
 List of Figure

Figure 1 Theoretical Framework ••••••••••••••••••••• 6

 Abstract

This study assessed employee retention in a BPO company in

Cebu City by measuring the motivation of their employees

based on the Two Factor Theory and examined how parameters

of both motivation and hygiene factors relate to employee

retention. This descriptive study was conducted on 50

employees of the company including agents, supervisors and

managers. Using convenience sampling method, a 40-item

survey questionnaire was administered. Results showed that

employee motivation and satisfaction levels in the company

were only moderately high and not at the highest levels,

signifying that improvements can still be made. Specifically, the

personal growth parameter in the motivation factor received a

low score, relative to other parameters. Among the hygiene

factors, the salary parameter was found to have the lowest

satisfaction among the employees. Results were discussed in

terms of implications on employee retention and appropriate

recommendations were given with emphasis on weaker

parameters.
 Chapter 1

The Problem and Its Setting

Introduction

Employees play a key role in the success of an organization. Human

resource comes from the concept that people possess certain skills, knowledge

and experiences, and therefore have economic value for organizations. It is in this

sense that employee turnover, whether in the form of termination, retirement or

resignation, voluntary or involuntary, will have a negative impact to the

organization’s overall productivity and bottom-line. Lowered productivity, loss of

knowledge, recruitment and training costs are examples of what employee

turnover can cost companies. Organizations across all industries therefore, find it

imperative to design employee retention strategies to reduce this kind of

vulnerability.

Understanding how and what motivates employees is critical to devising

effective employee retention strategies. However, employee motivation is not as

simple as providing employees with high compensation or fringe benefits but is a

complex interplay of various factors. A prime example of this is the BPO industry.

Despite high salaries and attractive incentives - the average annual compensation

of BPO employees is more than double the minimum wage - BPO companies still

suffer from high attrition rates. Common causes of voluntary turnover in the BPO

industry are job monotony, salary dissatisfaction in relation to volume of work, lack

of career advancement, over-supervision and stress brought by irate customers.

A clear understanding of the factors affecting BPO employees’ motivation

is the first step to devising an effective employee retention strategy. A proposed

 2

theory on motivation that utilizes a two-need system, also known as the Motivation-

Hygiene Theory, can explain why despite high extrinsic rewards, the industry is

still experiencing high turnover rates. According to the theory, the main motivating

factor lies not on the environment but in the intrinsic value and satisfaction gained

from the job itself.

The Motivation-Hygiene Theory and its influence on employee retention can

be summarized into four scenarios. One, high hygiene and high motivation -

employees are highly motivated and have few complaints. Two, high hygiene but

low motivation - employees have few complaints but are not highly motivated; the

job is viewed as a paycheck. Three low hygiene but high motivation - the job is

highly motivating but salaries and work conditions are not enough. Lastly, four, low

hygiene and low motivation - the worst scenario where employees are not

motivated and have a lot of complaints.

It is in the background of this theory that the researchers will evaluate the

effectiveness of the employee retention strategies implemented in a business

process outsourcing company in Cebu City, utilizing a quantitative method to

measure the motivation-hygiene score of the company’s employees and giving the

appropriate recommendations based on the results.

 3

Review of Related Literature

This study is anchored in Herzberg, Mausner and Snyderman’s Motivation-

Hygiene Theory (1959). Herzberg argues that removing the causes of

dissatisfaction does not lead to motivation but only to a neutral state. The

implication of this motivation theory is that in order to motivate employees, the

management has to make changes on the job design itself (Herzberg, F., et. al,

1959).

The Philippine Statistics Authority’s (PSA) 2013 Annual Survey of Philippine

Business and Industry - Business Process Management (BPM) Activities, showed

that the total compensation paid by BPO activities amounted to PHP177.7 billion

or equivalent to an annual compensation of PHP395,266 per paid employee. This

rate is more than double the average minimum wage of the Philippines during the

time the survey was conducted (PSA, 2017).

Tim Judge and his colleagues reviewed 120 years of research with a

combined dataset including over 15,000 individuals to provide the first meta-

analytic evidence of the relationship between pay and job satisfaction. The results

suggest that, within-studies, level of pay bears a positive, but quite modest,

relationship to job and pay satisfaction. Between studies, there also is little

relationship between average pay in a sample and the average level of job or pay

satisfaction. A cross-cultural comparison reveals that the weak correlation

between pay and job satisfaction is consistent with other countries: there are no
 4

significant differences between the U.S., India, Australia, Britain, and Taiwan

(Judge, T., et. al, 2010).

In a study conducted by Yoon Jik Cho and James Perry, the authors

analyzed data from a sample of over 200,000 employees in the U.S. public sector.

The findings showed that employee engagement levels were three times more

strongly related to intrinsic than extrinsic motives, but that both motives tend to

cancel each other out. In other words, when employees have little interest in

external rewards, their intrinsic motivation has a substantial positive effect on their

engagement levels. However, when employees are focused on external rewards,

the effects of intrinsic motives on engagement are significantly diminished. This

means that employees who are intrinsically motivated are three times more

engaged than employees who are extrinsically motivated, for example, by money

(Cho, Y. & Perry, J., 2012).

A survey among 480 Australian telephone service operators point to the

impact of workload, lack of promotion opportunities, extensive monitoring, and

limited variety of work, on emotional exhaustion that in turn lead to withdrawal

behavior (Deery, S., Iverson, R. & Walsh, J.,2002).

According to Batt (2002) in his study among U.S. call center workers,

turnover rates are lower in organizations that emphasizes high skills, employee

participation in decision-making and human resource incentives such as high pay

and employment security (Batt, R., 2002).

 5

A study by the Incoming Calls Management Institute (ICMI) (2004) reveals

that the top causes of turnover among employees working in the BPO industry

are: better opportunities outside the organization, lack of career development

opportunities, repetitive work, and daily physical confinement (ICMI, 2004).

Results of a study conducted on 258 employees in business process

outsourcing (BPO) firms in the Philippines argued that employee retention in

Philippine BPOs can be enhanced by improving the compatibility of employee and

organizational values. The results showed that the fit between employee and

organisation values positively and partially mediates the effects of human resource

management practices on employee retention (Presbitero, A., Roxas, B., Chadee,

D., 2015).

