PEAK GRI Isidro Ablana PDF

CORRELATION BETWEEN ADVERSITY QUOTIENT® AND JOB
PERFORMANCE OF LGU EMPLOYEES OF TAYABAS CITY:

INPUT TO EFFECTIVE PUBLIC PERSONNEL MANAGEMENT
Michael Vincent B. Ablaña

Danica J. Isidro
Southern Luzon State University

Collage of Arts and Science
October 2015
ii
BIOGRAPHICAL SKETCH
Name: Michael Vincent Ablaña
Birthdate: September 20, 1995
Birthplace: Tayabas City
Permanent Address: 28 F. Baltazar St. Tayabas City
Contact Number: 09496370492
Email Address: michael.ablana@gmail.com
Educational Background:
School/University Inclusive Years
Southern Luzon State University 2012-2016
Luis Palad National High School 2008-2012
Tayabas East Central School – I 2002-2008
Academic Affiliation:
Public Administration League of Students (PALS)

Member
2012-2016
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BIOGRAPHICAL SKETCH
Name: Danica J. Isidro
Birthdate: July 15, 1995
Birthplace: Tayabas City
Permanent Address: 217 D. Nadress Street Tayabas City
Contact Number: 09302608768
Email Address: danicajasmin15@gmail.com
Educational Background:
School/University Inclusive Years
Southern Luzon State University 2012-2016
Luis Palad National High School 2008-2012
Tayabas West Central School – I 2002-2008
Academic Affiliation:
Public Administration League of Students (PALS)

Member
2012-2016
SSSGP Scholar
2012-2016
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APPROVAL SHEET
In partial fulfillment of the requirements for the Degree of Bachelor of Public
Administration, this research paper entitled Correlation between Adversity Quotient®
and Job Performance of LGU Employees of Tayabas City: Input to Effective Public
Personnel Management has been prepared and submitted by Michael Vincent B.
Ablaña and Danica J. Isidro, who are hereby recommended for the oral examination.
GINO A. CABRERA
Research Adviser
Approved in partial fulfillment of the requirement for the degree of Bachelor of
Public Administration, by the oral examination committee.
RICHARD M. VELUZ, LLB SARAH DANE B. LISING

Member Member
ERIBERTO A. CASIÑO, DPA

Chairperson
Accepted as partial fulfillment of the requirements for the degree of Bachelor of
Public Administration.
____________________ MARI JANE A. LEE, Ph.D.

Date Dean
v
DEDICATION
I whole-heartedly dedicate this work to the people who made contributions to our
research. To my mother Divina and to my father Ruben for their unwavering
support and for bestowing love, to my sisters Andrea and Ara for all their
help, to my friends with all their constructive criticism, to my
partner Danica, for sharing her time, knowledge,
and for bestowing her trust, without her
this research would never reach its
culmination, and to God
for His divine
guidance
MVBA
vi
DEDICATION
It is my genuine gratefulness and warmest regard that I dedicate this work to my family
and friends, to my Nanay Delia and Tatay Boyet for their endless love and support,
to my sisters Dianne and Daisy who are always been there when I need help,
to my partner Michael who always encourage me to be optimistic
in times of distress and also to God for giving
the strength and spiritual
guidance.
DJI
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ACKNOWLEDGEMENT
First and above all the researchers are highly grateful to the God Almighty for
providing this opportunity to pursue this research and for giving the strength, wisdom and
guidance throughout the year. When in times losing the courage to move forward, He a
light to the researchers to have strength when they feel like giving up.
With great pleasure the researchers would like to thank the following remarkable
individuals for the support, guidance and contribution to complete this study:
Mr. Gino A. Cabrera, research adviser, for his excellent guidance and care in the
conduct of the research;
Dr. Eriberto A. Casiño, chairman of the oral examination committee and Public
Administration Program and research subject professor, for the constructive criticisms
shared to the researchers for the improvement of the study, likewise for his valuable
suggestions, concern, encouragement and the moral support given;
Mr. Richard Veluz, panel of the oral examination committee, for the critical
comments, suggestions and correction that contribute to the improvement of the thesis;
Mrs. Sarah Dane Lising, panel of the oral examination committee, for the
insightful comments, support, opinion, suggestions and ideas;
Mr. Joel Erandio, for giving valuable time and knowledge to help them in their
statistical treatment;
Dr. Mari Jane Lee, Dean of College of Arts and Sciences, for the approval to
conduct this study;

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Hon. Faustino Alandy Silang, Municipal Mayor of Tayabas City, for the approval
to conduct this study and allowing them to access necessary documents;
Ms. Josefina O. Perez, Human Resource Management Head of LGU Tayabas
City, for her assistance and accommodation to get the performance evaluation results;
Prof. Bernardita E. Brillon, OIC-HRMO, for giving the researchers the valuable
documents needed as additional references;
Dr. Paul Stoltz, the author of Adversity Quotient and the CEO of PEAK Learning
Inc., for allowing the researchers to use the Adversity Quotient Profile® for the purpose
of this research;
Ms. Katie Martin, AQ research Project Liaison, for exerting time and effort for
proving all the information needed to complete this study.
The respondents, for their time, cooperation and effort during the conduct of this
study;
For all their friends and classmates, for their understanding, support and
encouragement;
Their families, for the abiding love and support that gives them the courage to
finish every step of the way;
MVBA
DJI
DJI
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TABLE OF CONTENTS
Page
Title Page………………………………………………………………………….…. i.i
Biographical Sketch………………………………………………………………….. ii.

ii
iv
Approval Sheet……………………………………………………………………….. iv.
Dedication……………………………………………………………………………. v.v
vii
Acknowledgement…………………………………………………………………… vii.
Table of Contents……………………………………………………………………. ix.

ix
List of Literature Cited……………………………………………………………… x.x
List of Tables………………………………………………………………………… xi.

xi
List Figure…………………………………………………………………………… xii.

xii
List of Appendices…………………………………………………………………… xiii.

xiii
Abstract……………………………………………………………………………… xiv.
xiv
Chapter I – Introduction
Background of the Study……………………………………………… 3 3
Objectives……………………………………………………………… 5 4
Hypothesis……………………………………………………………… 6 6
Scope and Limitation……………………………………………………6 6
Significant of the Study………………………………………………… 77
Definition of Terms…………………………………………………… 99
Chapter II – Review of Literature
Conceptual Framework………………………………………………… 20
21
Chapter III – Methodology
Locale of the Study……………………………………………………. 22

23
Research Design……………………………………………………….. 2223

x
Research Instrumentation……………………………………………… 24
23
Procedures/Data Collection……………………………………………. 27
25
Population and Sample………………………………………………… 27
26
Statistical Treatment…………………………………………………… 28
27
Chapter IV – Results and Discussions……………………………………………….. 31
29
Chapter V - Summary, Conclusion and Recommendation/s
Summary………………………………………………………………… 44
Findings…………………………………………………………………. 48
46
Conclusions………………………………………………………………. 48
50
Recommendations………………………………………………………. 51
49
Literature Cited ……………………………………………………………………….. 53
51
xi
LIST OF TABLES
Table Page
1. Range of Scores and equivalent interpretation for AQ® …………..………….. 24
2. AQ® CORE dimension Score Range and Equivalent ………........................... 24
3. SPMS Performance Rating of the respondents………………………………. 25

4. Frequency Distribution of the Respondents according to age……………....... 29
5. Frequency Distribution of the Respondents according to sex………………... 30
6. Frequency Distribution of the Respondents according to civil status……….. 30
7. Frequency Distribution of the Respondents according
to educational attainment……………………………………………….......... 31
8. Frequency Distribution of the Respondents according to
years of service…………………………………………………………......... 31
9. Frequency Distribution of the Respondents according to position…………… 32
monthly salary………………………………………………………………… 33
number of dependents………………………………………………………… 34
their Adversity Quotient®…………...…………………………………………. 35
13. Frequency Distribution and Percentage Distribution of the Respondents in
terms of Job Performance Rating……………………………………………. 37

®
14. Correlation between Demographic Variables and AQ ; Demographic
Variables and Job Performance; and AQ® and Job
Performance………………………………………………………………………..
38
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LIST OF FIGURES
Page
Figure
1. Correlation Analysis of Profile, Adversity Quotient®, and Job

Performance based on Strategic Performance Management
System of Employees of the City Government of Tayabas………………. 20
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LIST OF APPENDICES
Page
Appendices…………………………………………………………………………… 56
Appendix A - Letter Request to Request to Conduct the Study……... 57
Appendix B - Letter for the Performance Evaluation results………… 58
Appendix C - Official Research Agreement…………………………. 59
Appendix D - Demographic Questionnaire…………………………… 60

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Abstract
Title: Correlation between Adversity Quotient® and Job Performance of the LGU
Employees of Tayabas City: Input to Effective Public Personnel Management
Author: Michael Vincent B. Ablaña
Danica J. Isidro
Adviser: Mr. Gino A. Cabrera
This study was conducted to determine the relationship of Adversity Quotient® and job
performance of the City government employees in Tayabas. Specifically, the study
sought to answer the following: the demographic profile of the employees, the Adversity
Quotient® of the employees; the relationship between demographic profile and AQ®; and
the relationship between AQ® and job performance. The researchers utilized a
descriptive-correlation design which made use of two sets of questionnaire.
Questionnaire includes the demographic questionnaire such as age, sex, civil status,
educational attainment, years of service, position, monthly salary, number of dependents,
and the online AQ Profile® from PEAK Learning. Findings showed that employees’ job
performance is not significantly related to Adversity Quotient®. However, educational
attainment and position correlate with the AQ® Control dimension. In general, the study
suggested that adversity quotient® does not dictate how an employee performs at work
and does not impact job performance. Furthermore, this study recommends that the
current administration of the City of Tayabas may look to incorporate Adversity
Quotient® in their working environment, to improve the hiring process and the
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employees’ state of mind in handling difficulties in the different fields of work on
developing the organizational performance.

Correlation Between Adversity Quotient®… 1
Chapter I
INTRODUCTION
In a dynamic and a turbulent environment where social, economic and political
problems mount and the demands of society increase faster than the capacity of available
resources to provide for, the government particularly its employees, is then called upon to
adopt appropriate mechanism to deal with these concerns.
The largest employer in the country is the government. An estimate of around
80% of employee are from the government. The Philippines have the constitutional
mandate "to serve and protect," this means giving service to the people and safeguarding
the individual rights of the Filipinos. The Philippine government is not just run by the
president, senators, congressmen, governors and the like; it is also composed of
employees; the men and women who work behind the limelight ensuring the government
is operational. Governing any kind of office especially public office is a very serious and
monumental task to shoulder. Because of the fiduciary nature of public office, employees
are expected to be accountable and responsible. All-out effort, time, efficiency and
effective services are expected. As taxpayers the Filipino people are anticipating to
receive the very best services.
It is undeniable that there are a lot of problems every day to do well in one‘s chosen
field, it includes stress that accompanies a person's work, the frustrations a person
encounters in a daily basis and most of all the unexpected events that test his/her
resilience to surmount and carry on with life.

According to Lee (2008), resilience refers to a person‘s capacity to handle
difficulties, demands, and high pressure without becoming stressed. They maintain their
good cheer despite the frustrations and hassles that are part of everyone‘s work life.
Resilient people handle pressure well. They don‘t become testy or sharp-tongued in
difficult situations. They don‘t come unglued when confronted by difficult situation or
high pressure. Resilient people are the one you can count on to come through when the
stakes are high. All these meanings imply people being mentally strong, sufficiently
strong to maintain a sense of well-being whilst facing challenges.
Adversity Quotient® can be related to the job of the employees. If one is able to cope
up with stress then surely he can perform well in his or her work. Happier people are
satisfied with their jobs; the more satisfied they are the happier they are. The success of
any organization depends on how its members perform their tasks. If the members are
effective, efficient and committed to their job, the organization will be able to attain its
mission.
In the study conducted by Mosura et al. (2001), it was explained that most people go
to work day after day because it is necessary if they want to get what they consider to be
necessities of life and a few luxuries that they desire. What they do to earn is not a matter
of choice but is determined by a lot of factors such as education, experience, personal
characteristics, inborn abilities, social background and some say, by change. Therefore,
we must not see human behavior as either a product of social structures enveloping
persons or matter of individual will and choice. There is also interplay between the
society expectations for individuals and their own responses in situations. As a
consequence, many people engage in work that after sometime become monotonous,
tedious and boring. This circumstances result in a certain kind of environment in most
organizations that is not conducive to productivity. With these, the researchers are
interested in knowing the possible impact of stress on an employee‘s job performance.
Background of the Study
Tayabas gained its cityhood on March 18, 2007. It is still a young city and it is on
its way to be a well-developed city. At present there are one hundred ninety eight (198)
regular employees in Tayabas City hall and fifteen (15) chief of office with the total of
two hundred thirteen (213) employees and these employees differ with their ages, sex,
civil status, educational attainment, years of service, position, monthly salary and number
of dependents. The city employees are known for their hospitality and quality of service
is their number one priority. Over the years the researchers have observed that there are
numerous adversities that employees are facing that can have an effect on how an
employee performs at work. Aside from their workload in the city government employees
take on sidelines, part-time jobs or look up loan sharks to satisfy the needs of their family.
For some, relying on their salary alone cannot suffice to the ever changing society. To
overcome the challenges of an ever-changing environment, it then becomes important for
government employees to be effective in operating within such an environment and have
the skills necessary to be successful despite many adversities at work, with family,
responsibilities and stress.
Stoltz (2000) indicated that people who successfully apply AQ® perform
optimally in the face of adversity - the challenges, big and small, that confront people
each day. In fact, they not only learn from these challenges, but they also respond to them
better and faster. For businesses and other organizations, a high Adversity Quotient®
workforce translates to increased capacity, productivity, and innovation as well as lower
attrition and higher morale.
Any government entity involves stresses that challenge the performance and skills
of an employee. The city employees of Tayabas are tasked to maintain the operation and
services of the local government. Thus, effective control over their stresses that bombard
them, accountability in the line of work, and the determination to finish the job in an
efficient and effective manner must be enhanced by the employees.
In the study of Almario (2013), the findings revealed that the common physical
stress that the government experienced were fatigue, work overload and inadequate
amount of sleep, anxiety, too much expectation from boss and change in work.
It is within this context that the capacity of the government employees to rise
quickly from defeats, frequent frustrations, stress and setbacks as they perform their
duties and responsibilities. Also, the researchers conducted this study in order to
investigate whether Adversity Quotient® or having a high or low resiliency level play a
key role as to how they perform at work in any kind of job they have. In particular, this
study aims to establish the relationship among demographic variable, job performance
and the level of adversity quotient® of employees of the city government of Tayabas.
Objectives of the Study
This study was primarily designed to determine the correlation between Adversity
Quotient® and job performance of employees of the city government of Tayabas.
Specifically, this study aims to attain the following objectives:
1. To determine the demographic profile of the respondents in terms of:
a. age
b. sex
c. civil status
d. educational attainment
e. years of service
f. position
g. monthly salary
h. number of dependents
2. To identify the Adversity Quotient Profile® of the respondents in terms of:
a. Control
b. Ownership
c. Reach
d. Endurance
e. Overall Adversity Quotient®
3. To present the Job Performance of the respondents based on the Strategic
Performance Management System (SPMS)
4. To assess if there is a significant relationship between the demographic variables and
AQ® of the respondents