Studies have also shown that there are individual characteristics related to

employee turnover. Younger employees are expected to have higher turnover

rates than older, more experienced ones as career exploration tends to happen in

the early stages of one’s career (Finegold, D., Mohrman, S. & Spreitzer, G., 2003).

Another study showed that married employees have limitations that make

them consider leaving their jobs less than unmarried employees (Joseph, D., Ng,

K., Koh, C. & Ang, S., 2007). Individual characteristics require a profiling of the

respondents of this study in order to determine demographic effects on employee

turnover.
 6

Recognition

Nature of
Salary
Work

Working Employee Personal

Conditions Retention Growth
Retention

Company
Achievement
Policies
Workplace
Relationships

Figure 1. Theoretical Framework

 7

Statement of the Problem

This study aimed to assess the employee retention strategy of a business

process outsourcing company in Cebu City, in the context of the Motivator-Hygiene

Theory. It sought to answer the following questions:

1. What was the demographic profile of the respondents in terms of:

1.1. Age;

1.2. Gender;

1.3. Civil Status;

1.4. Years of service; and

1.5. Job Level?

2. How was employee retention in the company affected by the following

parameters:

2.1. Recognition;

2.2. Nature of work;

2.3. Personal Growth;

2.4. Achievement;

2.5. Salary;

2.6. Working Conditions;

2.7. Company Policies; and

2.8. Workplace relationships?

3. Based on the findings, what improvements were be proposed?

 8

Significance of the Study

The result of the study would be significant to the following:

The Management of the Company

The results of the study will provide the company with valuable insight on

the factors affecting their employees’ motivation and its effect on employee

retention. The findings will help the company devise more effective employee

retention strategies and in turn make the company more competitive.

BPO Industry

This study will help the BPO industry as a whole as it contributes to existing

literature that seeks to explain the high turnover rate in the industry. Other

companies in the industry can use the findings of this study to come up with better

employee retention strategies fit to the needs of their organization.

Human Resource Managers

Human resource managers will benefit from the findings of this study as it

provides a different take on the factors that affect the motivation of employees. The

study will provide insights on the role of motivation, in the context of the Motivation-

Hygiene theory, in employee retention.

 9

BPO Employees

Workers in the BPO industry can benefit from the results of this study as it

deals with ways on how employees are motivated to perform in their organizations.

It will help them make better career decisions.

Researchers

Through this study, the researchers will be able to gain valuable knowledge

and hone their problem-solving and critical thinking skills. The study can expand

their knowledge on the role of motivation in and how it affects employee turnover.

As motivation is a concept that can be applied in any type of human activity,

understanding the factors that lead to it can help the researchers in their future

endeavors.

Future Researchers

The result of this study can help future researchers by providing them with

data that they can draw relevant information from.

 10

Definition of Terms

The following words are defined in the context of this paper.

Achievement

A motivating factor in Herzberg’s Motivation-Hygiene Theory.

Achievements are tasks that an employee performed that had a lasting impact for

the organization and the employee himself. It is a result that an employee

personally brings about while fulfilling a particular role.

Company Policy

A hygiene factor in Herzberg’s Motivation-Hygiene Theory. It is a set of rules

of conduct within an organization, outlining the responsibilities of both employees

and employers.

Employee Retention

The ability of an organization to retain its employees. Specifically, it refers

to the set of strategies that an organization implements to prevent employees from

parting from the company.

Hygiene Factors

Extrinsic elements of the work environment that do not serve as a source of

employee satisfaction or motivation.

 11

Motivation

Refers to the process by which a person’s efforts are activated, directed and

sustained towards achieving organizational goals.

Motivators

Intrinsic job elements that lead to worker satisfaction.

Nature of Work

A motivating factor in Herzberg’s Motivation-Hygiene Theory. It is the

characteristics of the job being performed by an employee.

Recognition

A motivating factor in Herzberg’s Motivation-Hygiene Theory. It is the

communication between management and employees which rewards them for

reaching specific goals or producing high quality results in the workplace.

Personal Growth

A motivating factor in Herzberg’s Motivation-Hygiene Theory. It is the

ongoing process of understanding and developing oneself in order to achieve

one's fullest potential.

 12

Salary

A hygiene factor in Herzberg’s Motivation-Hygiene Theory. It is a form of

payment from an employer to an employee for the performance of organizational

tasks.

Working Environment

A hygiene factor in Herzberg’s Motivation-Hygiene Theory. It refers to the

working environment and all existing circumstances affecting labor in the

workplace.

Workplace Relationships

A hygiene factor in Herzberg’s Motivation-Hygiene Theory. Workplace

relationships are interpersonal relationships with important implications for the

individuals in those relationships, and the organizations in which the relationships

exist and develop.

 Chapter 2

Methodology

Research Design

Descriptive survey method will be used by the researchers in gathering the

necessary information for the study. This method will allow the researchers to

determine and analyze the factors that contribute to employee retention through a

survey questionnaire that will be given to the respondents.

Research Respondents

The population of the company’s IT Park branch consists of 500 in-house

employees. With the population numbering more than 300, the sample size was

determined by getting 10% of the population. Hence, the sample size comprises

50 employees. Convenience sampling was used as the sampling method.

Table 1
Respondents of the Study
n=50

Category F %

Managers 2 4

Supervisors 8 16

Agents 40 80

TOTAL 50 100
 14

All 50 of the respondents are employees of the BPO company, working in

the company’s IT Park office, Cebu City. Employees include agents, supervisors

and managers.

Call center agents composed the bulk of the total respondents at 80% with

40 responses. Floor supervisors constitute 16% of the sample with 8 responses.

Lastly, there were 2 managers included in the sample making up 4% of the total

respondents.

Research Locale

Upon approval from the company’s Director of Administration, the

researchers will now provide a background of the BPO company whose employee

retention is the focus of this study.

Azpired Incorporated is a business process outsourcing company in the

Philippines that specializes in Inbound Customer Service, Technical Support,

Accounting Services and more.

The company was founded in the United States of America in January 2006

with approximately 80 employees working home-based. In 2009, the company

moved to the Philippines with only 1 employee but has expanded in a short span

of time. Today, the company employs 1500 employees and has 3 offices in Cebu

City, and just recently opened an office in Cagayan de Oro City.