5. To evaluate if there is a significant relationship between demographic variables and
job performance of the respondents
6. To evaluate if there is a significant relationship between AQ® and job performance of
the respondents
Hypothesis
This study tested the following:
Ho1: There is no significant relationship between the demographic variables of the
respondents and their Adversity Quotient®
Ho2: There is no significant relationship between the demographic variables and their job
performance
Ho3: There is no significant relationship between the respondents‘ job performance and
Adversity Quotient®
Scope and Limitation
This study is limited to the Adversity Quotient® and job performance of the Local
Government unit of Tayabas City. Thus, the significant relationship between variables
will be identified that includes the relationship of their demographic profile on their
Adversity Quotient®. The demographic profile is consisting of age, sex, civil status,
educational attainment, years of service, position, monthly salary and number of
dependents. The level of resiliency of the employees will be examined using the
questionnaire Adversity Response Profile® (ARP) online. The said instrument to be used
will be adopted by the researchers from PEAK Learning, Inc. upon the approval of their
research liaison. Also, the computation and interpretation of the result of the online
questionnaire made by PEAK Learning, Inc. will be adopted by the researchers after the
data gathering procedures. The job performance will be based on the recent SPMS rating
result given by the LGU of Tayabas. The SPMS is the performance evaluation system
used by the City Government of Tayabas.
Significance of the Study
The researchers are determined to pursue the study due to the observable adversities
and stresses predominantly perceived in their environment and as complained by the
researchers‘ parents, family members, and friends who are working in government
agencies who have first-hand experiences in coping up with adversities. The researchers
are motivated because they have a background on how organization or government
agencies handle its man power regards to stress; this is one of the issues in public
personnel management. Thus, this study may give assistance to different agencies as to
the implementation of the mechanism for stress management strategies for the employees
to alleviate the above mentioned problems.
Specifically, this study will contribute to the development of the following sectors:
Employees of the City Government of Tayabas. This study will be beneficial to
them because through this study, they will know the level of their Adversity Quotient ®.
Also, the recommendations of this study could suggest ways on how they can cope with
stress at work. Furthermore, this study could disclose the value of Adversity Quotient® to
one‘s personality.
Local Government Unit of Tayabas. The AQ® of the respondents maybe taken into
consideration by the performance management team of the city government of Tayabas in
getting people together to accomplish desired goals. The HR Department could also look
into purchasing an AQ Profile® from PEAK Learning Inc. to help in employee selection,
cope with stress and maximize their AQ®. Furthermore, this study will contribute ideas in
understanding the importance of resiliency in relation to the employees‘ kind of job. It
can also result to improved governmental services delivery. The AQ® could also be their
selection program as one of their psychological test, a test included in the recruitment
process that can identify employees who can work under pressure.
To the Civil Service Commission. It will be an important research material that can
help the commission to come up with better policies or look into the system for positive
change and development of all government agencies.
To the field of Public Administration. The results of this study could present
additional input to public personnel management procedures.
To Bachelor of Public Administration. This research material will help public
administration students to recognize the behavior of individuals and how they interact in
a stressful working environment. It gives great interest since it examines the individual
and group behavior in surmounting challenges that affects an organization and an
individual's performance.
To the Future Researchers. This study may be used by future researchers whose
research interest is also in line with the present study as a reference material and a guide
in the conduct of a study similar to the previously conducted one.

Definition of Terms
For clarity of the study, to guide and enlighten the readers, the following terms are
defined conceptually and operationally:
Adversity - refers to the problems, constraints and challenges encountered by the city
government employees in their workplace and or at home that could either include the
loss of a loved one, suffering a financial setback, problems with the family etc.
Adversity Quotient® (AQ) - refers to the overall score acquired from the Adversity
Quotient Profile® of the respondents. It is also the capacity of an individual to work
effectively despite of the availability of stress.
Adversity Quotient Profile® - refers to a self-rating questionnaire on-line designed by
Dr. Paul Stoltz (2009) to measure an individual‘s style of responding to unfavorable
situations and consisted of four dimensions. It is the research instrument or standardized
test adapted by the researchers to measure the city government employees‘ response to
adversities. It contains the following sub-scales or dimensions:
Control - measures the degree of control that a person has over a difficult event.
Ownership - measures the extent of origin and ownership of the difficult situations,
one's responsibility and accountability for improving the situation.
Reach - measures the degree on how good and bad events get in touch into other
areas of life of the person.
Endurance - measures the length of time over which good and bad events and their
consequences will last.

City Employees - are individuals who work part-time or full-time under a contract of
employment, or hold plantilla positions under Civil Service Commission who have
recognized rights and duties. It refers to the respondents of the study.
City Government - controls the administration of the local affairs of a city. It is the
governing body of Tayabas City.
Job Performance - consists of observable behaviors that city government employees do
in their jobs that are relevant to the goals of the institutions. In this study, will be
measured trough the SPMS scores of the respondents.
Resilience - is the capacity to withstand stress and catastrophe. This refers to the
capabilities of humans to adapt and overcome risk and adversity.
Strategic Performance Management System (SPMS) - is a mechanism used by the
Philippine government that links employee performance with organizational performance
to enhance the performance orientation of the compensation system. It ensures that the
employee achieves the objectives set by the organization and the organization, on the
other hand, achieves the objectives that it has set as its strategic plan. (http://web.csc.gov.ph)
Chapter II
REVIEW OF LITERATURE AND STUDIES
This chapter presents the different literature perused to gather insights for the
study. This also includes the studies reviewed and cited to strengthen the concepts
underlying this study. Moreover, this chapter provides the conceptual framework that
leads to formulation of hypotheses.
Adversity
Adversity is one of the most potent forces in life. It shapes one‘s character,
clarifies priorities, and defines his/her path. It can also be fuel to greatness. Each person
faces a rich assortment of adversities every day, ranging from minor hassles to major
setback, even tragedies. The path to success, both in business and in life, is learning how
to convert any adversity into a genuine advantage (Stoltz & Weihenmayer, 2010).
As adversity intensifies, most people's existing and accessed capacity decreases –
it contracts when it needs to expand. It is a paradox. As the required capacity demanded
of a person expands, that person's (as with most people) existing and accessed capacities
shrink (Stoltz, 2000).
Stoltz discovered Adversity Quotient® (AQ) to be a better indicator in achieving
success rather than Intelligence Quotient (IQ), education or even social skills. Hundreds
of studies supported the role of AQ® in determining one‘s ability to withstand adversity
and to triumph over it.
As cited in the book Adversity Quotient @ Work: Finding Your Hidden Capacity
for Getting Things Done by Stoltz (2000), AQ® is the precise, measurable unconscious
pattern of how you respond to adversity. AQ® is much more than a measure. It
contributes a vital piece to what is becoming a grand unification theory of human
behavior, drawing from nearly four decades of wisdom and scientific research from some
of the world's top thinkers. Once you get the picture of how AQ® works, you will be able
to apply the following science to unravel some of the fundamental mysteries of individual
and collective endeavor.
D‘souza‘s (2006) study ―The Relationship Between Adversity Quotient®, School
Performance And School Climate‖ found the following: The students with low AQ®,
irrespective of their school type responded in a similar manner to adverse situations.
There was a positive correlation between AQ® and school performance, implying that an
increase in AQ® scores will increase school performance scores, also indicating that an
increase in the ability to handle adversities corresponds to better performance.
Likewise, study on ‗Optimism, Adversity and Performance: Comparing Explanatory
Style and AQ®‘ carried out by Johnson (2005) suggested that there was significant
correlation between explanatory style and AQ®, with locus of control being the most
important element linking the two models together. The findings also revealed that there
was a significant relationship between AQ® and performance for short term employees
and the higher a salesperson‘s AQ®, the better he performed.

Similarly, Canivel (2010) found that the principals‘ AQP® in private schools in
Rizal has an average score which is within the AQP® of the standard provided; among the
four dimensions of AQ® which are control, ownership, reach and endurance (CORE), it
was ownership that pulls down to below average score and all the rest got average scores.
The more control one has, the more one has to take positive action. Origin and ownership
stand for blame and accountability. Reach evaluate how far hardship affects one‘s life and
endurance takes action on how adversity last. There was no correlation between the
principals‘ adversity quotient® and the principals‘ leadership styles; and lastly the
adversity quotient® and leadership styles of the Principals‘ responses has no significant
correlation with demographic profiles in terms of age, gender, civil status, post graduate
study and length of service as faculty and principal.
A study on The Adversity Quotient® and Academic Performance among College
Students at St. Joseph College, Quezon City was carried out by Huijuan (2009). The main
purpose of this study was to find the relationship between the adversity quotient® and
academic performance of the selected respondents in the school year 2008-2009 of St.
Joseph‘s College, Quezon City. The adversity quotient® of the respondents was not
influenced by their sex. However, course and year level were found to be significantly
related to their adversity quotient® for the student respondents in this study. The level of
adversity quotient® and academic performance of the respondents were found to be
significantly related to each other.
Capones (2004) conducted a study on Adversity Quotient® and the Performance
Level of selected Middle Managers of Different Departments of the City of Manila as
revealed by the 360-degree Feedback System. The findings revealed that most
respondents have average level and high level of Adversity Quotient®. Further, most of
the respondents obtain average level in terms of Control and Endurance dimension and
high level of AQ® in terms of Ownership and Reach dimension. The study also provided
evidence of the relationship between adversity quotient® and performance ratings as
revealed by the 360-degree feedback system. This study is significant to the present study
as it indicates the influence of AQ® on performance.
Dimensions of Adversity Quotient®
Adversity Quotient® encompasses four dimensions which exactly measures the
AQ® of an individual. They are control, origin and ownership, reach, and endurance
embodied in the acronym CORE.
Control
C stands for control over an adverse event. People who respond to adversity as
temporary, external and limited have optimistic explanatory styles and tend to enjoy life‘s
benefits. With perceived control, hope and action are turned to reality or learned
helplessness shall pass. The more control one has, the more likely one has to take positive
action.
Ownership
The other O means ownership that reflects accountability. This answers the
degree of owning the outcomes of adversity whether good or bad. High AQ® people
enhance their accountability to control, empower and motivate action while low AQ®
people disown the problem causing failure to act, give-up, point fingers, reduced
performance and angers at others and many more negative actions. Owning the outcome
reflects accountability for achieving a specific result in response to a problem. High
scores tend to accept responsibility for creating a specific outcome regardless of the
causes.
Reach
R stands for reach evaluating how far the adversity gets into the areas of one‘s
life. Low AQ® response allow adversity to affect other aspect of one‘s life leading to
financial panic, sleeplessness, bitterness, distancing self from others and poor decision
making. But with high R-score one may limit the reach of the problem to the event at
hand. A misunderstanding relationship is one misunderstanding although painful and not
a sign that life is falling apart.
Endurance
E means endurance responding to the time adversities last. Attribution theory of
Peterson et al. 1993 (as cited by Canivel 2010) indicated that there is a dramatic
difference between people who attribute adversity to something temporary versus
something more permanent or enduring. Applying this theory, people who see their
ability as the cause of failure (stable cause) are less likely to continue than people who
attribute failure to their effort (a temporary cause).
Resilience
Researches show that resilience is the result of individuals being able to interact
with their environments and the processes that either promote well-being or protect them
against the overwhelming influence of risk factors (Zautra, Hall, & Murray, 2010). These
processes can be individual coping strategies, or may be helped along by good families,
schools, communities, and social policies that make resilience more likely to occur
(Leadbeater, Dogen, & Solarz, 2005). In this sense ―resilience‖ occurs when there are
cumulative ―protective factors‖. These factors are likely to play a more and more
important role the greater the individual‘s exposure to cumulative ―risk factors.‖
Siebert (2005) defines resiliency as the ability to adapt to life‘s changes & crises.
It is the key to a healthy and productive life. He also believes that there is a science of
resiliency and his research explains how and why some people are more resilient than
others and how resilience can be learned at any age.
Resiliency is an essential skill in every job sector in corporations, small
businesses, public agencies, professional services, and the self-employed especially
during times of turmoil. It is important to understand that when an individual is hit with
life-disrupting events, they will never be the same again. They either cope or crumble;
they become better or bitter; they emerge stronger or weaker (Siebert, 2005).
Resilience is about our capacity to tolerate and move on with strength after
experiencing an adverse event. Through an understanding of how our resilience is built
and expanded we are able to strengthen our resilience by taking certain actions. Our
resilience is, also, strengthened by overcoming adverse experiences and adverse events,
as success in overcoming these adds to our self-esteem and provides the confidence
needed to, more easily, overcome a similar experience in the future.
Stress
Topper (2007) defines stress as a person's psychological and physiological
response to the perception of demand and challenge. Ornelas & Kleiner (2003) argued
that stress is the byproduct of modern life that results from our efforts of trying to balance
the demands of the workplace and of family life. Factors like individual and family
factors, socio-economic and financial status, mental and physical health factors contribute
greatly to occupational stress (Manshor et al. 2003). Stress is caused due to unexpected
changes in technology, downsizing, sudden reorganization, changes in work schedules,
competition for promotional opportunities, lack of participation in decision making, lack
of employee empowerment, inadequate time to accomplish tasks, violence in workplace
etc. contributes a lot to employees stress level.
In addition, stress means individuals‘ psychological state when they cannot adapt
to or properly respond to things in life situations (Tian, 2007). Therefore, job stress is a
threat to workers caused by factors in work environments. However, job stress is a kind
of dynamic process. When there is a gap between work demand, as evaluated and
identified by individuals and resources, there will be job stress. Hence, job stress includes
physical and psychological imbalances in work environments (Margolis et al., 1974;
Caplan & Jones, 1975; Lin & Chang, 2010), as well as gaps between individuals‘
competency, skills, and work (Yeh & Wang, 2003).
Allen (2002) claimed that stress is a feeling we experience, when we lose
confidence in our capacity to cope with a situation. It is a state characterized by high
levels of arousal and distress and often by feeling of not coping.
On the book "Organizational Behavior" by Luthans (2011) it was discussed the
stress can either be helpful or harmful to job performance, depending on its level. When
there is little or no stress, job challenges are absent and performance tends to be low. A
stress increases, performance tends to increase, because stress helps a person call up
resources to meet job requirements. Constructive stress is a healthy stimulus that
encourages employees to respond to challenges. Eventually, stress reaches a peak or a
plateau that corresponds approximately with a person‘s top day-to-day performance
capability. At this point, additional stress tends to produce no more improvement. Finally,
if stress becomes too great, it turns into destructive force. Performance begins to decline
at some point because excess stress interferes with performance. An employee loses the
ability to cope; she or he becomes unable to make decisions and exhibits erratic behavior.
If stress increases to a breaking point, performance becomes zero; the employee has
breakdown, becomes too ill to work, is fired, quits, or refuses to come to work to face the
stress. (p.398-399)
Job stress refers to the experience of stress on the job (Bliese & Jex, 2002). A key
source of job stress is role conflict. Role conflict may occur when a person tries to meet
the demands of more than one important life role, such as worker and mother. Workload
can also be source of stress.
Occupational stress is defined as the perception of a discrepancy between
environmental demands (stressors) and individual capacities to fulfill these demands
(Topper, 2007; Vermunt & Steensma, 2005; Ornelas & Kleiner, 2003; Verca, 1999)
Increasing individual coping skills is another intervention which will be sued by the
management to minimize stress.
According to Cooper & Bright (2001), the most widespread definitions of
occupational stress may be classified into three types. The first type of definition is
stimulus based. It considers stress as an environmental based stimulus, forced upon the
person. The second type of definition is response based. It defines stress as an

individual‘s psychological or physiological response to the situational forces. The third
definition of stress applies an interactive approach often called the stressor-strain
approach
Occupational Stress and Job Performance in Small and Medium Scale Enterprises
Affum-Osei et al. (2014) The study identified the level of occupational stress of SMEs on
demographic variables and also determined the impact of occupational stress on
employees‘ job performance. The results further showed inverse relationship between
occupational stress and employees‘ job performance and that occupational stress
significantly predicted job performance.
The Influence of Job Stress on Employees Performance in Pakistan by Zafar et al.
(2015) aimed to analyze the impact of job stress on employee‘s performance in the
industrial sector of Pakistan. It was revealed that there is positive moderate relationship
exists between job stress and employees performance.
An Overview of the Effects of Job Stress on Employees Performance In Nigeria
Tertiary Hospitals by Olusegun et al. (2014) it was discovered that work overload, career
development and work/family conflict are considered to likely cause a disruptive effect
on performance of workers. The study revealed that workers performance were affected
by the following factors; tiredness, worry, unhappiness, weakness, headache, and anger.
Based on the findings of this study, the study concluded that job stress has significant
effect on employees‘ performance.