 15

Typical of a BPO company, Azpired Inc. conducts business transactions

24/7. The company has been certified PCI compliant by the PCI Security

Standards Council and ISO 27001:2013 by QAS International (Azpired, 2006).

This study was conducted with the employees of Azpired Inc. in IT Park,

Lahug, Cebu City which consists of 500 employees. Figure 2 below shows the map

of the research locale.

Research Instruments

A survey questionnaire will be used to gather data from the respondents.

Participants were selected randomly and the company was contacted to gain their

approval prior to conducting the study. The survey consists of two parts. The first

part will ask for information that will allow the researchers to profile the

respondents.

The second part will be the survey proper that consists of 40 statements,

five for each of the parameters supporting the theoretical framework. Majority of

the questionnaire was made by the researchers based on the principles of the

Motivation-Hygiene Theory. However, the Nature of Work parameter was

measured using Morgeson and Humphrey’s Work Design Questionnaire, with the

researchers selecting the five most appropriate questions.

During this part of the survey, the respondents will indicate to what degree

they agree to the statements through a four point Likert Scale. The survey proper
 16

will have the following scale and interpretation in order to analyze and interpret the

data.

Range Scale Interpretation

3.25 - 4.00 Strongly Agree (SA) The respondent agrees to the

statement at all times.

2.50 - 3.24 Agree (A) The respondent agrees to the

statement majority of the time.

1.75 - 2.49 Disagree (D) The respondent rarely agrees

to the statement.

1.00 - 1.74 Strongly Disagree (SD) The respondent does not

agree to the statement at all.

The respondents’ answers for the five questions in every parameter will be

averaged using the weighted average formula. The researchers will then utilize the

simple average formula to calculate the average score for all parameters in the

motivation and hygiene factors.

The resulting values will indicate one of the following scenarios: (1) High

Motivation, High Hygiene; (2) High Motivation, Low Hygiene; (3) Low Motivation,

High Hygiene; (4) Low Motivation, Low Hygiene. The aggregate data from all the

respondents will allow the researchers to evaluate the effectiveness of the

employee retention strategies of Azpired Inc.

 17

Ethical Considerations

The researchers have ensured that every aspect of their study is ethically

valid. Participation in this study is completely voluntary. The respondents were not

in any way, subjected to forms of coercion, persuasion or deception to elicit

participation in the survey. Confidentiality of the response supplied by the

participants and their individual anonymity will be treated with utmost respect.

The respondents can freely choose whether to indicate their names as the

survey will remain confidential and anonymous. The results of the survey will be

interpreted and presented collectively and only the researchers will have

information regarding the individual responses of the participants.

Data Gathering Procedure

Prior to conducting the survey, the researchers asked for consent from the

management through a letter addressed to the company’s Director of

Administration, a copy of which can be located in Appendix C. The researchers

then gathered the data through a survey questionnaire, assisted by the company’s

Human Resource Department.

The data gathering procedure was arranged to be administered by both

researchers and the company’s Human Resource department due to some of the

respondents who are working night shifts. The company’s HR department will

administer the survey to them.

 18

Statistical Treatment

Frequency count formula was used to determine profile distribution of the

respondents in terms of age, gender, civil status, years of service and job level.

% = (𝒇/𝒏) 𝒙 100

Where:

% = Frequency count
f = frequency
n = number of respondents

The following formula was used to get the weighted mean score of the

parameters:

Where:
 19

In order to determine the motivation factor score as well as the hygiene score of a

respondent, the simple average formula will be used.

𝜇 = ( 𝛴 𝑋𝑖 ) / 𝑁
Where:

𝜇 = mean
𝛴 𝑋𝑖 = sum of all scores in each parameter
𝑁= number of parameters
 Chapter 3
Presentation, Analysis and Interpretation of Data

This chapter presents, analyses and interprets the data collected in this

study. The data pertained to the assessment of employee retention of the BPO firm by

looking at the motivation of employees based on the Two-Factor Theory. The responses

of the firm’s employees, supervisors and managers are tabulated, analyzed and

interpreted. A summary of the profile of the respondents is presented first in the Table 2.

The two groups of parameters, consisting of five questions each parameter, were

first individually analyzed and interpreted before measuring the group mean for both the

motivation and hygiene factors.

Motivation Factors

This factor is concerned with parameters, intrinsic to the job, that affect the

motivation of employees. The motivation factor consists of the following parameters:

recognition, nature of work, personal growth, and achievement.

Recognition

Table 3 presents the result of the recognition parameter survey. With a

parameter mean of 3.10, the results tells us that the employees are adequately

recognized or acknowledge by the company whenever they perform well.

The indicator that got the highest score, with a weighted mean of 3.26, is

on how well-appreciated the effort of the respondents are by their supervisors and

peers. 24 respondents agreed to the statement while 20 strongly agrees.

 20

Table 2
Recognition Parameter
n = 50

Composite
Agents Supervisors Management
Indicators Mean
𝒘𝝁 INT 𝒘𝝁 INT 𝒘𝝁 INT 𝒘𝝁 INT
The respondent
feels that he/she is
recognized for 3.10 A 3.50 SA 4.00 SA 3.20 A
his/her role in the
company.
The effort of the
respondent is well
appreciated by 3.13 A 3.75 SA 4.00 SA 3.26 SA
his/her supervisor
and peers.
The respondent is
acknowledged and
recognized
3.14 A 3.57 SA 4.00 SA 3.06 A
whenever he/she
performs well in
his/her job.
Job promotion is
2.70 A 3.50 SA 4.00 SA 2.88 A
fair and equitable.

The respondent
feels that his/her 3.05 A 3.25 SA 4.00 SA 3.12 A
work is valued.

Parameter Mean 3.02 A 3.51 SA 4.00 SA 3.10 A

Range Scale

3.25 - 4.00 Strongly Agree (SA)

2.50 - 3.24 Agree (A)

1.75 - 2.49 Disagree (D)

1.00 - 1.74 Strongly Disagree (SD)

 21

On the other hand, the fourth indicator got the lowest score which is on

whether job promotion in the company is fair and equitable. Only 14 respondents

answered that they agree to the statement at all times compared to twice that

amount for the respondents who only agrees to the statement majority of the times.

Overall, a parameter mean of 3.10 tells us that the BPO company

adequately recognizes their employees whenever they perform well on their

assigned tasks.

Nature of Work

The extent of motivation that the respondents get from the nature of their work is

shown in Table 4. In total, the nature of work parameter resulted in a group mean

of 3.11. From this, the researchers can assume that the employees working at

Azpired Inc. is sufficiently motivated by the nature of their jobs. Specifically, the

employees find their work to be interesting and enjoyable, which is the indicator

that got the highest weighted mean at 3.24.

It is worth mentioning how three out of five indicators did not receive a score

of one (Strongly Disagree) from any of the respondents. However, 20% and 10%

of the respondents reported rarely and not at all acquire or learn new skills when

performing their jobs, respectively, and only small 16% of the respondents agrees

all the time that their work significantly affects the lives of other people.

Overall, the nature of work parameter, at 3.11 group mean is an indication

that the employees view their jobs as an adequate source of motivation.

 22

Table 3
Nature of Work Parameter
n = 50
Composite
Agents Supervisors Management
Indicators Mean
𝐰𝛍 INT 𝐰𝛍 INT 𝐰𝛍 INT 𝐰𝛍 INT
The respondent
finds the work itself
to be interesting
3.15 A 3.50 SA 4.00 SA 3.24 A
and enjoyable.
The job gives the
respondent
considerable
opportunity for
independence and
3.15 A 3.38 SA 4.00 SA 3.22 A
freedom on how
he/she does the
work.
The results of the
respondent's work
are likely to
significantly affect
2.93 A 3.13 A 4.00 SA 3.00 A
the lives of other
people.
The respondent can
acquire and learn
new skills when 3.15 A 3.75 SA 3.50 SA 2.88 A
performing his/her
job.
The work gives the
respondent
opportunities to 3.13 A 3.38 SA 3.50 SA 3.20 A
exercise personal
skills and talent.
Parameter Mean 3.10 A 3.43 SA 3.80 SA 3.11 A

Range Scale

3.25 - 4.00 Strongly Agree (SA)

2.50 - 3.24 Agree (A)

1.75 - 2.49 Disagree (D)

1.00 - 1.74 Strongly Disagree (SD)

 23

Personal Growth

The personal growth parameter has the lowest score among the four

motivation parameters with only a 2.96 group mean, as seen in Table 5. This result

informs us about the perspective of the employees about personal growth

prospects in the company.

In taking a closer look at the results, 20% of the respondents reported that

they rarely or not at all feel that they can reach their full potential when they are

working at the company, which coincides with the results that 30% rarely or not at

all learn new skills in their work.

Furthermore, the results suggests that in the topic of career advancement,

there were a considerable amount of employees who were not aware of their

chances in promotion (22% of the respondents) or were not happy with their career

path and promotional plan (26% of the respondents).

All areas considered, the majority of the respondents still answered

positively throughout the indicators of the personal growth parameter. However,

improvements can still be made, like clearly communicating the career path and/or

educating the employees of their chances for promotion. This provides employees

with something that they can aim for, the onset of which is greatly motivating.
 24

Table 4
Personal Growth Parameter
n = 50
Composite
Agents Supervisors Management
Indicators Mean
𝒘𝝁 INT 𝒘𝝁 INT 𝒘𝝁 INT 𝒘𝝁 INT
The respondent
feels that he/she is
able to reach 2.85 A 3.38 SA 4.00 SA 2.98 A
his/her full potential
at the company.
The respondent has
a clear
understanding
about his/her career
3.03 A 3.13 A 3.50 SA 3.06 A
path and promotion
plan.
The respondent is
happy with his/her
career path and
2.83 A 3.25 SA 3.50 SA 2.92 A
promotion plan.
The respondent is
aware of his/her
chances in
2.80 A 3.25 SA 3.50 SA 2.90 A
promotion.
The respondent is
satisfied with
his/her
opportunities for
2.85 A 3.25 SA 3.50 SA 2.94 A
personal growth
and learning.

Parameter Mean 2.87 A 3.25 SA 3.60 SA 2.96 A

Range Scale

3.25 - 4.00 Strongly Agree (SA)

2.50 - 3.24 Agree (A)

1.75 - 2.49 Disagree (D)

1.00 - 1.74 Strongly Disagree (SD)

 25

Achievement

The indicators of this parameter hopes to measure whether or not the

employees of the company feel a sense of achievement in doing their work or when

attaining a certain reward or status as a result of work. Table 6 presents the result

of the survey on this parameter.

The two highest scoring indicators among all parameters in the motivation

factor can be found in the achievement parameter, with respondents desiring to be

the best at their jobs at a weighted mean of 3.32 and the respondents feeling proud

of their achievements at 3.28.

One indicator, “The job gives the respondent a sense of personal

achievement whenever he/she performs well in it”, has an incomplete 49

responses, with a weighted mean of 2.94. Overall, the parameter got a group mean

of 3.11, signifying positive results.

 26

Table 5
Achievement Parameter
n = 50
Composite
Agents Supervisors Management
Indicators Mean
𝒘𝝁 INT 𝒘𝝁 INT 𝒘𝝁 INT 𝒘𝝁 INT
The job give the
respondent a
sense of
2.90 A 3.25 SA 4.00 SA 2.94 A
achievement
whenever he/she
performs well in it.
The respondent
desires to be the 3.20 A 3.75 SA 4.00 SA 3.32 SA
best at his/her job.
The respondent's
achievements
make him/her feel
2.90 A 3.50 SA 4.00 SA 3.04 A
that he/she is
valuable to the
company.
The respondent is
proud of his/her 3.23 A 3.38 SA 4.00 SA 3.28 SA
job achievements.
The respondent
believes that
his/her
achievements are 2.90 A 3.13 A 4.00 SA 2.98 A
rewarded and
recognized
accordingly.

Parameter Mean 3.03 A 3.40 SA 4.00 SA 3.11 A

Range Scale

3.25 - 4.00 Strongly Agree (SA)

2.50 - 3.24 Agree (A)

1.75 - 2.49 Disagree (D)

1.00 - 1.74 Strongly Disagree (SD)

 27

Hygiene Factors

This factor is composed of parameters that bring satisfaction or dissatisfaction to

the employees in the workplace. Hygiene factors are external to the job itself and includes

salary, working conditions, company policies and workplace relationships.