Conceptual Framework
The concern of the study is to explore the application of AQ® in the field of public
service and to find out if the city employees AQ® level has something to do with their job
performance as public officers and employees.
INPUT PROCESS OUTPUT
Profile of employees of the

city government of Tayabas
 age
 sex
 civil status
 educational attainment
 years of service
 position
 monthly salary
 number of dependents
Input to
Adversity Quotient of®
Correlational effective
employees of the city
government of Tayabas Analysis Public
 Control Personnel


Ownership
Reach
Management
 Endurance
 Overall Adversity
Quotient®
Job Performance based on

Strategic Performance
Management System
(SPMS)
Figure 1. Correlation Analysis of Profile, Adversity Quotient®, and Job Performance

based on Strategic Performance Management System of Employees of the
City Government of Tayabas
Figure 1 presents the relationship of their demographic profile and job performance
to the AQ® level of the respondents. In this study inputs are the demographic variables
and the Adversity Quotient®. The demographic variables are based on their age, sex, civil
status, educational attainment, years of service, position, monthly salary, and number of
dependents of the respondents as public officers or employees. The Adversity Quotient®
of the respondents are assessed in terms of the following dimensions, control, ownership,
reach, and endurance and Job performance based on the Strategic Performance
Evaluation System.
This study carried out the process of the assessment of the Adversity Quotient®; to
determine the significant relationship between the demographic variables and AQ® of the
respondents; to determine the significant relationship between demographic variables and
job performance of the respondents; and to determine the significant relationship between
AQ® and job performance of the respondents
The end result of the correlational analysis would determine the impact that will have
on Public Personnel Management. e.g., in any government organizations the degree of
educations is a basic necessity for employment in public office and is vital for promotion
within the government organization.

Chapter III
METHODOLOGY
This chapter describes the research methodology used in this study. Specifically, it
focuses on the techniques and procedures of gathering the data, the population and
sampling design, the instruments used and the statistical tools and techniques necessary
for the analysis of data.
Locale of the Study
This study was conducted in the City Government of Tayabas, Province of
Quezon, particularly in the premises of the LGU agencies. Specifically, it was conducted
at different offices of the city government of Tayabas namely Office of the City Engineer,
Office of the City Architect, Office of the City Social Welfare and Development, Office
of the City Assessor, Office of the City Treasurer, Office of the City Accountant, Office
of the City Mayor, Office of the City Planning, Office of the City Health, Office of the
City Agriculture, Office of the City Disaster Risk Reduction Management, and in the
Human Resource Management Office.
Research Design
The researchers used a descriptive-correlational method of research since the aim
of the study is to determine the relationship between demographic variable and Adversity
Quotient®; demographic variable and Job performance; and the Adversity Quotient® and
Job performance of City Government employees. This research design allowed the
researchers to explore the application of Adversity Quotient® in the field of public service
and to find out if the city employees Adversity Quotient® level has something to do with
their job performance as a public officers and employees.
Research Instrumentation
To obtain the necessary data for the study to determine the City Government
employee‘s demographic profile, level of Adversity Quotient ® and job performance the
researchers used the following instruments.
The first questionnaire consists of information about the personal characteristics
of the respondents. The questions include age bracket, sex, civil status, educational
attainment, years of service, position, monthly salary and number of dependents of
employees of City Government of Tayabas.
To get the respondents level of AQ®, the Adversity Quotient Profile® or Adversity
Response Profile® version 9.1 developed by Dr. Paul G. Stoltz of Peak Learning, Inc.
California was used. The Stoltz‘s ARP® version 9.1 (2009) is a self-rating questionnaire
that measures the individual‘s adversity level in responding with different adverse
situations. The on-line questionnaire presents 14 scenarios or events; each is followed by
4 questions with 5-point Likert Scale. The on-line questionnaire is accessible through the
unique URL (Universal Resource Locator) created by the Peak Learning, Inc. just for the
purpose of this study. The researchers sought the consent or approval of the developer of
the test for the use of the standardized questionnaire. Upon approval the researchers was
given an instructions and reminders. The given personal link has a validation of 3 months
and has a limitation of 240 participants only. After the online submission of the responses
the spreadsheet of completed data results of AQP® were sent by Ms. Katie Martin, AQ®
research Project Liaison.
The AQP® is composed of the following four CORE dimensions namely; control,
ownership, reach and endurance.
Table 1. Range of Scores and equivalent interpretation for AQ®
Score Range Equivalent

176-200 High
158-175 Above Average
136-157 Average
119-135 Below Average
40-118 Low
Table 2. AQ® CORE dimension Score Range and Equivalent
CO2RE Equivalents/ Score Range

Dimentions High Above Average Below Low
Average Average
Control 48 – 50 43 – 47 36 – 42 30-35 10-29
Ownership 50 47- 49 41-46 31-40 10-30
Reach 43 – 50 38 – 42 30-37 25-29 10-24
Endurance 44 – 50 39 – 43 32-38 26-31 10-25
Job Performance of the employees was based on the recent Strategic Performance
Management System (SPMS) rating result given by the LGU of Tayabas through the
human resource management which is also adapted. The SPMS is the performance
evaluation system used by the City Government of Tayabas.

Each of the employees is rated on the basis of the level of the performance set in the
table.
Table 3. SPMS Performance Rating of the respondents
Rating DESCRIPTION
Numerical Adjectival
98-100% meeting the success indicators. Performance
represents an extraordinary level of achievement and
5 Outstanding commitment in terms of quality, quantity and time,
(4.5-5.0) (O) technical skills and knowledge ingenuity, creativity and
initiative. Employees at this performance level should
have demonstrated exceptional mastery in all major
areas of responsibility. Employee achievements and
contributions to the organization are of marked
excellence.
4 Very 90% to 97.99% of the success indicators. All goals,
(3.5-4.49) Satisfactory objectives and targets are achieved above the
(VS) established standards.
80% to 89.99% of the success indicators.
3 Satisfactory Performance met expectations in the terms of quality of
(2.5-3.49) (S) work, efficiency and timeliness. The most critical
annual goals were met.
2 Unsatisfactory 70% to 79.99% of the success indicators.
(1.5-2.49) (US) Performance failed to meet expectations, and/or one or
more of the most critical goals are not met.
Below 70% of the success indicators. Performance
1 Poor was consistently below expectations and/or reasonable
(1.0-1.49) (P) progress toward critical goals is not made. Significant
improvement is needed in one or more important areas.
Procedures/Data Collection
Prior to conduct the study, the researchers asked permission from Dr. Paul Stoltz of
the Peak Learning Inc., Global Resilience at California, USA to use Adversity Response
Profile® online version 9.1 through an e-mail. Upon approval, the researchers was
provided an agreement regarding its term, conditions and legalities regarding the use of
AQP®, signing of the terms and agreement was done.
The researchers sought permission from the office of the City Mayor through the
Human Resource Management office for the conduct of the study in the City Government
of Tayabas. After getting the approval, the researchers were instructed to communicate
with the Human Resource Management Office.
When the researchers finally finished all the required documents, the researchers
conducted the research on May 4, 2015, oriented each respondent on the manner of
answering the demographic questionnaire and the on-line Adversity Quotient Profile®
simultaneously.
The administration of the online Adversity Quotient Profile® depended on the
availability and consent of the respondents and some opted to answer it personally. After
it was completed, the researchers followed-up the online answering of the AQ®
Questionnaire and right after informed the PEAK Learning, Inc. through Ms. Katie
Martin, AQ® research Project Liaison for its corresponding analysis and interpretation.
Lastly, collection, tabulation, and analysis of the data gathered were processed right away
by the researchers with the assistance of the statistician for a more accurate statistical
result and analysis.
Population and Sample
The researchers used the stratified random sampling procedure to get respondents
throughout the different departments and offices in the city government of Tayabas such
as, City Engineering Office. City Architect Office, City Veterinarian Office, City Social
Welfare Department, City Assessor Office, City Treasury Office, City Accounting Office,
City Mayor‘s Office, City Planning and Development Council, City Health Office, City
Agriculture Office, City Disaster Risk Reduction Management Council, and in the
Human Resource Management Office. The population of the study is composed of one
hundred ninety eight (198) city employees in the Local government of Tayabas City. Due
to the fact that the study had a time constraint allotted for the conduct of the data
gathering, the convenience of internet signal in which the researchers provided the Wi-Fi
and laptops for the respondents to answer the online questionnaire and since many
employees were not available at the time, currently on leave, on fieldwork, on a vacation,
on studies or on a seminar the researchers have settled on the eighty (80) respondents and
can no longer extend the collection of data.
Statistical Treatment
The researchers used statistical methods that will suit to the aim of the study, to
arrive to the necessary results and come up at the most reliable and valid interpretation of
the data and information reflected through the instrument. Interpretation and findings of
the information was used as basis to formulate the conclusion and recommendations of
the study.
The responses and data gathered was organized, tallied and tabulated through the
use of the following formulas:
1. Percentage
f
P= x 100
n
where:
P = percentage
f = frequency/number of responses
n = total number of respondents
2. Spearman‘s Rho
6∑𝑑2
𝜌 = 1−
𝑛(𝑛2 − 1)
where:
d = difference between the paired ranks
n = number of paired ranks