Salary

The salary parameter got the lowest score among all the other parameters

in this factor, with a group mean of 2.90. Its lowest indicator is on whether or not

the company’s incentive scheme is satisfactory, which got a moderate weighted

mean of 2.56, with an almost even split between the respondents who agreed and

disagreed to the statement. 18% of the respondents say they agree to the

statement all of the time and 36% agrees most of the time. Meanwhile, 32% and

12% of the respondents answered that they rarely agree and not at all agree to the

statement, respectively.

However, it is important to note that the indicator only got 49 responses of

the supposedly 50. Assuming a 4, Strongly Agree, rating by the missing response,

the indicator will generate a weighted mean of 2.64, which is still low, relative to

the other indicators.

In connection with the indicator mentioned above, only a few respondents,

at 22%, agree at all times, that the company’s financial incentive schemes improve

their performance. 50% of the respondents answered that there is an improvement

in their performance because of financial incentives, most of the time while the
 28

Table 6
Salary Parameter
n = 50
Composite
Agents Supervisors Management
Indicators Mean
𝒘𝝁 INT 𝒘𝝁 INT 𝒘𝝁 INT 𝒘𝝁 INT

The respondent
receives the right
2.73 A 3.25 SA 4.00 SA 2.86 A
amount of salary
for his/her work.

The respondent is
being paid fairly in
2.75 A 3.25 SA 4.00 SA 2.88 A
comparison to
others.

The company's
incentive scheme 2.46 A 3.00 A 4.00 SA 2.56 A
is satisfactory.

Financial
incentives
improve the 2.70 A 3.00 A 4.00 SA 2.80 A
respondent's
performance.

The respondent
receives his/her
3.28 SA 3.75 SA 4.00 SA 3.38 SA
salary in a timely
manner.

Parameter Mean 2.78 A 3.25 SA 4.00 SA 2.90 A

Range Scale

3.25 - 4.00 Strongly Agree (SA)

2.50 - 3.24 Agree (A)

1.75 - 2.49 Disagree (D)

1.00 - 1.74 Strongly Disagree (SD)

 29

same number of respondents answered there is rarely an improvement and there

is no improvement at all, each at 14% .

On the other hand, the company is doing a well in terms of paying their

employees in a timely manner, as shown in the last indicator which has a high

weighted mean of 3.38, with 0 counts for Strongly Disagree, and 25 counts, or 50%

of the respondents Strongly Agreeing to the statement.

Overall, the parameter resulted in a marginally low 2.90 group mean, in

proportion to other parameters in the hygiene factor. It is still an acceptable figure

but any lower would negatively affect the company.

Working Conditions

This parameter measures the effect of the working environment to the

employees of the company. It includes indicators on the workload of the employees,

physical aspects like safety and security of the working environment, comfortability,

and cleanliness.

With a group mean of 3.29, the working conditions parameter scored the

second-highest in the hygiene factor. Four of the indicators did not receive a single

Strongly Disagree rating, with only one respondent saying that he/she not at all

agrees with the statement that the seating arrangement of the job is adequate.

In general, the working conditions parameter gathered highly positive

responses from the employees with a group mean of 3.29 as shown in Table 8.
 30

Table 7
Working Conditions Parameter
n = 50
Composite
Agents Supervisors Management
Indicators Mean
𝒘𝝁 INT 𝒘𝝁 INT 𝒘𝝁 INT 𝒘𝝁 INT
The respondent's
workload is 3.28 SA 3.13 A 4.00 SA 3.28 SA
reasonable.

The workplace
environment is free
from situations that
3.38 SA 3.50 SA 4.00 SA 3.42 SA
endanger the
welfare of the
respondent.

The job has a low

3.30 SA 3.75 SA 4.00 SA 3.50 SA
risk of accident.

The seating
arrangements on
the job are
adequate (e.g.,
3.05 A 3.25 SA 4.00 SA 3.12 A
ample opportunities
to sit, comfortable
chairs, good
postural support).
The job occurs in a
clean and
3.10 A 3.13 A 4.00 SA 3.14 A
comfortable
environment.

Parameter Mean 3.22 A 3.35 SA 4.00 SA 3.29 SA

Range Scale

3.25 - 4.00 Strongly Agree (SA)

2.50 - 3.24 Agree (A)

1.75 - 2.49 Disagree (D)

1.00 - 1.74 Strongly Disagree (SD)

 31

Company Policies

The company policies parameter measures the satisfaction or

dissatisfaction derived from the employees’ perception of company rules and

regulations. Included in its indicators are statements such as how well the

company explains policies as well as communicating the changes thereof, how

well the company policies help the employees perform a good job and how well

the company can implement its rules and regulations. It also includes indicators

pertaining to the company’s objectives as an organization and whether or not

employees think they play a role in attaining it. Lastly, as suggested by one of the

technical panelists, an indicator was included to measure whether company

policies allow flexibility in times of emergencies in the part of the employee.

This parameter resulted in a moderate 3.06 group mean, presented below

in Table 9. The lowest weighted mean came from whether company policies

provide flexibility to the employees in times of emergencies like illnesses and

urgent matters, with 2.88.

Only 20% of the respondents agree to the statement all of the time. It is

understandable on the part of the firm, or any firm in the call center industry, to

maintain strict schedule adherence policies as times away from the phone can

result in increased hold times and decreased customer satisfaction. However, this

doesn’t mean that the company can not come up with novel solutions for this issue.

All things considered, the company is still in a good position in terms of their

employees’ satisfaction derived from the policies set in place by the management.
 32

Table 8. Company Policies Parameter

n = 50
Composite
Agents Supervisors Management
Indicators Mean
𝒘𝝁 INT 𝒘𝝁 INT 𝒘𝝁 INT 𝒘𝝁 INT
The company does a
good job of
explaining the
policies as well as 3.18 A 3.25 SA 4.00 SA 3.22 A
communicating
changes to company
policies.
The company's
policies make it easy
3.10 A 3.13 A 4.00 SA 3.14 A
for the respondent
to do a good job.
Company policies
provide flexibility
for the respondent
in cases of 2.85 A 2.75 A 4.00 SA 2.88 A
emergencies
(illnesses, urgent
matters, etc.)
The respondent can
see the link
between his/her
3.03 A 3.13 A 4.00 SA 3.08 A
work and the
Company
objectives.
The respondent
feels that the
management can 2.90 A 3.13 A 4.00 SA 2.98 A
implement company
policies effectively.