Chapter IV
RESULTS AND DISCUSSION
This chapter includes presentation, analysis and interpretation of all the necessary
data gathered by the researchers.
PART I. DEMOGRAPHIC PROFILE OF THE RESPONDENTS
Table 4. Frequency Distribution of the Respondents according to age
Age Bracket Frequency (f) Percentage (%)

24 and below 10 12.5
25-31 19 23.75
32-38 11 13.75
39-45 17 21.25
46-52 13 16.25
53-59 9 11.25
60-65 1 1.25
Total 80 100
Table 4 presents the frequency distribution of the respondents according to age. It
shows that the largest percentage of the respondents belongs to the age bracket of 25-31
which accounts to 23.75% followed by those belonging to the age bracket of 39-45 with
21.25%, 16.25% for the age bracket 46-52, 13.75% for the age bracket 32-38, 12.5% for
the age bracket 24 and below, 11.25% for the age bracket 53-59, and only 1.25% is within
the age 60-65 years old. This shows that majority of the respondents are in the early adult
to adult years, it is the stage of life where they have taken additional trainings and expand
work experiences to establish their careers in office. It is also the period where they attain
a more work oriented mindset.

Table 5. Frequency Distribution of the Respondents according to sex
Sex Frequency (f) Percentage (%)

Male 47 58.75
Female 33 41.25
Total 80 100
Table 5 presents the frequency distribution of the respondents according to sex. It
shows that the distribution of the respondents in terms of sex, 58.75% of the respondents
are male while the remaining 41.25% are female. This implies that a larger portion of
males are inclined to serve the public.
Table 6. Frequency Distribution of the Respondents according to civil status
Civil Status Frequency (f) Percentage (%)

Single 28 35
Married 51 63.75
Widow/widower 1 1.25
Total 80 100
Table 6 presents the frequency distribution of the respondents according to civil
status. It shows that majority of the respondents are married with 63.75%, 35% of the
respondents are single and 1.25% is a widow/widower. This suggests that the respondents
are working for their families.

Table 7. Frequency Distribution of the Respondents according to educational

attainment
Educational Attainment Frequency (f) Percentage (%)

Vocational/Trade Course 2 2.5
College Level 9 11.25
College Graduate 58 72.5
Graduate Studies 11 13.75
Total 80 100
Table 7 presents the frequency distribution of the respondents according to
educational attainment. It indicates that out of the 80 respondents 58 or 72.5% are
College Graduates, 13.75% in Graduate Studies attained. This shows that majority of the
respondents hold a Bachelor‘s degree and is a baseline in order to serve in public office.
Table 8. Frequency Distribution of the Respondents according to years of service
Years of Service Frequency (f) Percentage (%)

11 months and below 2 2.5
1-5 years 41 51.25
6-10 years 14 17.5
11-15 years 6 7.5
16-20 years 4 5
21-25 years 13 16.25
Total 80 100
Table 8 presents the frequency distribution of the respondents according to years
of service. It shows that majority of the respondents are rendering their service have been
in service for 1-5 years or 51.25% and 17.5% falls to 6-10 years. In addition, 21-25 years
is accounting to 16.25% and 7.5% is on 11-15 years; meanwhile 5% belongs to 16-20
years of service. Lastly only 2.5% have been in service for 11 months & below. This
indicates that half of the employees working in the local government of Tayabas are fairly
new to the job.
Table 9. Frequency Distribution of the Respondents according to position
Position Frequency (f) Percentage (%)

1st Level 16 20
2nd Level 62 77.5
3rd Level 2 2.5
Total 80 100
position. It reveals that 77.5% or 62 of the respondents are on 2nd level position while
20% belongs to 1st level position and lastly 2.5% belongs to 3rd level position. It indicates
that there is a large demand of work belonging to professional, technical, and scientific
positions which involve professional, technical, or scientific work. The position is based
on Civil Service section 8. Classes of Positions in the Career Service.—(1) Classes of
positions in the career service appointment to which requires examinations shall be
grouped into three major levels as follows:
(a) The first level shall include clerical, trades, crafts, and custodial service positions
which involve non-professional or subprofessional work in a non-supervisory or
supervisory capacity requiring less than four years of collegiate studies;
(b) The second level shall include professional, technical, and scientific positions which
involve professional, technical, or scientific work in a non-supervisory or supervisory
capacity requiring at least four years of college work up to Division Chief level; and
(c) The third level shall cover positions in the Career Executive Service.
(2) Except as herein otherwise provided, entrance to the first two levels shall be through
competitive examinations, which shall be open to those inside and outside the service
who meet the minimum qualification requirements. Entrance to a higher level does not
require previous qualification in the lower level. Entrance to the third level shall be
prescribed by the Career Executive Service Board.
(3) Within the same level, no civil service examination shall be required for promotion to
a higher position in one or more related occupational groups. A candidate for promotion
should, however, have previously passed the examination for that level.
Table 10. Frequency Distribution of the Respondents according to monthly salary
Monthly Salary Frequency (f) Percentage (%)

Below P10, 000 1 1.25
P10, 000 – P19, 999 47 58.75
P20, 000 – P29, 999 26 32.5
P30, 000 – P39, 999 6 7.5
Total 80 100
monthly salary. Majority accounts to 58.75%, having P10, 000 – P19, 000. 32.5% having
P20, 000 – P29, 999 and 7.5% having P30, 000 – P39, 999. Then it is followed by those
who have below P10, 000 which got 1.25%.

Table 11. Frequency Distribution of the Respondents according to number of

dependents
Number of Dependents Frequency (f) Percentage (%)

None 41 51.25
1 Dependents 10 12.5
2 Dependents 18 22.5
3 Dependents 8 10
4 Dependents 2 2.5
5 Dependents 1 1.25
Total 80 100
Table 11 illustrates the frequency distribution of the respondents according to
number of dependents. It can be identified that 51.25% has no dependents. Consecutively,
22.5% has 2 dependents, 12.5% has 1 dependent, 10% has 3 dependents, 2.5% has 4
dependents, and lastly only 1.25% has 5 dependents.

PART II. ADVERSITY QUOTIENT® OF THE RESPONDENTS
Table 12. Frequency Distribution of the Respondents according to their Adversity

Quotient®
® Frequency Percentage
Adversity Quotient
(f) (%)
Control
High 1 1.25
Above Average 8 10
Average 15 18.75
Below Average 30 37.5
Low 26 32.5
Ownership
High 2 2.5
Above Average 8 10
Average 25 31.25
Low 19 23.75
Reach
High 5 6.25
Above Average 13 16.25
Average 26 32.5
Low 14 17.5
Endurance
High 3 3.75
Average 22 27.5
Low 19 23.75
®
Over-all AQ
High 4 5
Average 29 36.25
Low 23 28.75
The table 12 presents frequency distribution of the respondents according to their
Adversity Quotient®. In terms of Control and Ownership dimensions both pertains to
below average level, 30 or 37.5 % and 26 or 32.5 % respectively. These data indicate
that the respondents perceive some adverse events fairly well, and there is something they
can do to avoid or lessen its harmful effect. But as challenges increase, the respondents
may experience a sense of helplessness and have unnecessary toll. Likewise, it implies
that the respondents perceive some adverse events as their fault and would avoid, and
withdraw from some of the responsibilities to solve the situation. The respondents may at
times feel helpless and victimized by the situation.
While Reach with 26 or 32.5 % and Endurance dimensions with a 22 or 27.5 %
fall in average level score. These means that the respondents have average resistance to
control adversity that would not affect their day-to-day activities. But during weak points,
the respondents may over react to adverse events and setbacks that would have damaging
effects to their lives. Also, it implies that at times the respondents maintain a reasonable
capacity to keep on going at the face of adverse events and may sometimes loose
optimism that would lessen their ability to positively react to adversity.
As for the Over-all AQ® of the respondents fall on average. It indicates that the
respondents have a fair ability to overcome difficulties and does not always falter in any
adverse event. Nevertheless, the respondents should strengthen their AQ® further as when
difficulties accumulate they still have the tendency to be weakened by fatigue and at
times will be overwhelmed by the situation debilitating them to react positively.

PART III. JOB PERFORMANCE RATING
Table 13. Frequency Distribution and Percentage Distribution of the Respondents

in terms of Job Performance Rating
Adjectival Rating Frequency (f) Percentage (%)

Outstanding 0 0
Very Satisfactory 52 65
Satisfactory 24 30
Unsatisfactory 4 5
Poor 0 0
Total 80 100
Table 13 shows frequency distribution and percentage distribution of the respondents
in terms of job performance rating. It is revealed no respondents got an Outstanding and
Poor rating. Majority of the respondents scored very satisfactory. Based on SPMS, a great
number of the respondents 65% obtain a very satisfactory performance rating that helps
them to perform well in their field; followed by 30% which accounts to a satisfactory
rating, 5% which accounts to unsatisfactory performance rating. The table reveals that the
city employees are dedicated to their work and performs to the greatest of their abilities.
PART IV. SIGNIFICANT RELATIONSHIP BETWEEN DEMOGRAPHIC

VARIABLE AND AQ®, DEMOGRAPHIC VARIABLE AND JOB
PERFORMANCE AND AQ® AND JOB PERFORMANCE
Table 14. Correlation between Demographic Variables and AQ®; Demographic

Variables and Job Performance; and AQ® and Job Performance
Spearman Rho
Correlation p-value Interpretation
Coefficient
Age Control .002 .984 Not Significant
Ownership .074 .515 Not Significant
Reach .008 .945 Not Significant
Endurance .134 .238 Not Significant
Over-all AQ® .147 .193 Not Significant
Performance .054 .633 Not Significant
Sex Control -.087 .445 Not Significant
Ownership -.095 .401 Not Significant
Endurance -.026 .818 Not Significant
Over-all AQ® -.099 .383 Not Significant
Civil Status Control .017 .884 Not Significant
Educational Control -.395** .000 Significant
Attainment Ownership -.043 .703 Not Significant
Years of Service Control -.053 .643 Not Significant
Reach -.013 .910 Not Significant
Performance -.018 .872 Not Significant
Position Control -.316** .004 Significant
Ownership -.105 .355 Not Significant
Monthly Salary Control -.084 .458 Not Significant
Number of Control -.063 .577 Not Significant
Dependents Ownership -.081 .477 Not Significant
Ho1: There is no significant relationship between the demographic variables of the respondents and their Adversity Quotient®
Ho2: There is no significant relationship between the demographic variables and their Job Performance
Ho3: There is no significant relationship between the respondents‘ Job performance and Adversity Quotient®
Table 14 presents the correlation between demographic variables and AQ®;
demographic variables and job performance; and AQ® and job performance. Spearman‘s
rank correlation coefficient was used to determine the significant relationships between
demographic profile and AQ® CORE dimensions of the respondents and demographic
profile and job performance of the respondents.
The researchers accepted the hypothesis Ho1: There is no significant relationship
between the demographic variables of the respondents and their Adversity Quotient®;
performance; Ho3: There is no significant relationship between the respondents‘ job
performance and Adversity Quotient® has no significant correlation.
However, it negates the hypothesis that there is no significant relationship
between the educational attainment and position of the respondents to AQ® Control
dimension.
The education generally enables a person to command the attention and respect of
others and is thus afforded better working condition in a more pleasant environment
comparison with the less educated. More status is attached to mental skills them to
physical skills and is further affected by the degree of skills which one exercised. Greater
status is given to holders of unskilled/ white collar jobs rather than skilled machine
operators (Salvador 2007).
The educational attainment plays a key role and is affiliated to the respondents‘
perception of control over difficult situations. This implies that the success in handling
difficult situations is determined and is profound to the degree of education attained by
the respondents. Similarly, having a College Degree is important to have a control over
adverse situations.
The result is supported by the study of Caguingin et al. (2013) that the perceived
control of the respondents over life‘s dire events is concomitant to their educational
attainment. This shows that the degrees earned by the respondents determine their level
of success in handling adverse challenges that come along their way.
Top-ranking people make decisions and initiate actions affecting others, status of
a particular level to a certain extent is shared by those who closely assist high-level
executives or managers (Salvador 2007).
The position was based on Civil Service section 8. Classes of Positions in the
Career Service. Composed of 1st, 2nd and 3rd level, the first level include clerical, trades,
crafts, and custodial service positions which involve non-professional or subprofessional
work in a non-supervisory or supervisory capacity requiring less than four years of
collegiate studies; the second level include professional, technical, and scientific
positions which involve professional, technical, or scientific work in a non-supervisory or
supervisory capacity requiring at least four years of college work up to Division Chief
level; and the third level shall cover positions in the Career Executive Service. There is a
significant relationship between position and AQ® Control dimension, it implies that the
position or the amount of responsibility and obligation an employee has in work
determines the success level of overcoming adverse situations. The rank of an employee
impacts the obligation of their work such as the determination to surmount adversities.
Likewise, having a higher position will let a person to have a control over difficult
situations.
Age is not a determinant of job performance. This finding is confirmed by of
Yearta (2005) age does not affect work performance. Smedley & Whitten (2006) also
suggested age as a potential factor for work performance. However from the study of
Edwards & Ewen (1996) cited by Capones (2004) found that age and performance level
positively correlated. This means that performance score increase slightly with age.
In terms of sex, both males and females differ in perception but it does not affect
job performance. The result is supported by the study of Shaiful Anuar et al. (2009) that
gender did not have a significant impact on work performance. Women are no less
competitive than men in the workplace, according to experimental research with teachers
in Israel by Professor Victor Lavy.
Civil status does not affect job performance. Single, married or separated do not
make a difference in one‘s job performance. The result contradict (Bowen et al., 2011;
Fetsch & Kennington,1997) the findings that marital status is related to the job
performance. Nevertheless on Park (2007) found that married workers were more likely
to have active and lower-strain jobs than never-married workers. They also had
significantly lower rates of job insecurity and job dissatisfaction than those never or
previously married.
In terms of educational attainment it shows that high and low degree of education
do not affect job performance. However in the study of (Linz, 2002) education influences
positively work performance. And McBey & Karakowsky (2001) found causal
relationship between education and work performance.
Furthermore Park (2007) on education levels individuals with more education
were more likely to have low-strain, active, and less physically demanding jobs than
workers with less education.
Years of service has a negative relationship with job performance. This implies
that no matter how long or short years of service it will not affect the job performance of
the employees.
Position is based on Civil service composed of 1st, 2nd and 3rd level. The result
shows that 1st, 2nd and 3rd level do not affect the job performance of the employees
In terms monthly salary, this implies that no matter how high and low the salary
these do not affect one‘s job performance. Likewise, the result contradicts that of (Khan,
et al., 2010) who concluded that pay is a significant factor which impacts the employees
motivation. Other studies (Bergmann & Scarpello 2002; Figart, 2000; McShane & Von
Glinow, 2005) concluded on the motivating role of pay as a monetary reward. They
confirmed that when the employees do their tasks well, this type of reward is very
important and has a high impact on their performance.
And for the number of dependents, the result shows that there is a negative
relationship with job performance of the respondents. This implies that no matter how
many dependents they have it will not affect their job performance.
These data imply that Job Performance rating of the respondents does not increase
with age, sex, civil status, educational attainment, years of service, position, monthly
salary and number of dependents.
The result are supported by the study of Capones (2004) that performance rating
does not increase with age and with number of years in service nor is determined by the
employees‘ gender and civil status.

And lastly, the computed p-value for the significant relationship between the
Over-all Adversity Quotient® of the respondents and Job Performance level is .797.
Therefore, the hypothesis that there is no significant relationship between Adversity
Quotient® of the respondents and Job Performance is accepted. This reveals that the
Adversity Quotient® of the respondents and Job Performance of the respondents are not
related with their perceived capability to cope up with difficulties in life and to overcome
adverse events effectively while on work.
However, based on the study of Capones (2004) Adversity Quotient® have a high
correlation (r = .612), significant relationship with performance rating as revealed by the
360-degree feedback system, which means that the adversity quotient® affects
performance among middle managers of the City of Manila.