Parameter Mean 3.01 A 3.08 A 4.00 SA 3.06 A

Range Scale

3.25 - 4.00 Strongly Agree (SA)

2.50 - 3.24 Agree (A)

1.75 - 2.49 Disagree (D)

1.00 - 1.74 Strongly Disagree (SD)

 33

Workplace Relationships

The workplace relationships parameter scored the highest among the

parameters under the hygiene factor at a group mean of 3.47. It was intended to

measure the effect of interpersonal relationships that employees have inside the

workplace and how this affects their satisfaction on working at the company.

The results, shown in Table 10, suggests that the employees are very

satisfied with their current workplace relationships with all five of the indicators

receiving high scores of 3.36 and above. Not one of the indicators received a

Strongly Disagree response.

56% of the respondents agree all of the time that they feel comfortable

working with their teammates. The company also provides opportunities for

employees to develop close friendships, with 27 of the respondents or 54%

strongly agreeing to the statement. Also, the respondents’ answers are split in half

when asked to rate the friendliness of their workmates with 50% agreeing to the

statement all of the time and 50% agreeing only most of the time.

Based on the results, there seems to be a healthy relationship between the

supervisors and the agents with only 8% or 4 respondents rarely agreeing to the

statement that their supervisor is/are concerned about their welfare.

On the whole, the result of the workplace relationships parameter is very

positive indicating that the employees are satisfied with the relationships with their

teammates and supervisors.

 34

Table 9. Workplace Relationships Parameter

n = 50
Composite
Agents Supervisors Management
Indicators Mean
𝒘𝝁 INT 𝒘𝝁 INT 𝒘𝝁 INT 𝒘𝝁 INT
The respondent
feels comfortable
working with 3.43 SA 3.75 SA 4.00 SA 3.5 SA
his/her
teammates.
The respondent
feels that he/she
has the
opportunity to 3.50 SA 3.63 SA 4.00 SA 3.54 SA
develop close
friendships in
his/her job.
The respondent's
supervisor is
concerned about
3.30 SA 3.50 SA 4.00 SA 3.36 SA
the welfare of the
people that work
for him/her.
The respondent
feels that the
people he/she 3.48 SA 3.50 SA 4.00 SA 3.5 SA
works with are
friendly.
The respondent
feels that he/she
receives support
3.45 SA 3.38 SA 4.00 SA 3.46 SA
from his/her
colleagues at
work.

Parameter Mean 3.43 SA 3.55 SA 4.00 SA 3.47 SA

Range Scale

3.25 - 4.00 Strongly Agree (SA)

2.50 - 3.24 Agree (A)

1.75 - 2.49 Disagree (D)

1.00 - 1.74 Strongly Disagree (SD)

 35

Motivation and Hygiene Factor

After getting the group mean of each parameter, the mean of both motivation and

hygiene factors will now be measured as shown below in Tables 10 and 11.

Table 10. Motivation Factor Mean

Parameter Group Mean

Recognition 3.10

Nature of Work 3.11

Personal Growth 2.96

Achievement 3.11

Total 12.28

Motivation Factor Mean 3.07

Table 11. Hygiene Factor Mean

Parameter Group Mean

Salary 2.90

Working Conditions 3.29

Company Policies 3.06

Workplace Relationships 3.47

Total 12.72

Motivation Factor Mean 3.18

Table 10 shows that the mean of all motivation parameters is 3.07 while in Table

11, the hygiene factor mean is slightly higher at 3.18. Both scores are high, if based on

the following interpretation.

 36

Range Scale Interpretation

3.25 - 4.00 Very High (VH) All of the parameters in the factor have high
scores.

2.50 - 3.24 High (H) Most of the parameters in the factor have high
scores but a few have low scores.

1.75 - 2.49 Low (L) Most of the parameters in the factor have low
scores but a few have high scores.

1.00 - 1.74 Very Low (VL) All of the parameters in the factor have low
scores.

From this result the researchers can conclude that the BPO company which is the

subject of this study has high scores in both the motivation and hygiene factors. This has

the following implications on employee retention.

First, the motivation of the employees, affected by parameters internal to the job

is high; it is adequate to retain the employees most of the time but it will not be enough to

prevent a few employees from leaving the company every now and then.

Second, the satisfaction of the employees, affected by parameters external to the

job is high but can still be improved in order to help retain the employees who are seeking

higher satisfaction from rival companies.

Third, the gap between high and very high motivation factor scores means that the

company has room to grow and improve the motivation of their employees. Similarly, the

gap between high and very high hygiene scores means that the company can still improve

the level of satisfaction of their employees.

 Chapter 4
Summary, Findings, Conclusion and Recommendations

This final chapter of the study presents the summary, findings, conclusion and

recommendations of the business research conducted on employee retention of a BPO

company in Cebu City.

Summary

This study focused on assessing the employee retention of a BPO company in

Cebu City by applying the Two-Factor Theory of Motivation. It aimed to answer the

following questions:

1. What was the demographic profile of the respondents in terms of:

1.1. Age;

1.2. Gender;

1.3. Civil Status;

1.4. Years of service; and

1.5. Job Level?

2. How was employee retention in the company affected by the following

parameters:

2.1. Recognition;

2.2. Nature of work;

2.3. Personal Growth;

2.4. Achievement;

2.5. Salary;
 38

2.6. Working Conditions;

2.7. Company Policies; and

2.8. Workplace relationships?

3. Based on the findings, what improvements can be proposed.

Frequency %

Age
Range = 18-38
Average Age = 25

Gender
Male 18 36
Female 30 60
No answer 2 4

Civil Status
Married 5 10
Single 42 84
No answer 3 6

Years of Service
1-6 Months 7 14
6 Months - 1 Year 2 4
1 - 3 Years 22 44
3 - 5 Years 14 28
5 - 10 Years 5 10

Job Level
Agent 40 80
Supervisor 8 16
Management 2 4

Table 13. Summary of Respondents’ Profile

 39

Age
The age of the respondents range between 18 to 38 years old with an

average age of 25. This result tells us that the company has a relatively young

workforce.

Gender
Female respondents consisted more than half of the total responses at 30

counts or 60%. Males on the other hand, numbered at 18 or 36%. The remaining

4% did not indicate their answer.

Civil Status
A huge majority of the respondents are single, numbering at 42 or 84% of

the total sample while only five or 10% of the respondents are married. Three

respondents did not answer the question.

Years of Service

Most of the respondents cluster in the middle – 1 to 3 years – in terms of

tenure or years of service to the company. This comprised 22 responses or 44%,

followed by 3 to 5 years at 14 counts or 28%, 1 to 6 years at 7 counts or 14%, 5 to

10 years at 5 counts or 10% and, lastly, 6 months to 1 year at 2 counts or 4%.

Job Level
In terms of job level, a huge number of the respondents are at agent level

at 39 counts, composing 78% of the sample size. Supervisors number at 8 or 16%

and employees at the management level has 2 counts or 4%.

 40

The result of the survey revealed that the company’s employees have strong

internal and external motivation in their work but it is not at the strongest level. The

motivation and hygiene factors scored at the second-highest and therefore, other

Findings

The major finding of the study was that the motivation and hygiene scores of the

company is only at the moderate high level and not at the highest level. This implies that

there are parameters in both factors that did not meet a certain rating by the employees

that resulted in the factors getting their respective scores. The gap between the

company’s factor means and the highest mean

The study found out that the personal growth parameter received the weakest

score among the parameters in the motivation factor. Some of the reasons for this was

that there were respondents who strongly disagreed on statements about career

promotion awareness and on whether they feel happy and proud about their chances of

promotion. There were also a handful of employees who rarely agrees that they can reach

their full potential working in the company. If left unchecked, the matters concerning the

personal growth of the employees can have serious negative effects to employee

retention. On the opposite end, when executed well, programs that enhance employees’

skills and allows for the realization of their potentials will also have long-term benefits.

The recognition, nature of work and achievement parameters were found to have

very close group means at 3.10, 3.11 and 3.11 respectively. All three are high scores but

like the major finding of the study, not the highest score that can be achieved.
 41

Among the parameters under the hygiene factors, it was found out that the salary

parameter’s group mean of 2.90 was the lowest among the hygiene factors. This was

caused by considerable number of employees who are unsatisfied with the company’s

incentive schemes.

The study also found results that pertain to some of the strengths of the company

where, in terms of workplace relationships, the employees have very little complaints.

This parameter is important because having good relationships with coworkers can

greatly impact the level of satisfaction that employees feel when working in the company.

The company also has high marks in the working conditions parameter. In

particular, they have successfully maintained a safe and secure working environment free

from accidents and hazards and allows their employees to easily stay focused on their

tasks.

Conclusion

The researchers come to the conclusion that the employees of the BPO company

being studied are motivated and satisfied with their jobs at only a moderate level. The

result reflects well on the management of the company but is not something that the

company should be complacent with, especially in very competitive industries such as the

as the BPO industry. Other BPO firms who are more innovative in their employee

retention strategies, finding the right balance between retaining the best employees and

at the same time maintaining reasonable costs in doing so, can easily outperform other

who are not.

 42

Recommendations

Primary

The result of the study prompts the researchers to recommend that the

company improve the weaker areas that affect the motivation and satisfaction of

the employees. These areas are concerned with parameters in both the motivation

and hygiene factors namely, personal growth and salary.

Between the two, salary is perhaps easier to improve as it is more objective

in the sense that it deals with concrete figures. However, the company also has to

keep their bottom-line in mind and make sure that they can afford to increase,

improve and make their financial incentives more competitive.

Personal growth is, admittedly, much more challenging. This is because the

concept of growth and development is different for every person. No matter how

good the strategies and programs are in terms of promoting growth, the company’s

efforts are bound to meet incompatibilities. Despite that, the company should not

be deterred and should still take concrete steps toward the goal. Effective

communication of career prospects inside the company is one of these concrete

steps, along with hiring internally, or hiring so called “home-grown” employees

whenever a higher position becomes available.

Additionally, the company can attempt to further promote personal growth

by carrying out a Professional Development Plan, if it has not been implemented

yet in the company, for every individual in the company. This Professional

Development Plan is created to identify the necessary skills and resources to

 43

support the employee’s career goals and the organization’s business needs.

Specifically, it highlights the employee’s skills, matches it with the organization’s

staffing needs and explores development opportunities for the employee. In

addition, this Professional Development Plan should be provided for every

employee and is reviewed periodically by the Human Resource Department.

Finally, in pursuing the two major recommendations, the company also has

to make sure that the areas that they are performing well in are being maintained,

taken care of, or even improved. All of these recommendations are meant to

somehow improve the employee retention of the company.

Secondary

After conducting the study, the researchers recommend the following topics

for further research:

1. An in-depth analysis of the effectiveness of employee retention strategies

and programs deliberately set up by the company.

2. A comparison of employee retention strategies between BPO firms with

relatively same number of employees, resources, and market share.

3. A study focused on the financial aspect of employee retention.

Subsequently, the future researchers can give recommendations on how to

improve on existing human resource management strategies or propose novel

solutions to issues in employee retention and human resource management in

general.
 Appendix A
References

Azpired Inc. (2006). About Us. Retrieved (22 January 2020) from
(https://www.azpired.com/about-us/)

Batt, R. (2002). Managing customer services: human resource practices, quit rates and
sales growth. Academy of Management Journal, Vol. 45 (3), 587-97.

Cho, Y. & Perry, J. (2012). Intrinsic Motivation and Employee Attitudes Role of Managerial
Trustworthiness, Goal Directedness, and Extrinsic Reward Expectancy. Review of Public
Personnel Administration, Vol. 32, 382-406.

Deery, S., Iverson, R. & Walsh, J. (2002). Work relationships in telephone call centers:
understanding burnout and employee withdrawal. Journal of Management Studies, Vol.
39 (4), 471-96.

Finegold, D., Mohrman, S. & Spreitzer, G. (2003). Age effects on the predictors of
technical workers’ commitment and willingness to turnover. Journal of Organizational
Behavior. Vol. 23(5), 655-74.

Herzberg, F., Mausner, B., & Snyderman, B. (1959). The Motivation to Work. New York:
Wiley.

Incoming Calls Management Institute (ICMI) (2004), Agent Staffing and Retention Study
II: Final Report. Colorado: Call Center Press

Joseph, D., Ng, K., Koh, C. & Ang, S. (2007). Turnover of information technology
professionals: a narrative, meta-analytic structural equation modeling and model
development. MIS Quarterly, Vol. 31 (3), 547-77.

Judge, T., Piccolo, R., Podsakoff, N., Shaw, J. & Rich, B. (2010). The relationship
between pay and job satisfaction: A meta-analysis of the literature. Journal of Vocational
Behavior, Vol. 77, 157–167.

Morgeson, F. P., & Humphrey, S. E. (2006). The Work Design Questionnaire (WDQ):
Developing and validating a comprehensive measure for assessing job design and the
nature of work. Journal of Applied Psychology, 91, 1321-1339
Philippines Statistics Authority. (2017). 2013 ASPBI - Business Process Outsourcing
(BPO) Activities. Retrieved (07 February 2020), from (https://psa.gov.ph/content/2013-
annual-survey-philippine-business-and-industry-aspbi-business-process-management-
bpm)

Presbitero, A., Roxas, B. & Chadee, D. (2015). Looking beyond HRM practices in
enhancing employee retention in BPOs: focus on employee – organisation value fit. The
International Journal of Human Resource Management, 27(6), 635-652
 Appendix B
Survey Questionnaire
 Appendix C
Approved Transmittal Letter
 Appendix D
Clearance Certificate
 Appendix E
Timeline of Activities

Activity November December January February March

Title Proposal

Making
Statement of
the Problem
Making of
Survey
Questionnaire
Proposal
Hearing
Approval for
Research
Committee

Data Gathering

Oral Defense
 Appendix F
Summary of Expenses

Category Date Incurred Amount (₱)

Printing Expense - Chapter 1 including
November 2019 50.00
revised copy
Mail Envelope January 2020 9.00
Printing Expense - Chapter 1-2
January 2020 100.00
including revised copy
Printing Expense – Chapter 1-2 3
January 2020 150.00
copies for proposal hearing
Payment for Technical Panelists January 2020 1,000.00

Food Contribution for Panelists January 2020 140.00

Printing Expense – Chapter 1-2 4
February 2020 200.00
copies for Ethics Committee
Payment for Ethics Committee February 2020 2,000.00
Printing Expense – Chapter 1-2
February 2020 50.00
Revised copy for Ethics Committee
Printing Expense – Survey
February 2020 50.00
Questionnaires
Total Expenses 3,749.00

Members:

Mariell Boto Lorenzo Marabe

Myles Anthony Po Antonette Santiago

Prepared by:

Myles Anthony A. Po
Treasurer
 Appendix G
Documentation

The researchers together with the HR Officers of the company, pose for a group
photo after successfully gathering the data.
 Appendix H
Curriculum Vitae

Antonette Santiago
Lower Cavalry Hills, Apas, Cebu City
+63 927 365 8132 • santonettefl@gmail.com

PERSONAL INFORMATION:

Age : 20
Date of Birth : 24 October 1999
Place of Birth : Nueva Ecija, Gapan, Philippines
Gender : Female
Height : 5’4”
Weight : 150 lbs
Nationality : Filipino
Hobbies : Watching movie, reading, playing badminton

EDUCATIONAL BACKGROUND:

2018 – Present
University of Southern Philippines Foundation
Bachelor of Science in Business Administration

2017 – 2018
University of Southern Philippines Foundation

2015 – 2016
University of Southern Philippines Foundation

2011 – 2012
CLES Elementary School
 Lorenzo M. Marabe
Mahogany St., Brgy. Kasambagan, Cebu
+63 921 226 4070 • marabe.enzo@gmail.com

PERSONAL INFORMATION:

Age : 24
Date of Birth : 12 January 1996
Place of Birth : Cagayan de Oro City, Philippines
Gender : Male
Height : 5’6”
Weight : 140 lbs
Nationality : Filipino
Hobbies : Playing videogames

EDUCATIONAL BACKGROUND:

University of Southern Philippines Foundation

University of San Carlos

De La Salle University

Collegio Immaculada Concepcion

Saint John’s School

 Mariell Boto
Baas, San Vicente, Liloan, Cebu City
+63 905 584 2709 • mariellg013@gmail.com

PERSONAL INFORMATION:

Age : 21
Date of Birth : 31 January 1999
Place of Birth : Liloan, Cebu, Philippines
Gender : Female
Height : 5’3”
Weight : 145 lbs
Nationality : Filipino
Hobbies : Playing volleyball, writing poem and listening to
music

EDUCATIONAL BACKGROUND:

2018 – Present
University of Southern Philippines Foundation
Bachelor of Science in Business Administration

2017 – 2018
Arcelo Memorial National High School
Accountancy and Business Management

2015 – 2017
Arcelo Memorial National High School
Junior High School

2011 – 2012
Simeon Ayuda Elementary School

ACHIEVEMENT AND REWARDS: ORGANIZATIONAL AFFILIATION:

Dean’s Lister – 2nd Year, 1st Semester 2019 - 2020

Dean’s Lister – 1st Year, 2nd Semester Secretary of Academic Affairs
With Honors – Grade 12 USPF Supreme Student Government
With High Honors – Grade 11
 Myles Anthony Po
Salinas Drive Ext., Lahug, Cebu City
+63 955 725 9266 • pomyles15@gmail.com

PERSONAL INFORMATION:

Age : 21
Date of Birth : 15 May 1998
Place of Birth : Cebu City, Philippines
Gender : Male
Height : 5’6”
Weight : 130 lbs
Nationality : Filipino
Hobbies : Reading books and playing videogames

EDUCATIONAL BACKGROUND:

2017 – Present
University of Southern Philippines Foundation
Bachelor of Science in Business Administration

2013 – 2014
Cagayan de Oro College
Secondary Education

2011 – 2012
Precious International School of Davao
Secondary Education

2009 – 2010
Rizal Special Education Learning Center
Elementary Education