Chapter V
SUMMARY, CONCLUSIONS AND RECOMMENDATIONS
This chapter presents the summary, findings derived from the analysis and
interpretation of the results. This also imparts the conclusions and recommendations
formulated thereafter.
Summary
This study was primarily designed to determine the correlation between Adversity
Quotient® and job performance of employees of the city government of Tayabas.
Specifically, this study aimed to attain the following objectives:
1. To determine the demographic profile of the respondents in terms of:
a. age
b. sex
c. civil status
d. educational attainment
e. years of service
f. position
g. monthly salary
h. number of dependents
2. To identify the Adversity Quotient Profile® of the respondents in terms of:
a. Control
b. Ownership
c. Reach
d. Endurance
e. Overall Adversity Quotient®
3. To present the Job Performance of the respondents based on the Strategic
Performance Management System (SPMS)
4. To assess if there is a significant relationship between the demographic variables and
AQ® of the respondents
5. To evaluate if there is a significant relationship between demographic variables and
job performance of the respondents
6. To evaluate if there is a significant relationship between AQ® and job performance of
the respondents
Hypothesis
This study tested the following:
Ho1: There is no significant relationship between the demographic variables of the
respondents and their Adversity Quotient®
performance
Ho3: There is no significant relationship between the respondents‘ job performance and
This study was conducted in the City Government of Tayabas, Province of Quezon,
particularly in the premises of the LGU agencies. The respondents of the study were
eighty (80) regular employees.
The data gathered were based on the responses of one hundred ninety eight (198)
of the City government employees specifically from the City Engineering Office. City
Architect Office, City Veterinarian Office, City Social Welfare Department, City Assessor
Office, City Treasury Office, City Accounting Office, City Mayor‘s Office, City Planning
and Development Council, City Health Office, City Agriculture Office, City Disaster
Risk Reduction Management Council, and in the Human Resource Management Office.
Findings
The findings of this study are summarized as follows:
1. Profile of City governments employees
The majority of the respondents are within the age range of 25-31 years old with
23.75%, in terms of sex there is a great number of male with 58.75% and 41.25% are
female, in terms of civil status majority of the respondents are married with 63.75%, 35%
are single and 1.25% is a widow, for educational attainment 72.5% are College
Graduates, for years of service 51.25% of the employees had been in service 1-5 years,
for position 77.5% are on 2nd level position, for monthly salary the majority accounts for
58.75%, having P10, 000 – P19, 000 and for number of dependents the majority of the
respondents have no dependents.

2. Adversity Quotient® of Respondents
In terms of Control and Ownership dimension the majority of the respondents belongs
to Below Average range score with 30 or 37.5% in Control dimension and 26 or 32.5% in
Ownership dimension, in terms of Reach dimension with 26 or 32.5% and Endurance
with 22 or 27.5% had an Average range score, and for Overall AQ®, the respondents of
the City Government of Tayabas have an Average level which indicates that the
respondents may be at the moment suffering in a number of ways and also unnecessarily
feel their fortitude wavered and or despondency.
3. Significant relationship between demographic variables of the respondents and
AQ® in terms of Control, Ownership, Reach, Endurance and Over-all AQ®
There is no significant relationship between age, sex, civil status, educational
attainment, year of service, position, monthly salary and number of dependents and AQ®
Ownership, Reach and Endurance dimension of the respondents. As for AQ® Control and
age, sex, civil status, year of service, monthly salary and number of dependents there is
no significant relationship. However, educational attainment and Position correlates with
the AQ® Control dimension. Demographic variables and their Over-all Adversity
Quotient® of the respondents are not significaly related thus the hypothesis is accepted.
4. Significant relationship between demographic variables and Job Performance of
the respondents
There is no significant relationship between demographic variables of the
respondents such as age, sex, civil status, educational attainment, years of service,
position, monthly salary, number of dependents, and Job Performance of the respondents.
5. Significant relationship between AQ® and Job Performance of the respondents
There is no significant relationship between Adversity Quotient® and Job
Performance of the respondents thus the hypothesis is accepted.
Conclusions
Based on the findings drawn, the conclusions are:
1. The respondents are mostly at the age bracket of 25-31, are mostly male, in their
early adult, and married. With regards to educational attainment, majority of the
employees are Collage Graduate. They have been in service for 1-5 years, in a 2nd
level position, have an average monthly salary of P10, 000 – P19, 999 and mostly
no dependents.
2. The respondents are within the below average of Adversity Quotient® in Control
and Ownership dimensions. In terms of Adversity Quotient® in Reach and
Endurance dimensions the respondents are within the Average range.
3. The respondents have an average AQ® which indicates that the respondents have
a fair ability to overcome difficulties and does not always falter in any adverse
event.
4. There is no significant relationship between age, sex, civil status, educational
attainment, year of service, position, monthly salary and number of dependents
and AQ® Ownership, Reach and Endurance dimension of the respondents. As for
AQ® Control and age, sex, civil status, year of service, monthly salary and number
of dependents there is no significant relationship. However, educational
attainment and position correlates with the AQ® Control dimension. Demographic
profile and the Over-all Adversity Quotient® of the respondents are not
significantly correlated.
5. There is no significant relationship between Adversity Quotient® and Job
Performance of the respondents, thus the hypothesis is accepted.
Recommendations
Although the study had a negative correlation between Adversity Quotient® and Job
Performance, there are numerous researches asserting that there is positive correlation
(i.e., Capones, 2004; Johnson, 2005; D‘souza, 2006; Huijuan, 2009; Canivel, 2010)
with these the researchers hereby recommend the following:
1. The current administration of the City of Tayabas may look to incorporate
Adversity Quotient® in their working environment, to improve the hiring process
and the employees‘ state of mind in handling difficulties in the different fields of
work on developing the organizational performance.
2. The necessity to improve the present level of the Adversity Quotient® of the city
employees arises since this is pertinent to their performance at work. Counseling
is suggested for the city employees who struggle in life and suffer from
depression due to difficult events in life.
3. Human Resource Management may embrace the concept and exercise the practice
of Adversity Quotient® to impart individual adversity consciousness in cultivating

the employees training and development to have the natural tendency to contest
adversity innate with their line of work.
4. The government should provide an environment with minimal stress or the total
eradication of it as the employees are valuable to the workforce.
5. Future researchers may opt to have more number of respondents and may expand
the range of their studies to the regional and national level of the government.
LITERATURE CITED
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York: John Wiley & Sons, Inc.
Stoltz, P. G. (2000). Adversity Quotient @ Work: Finding Your Hidden Capacity for
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Health for People and Communities.” In J.W. Reich, A.J. Zautra and J.S. Hall
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PERIODICALS
Bliese, P. D., & Jex, S. M. (2002). Incorporating a multilevel perspective into
occupational stress research: Theoretical, methodological, and practical
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Employee Motivation in Commercial Banks of Pakistan, Research Journal of
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Undergraduate Thesis: Southern Luzon State University
ELECTRONIC RESOUCES
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APPENDICES
APPENDIX A
Letter Request to Request to Conduct the Study

College of Arts and Sciences
Lucban, Quezon
05 March 2015
Hon. Faustino A. Silang DMD

City Mayor
Tayabas City
Thru: Mrs. Josefina O. Perez
Human Resource Management Officer V
Tayabas City
Dear Hon. Faustino A. Silang DMD,
The researchers are third year students of Southern Luzon State University taking up Bachelor in
Public Administration. This semester, we are enrolled in Research 1 subject and are now
®
workings with our undergraduate thesis entitled “Adversity Quotient as Predictor of Job
Performance of Employees of the City Government of Tayabas”.
In line with this, we would like to seek your approval for the conduct of this study. This will require
administering survey questionnaire and standardized psychological test that will measure the
variables of the study. Also if you will allow, we would like to ask for the copies of the
performance evaluation results of the city government employees of the previous month which
will serve as the measure for their job performance.
Rest assured that all the data that will be collected will be treated with utmost confidentiality. The
researchers shall always feel indebted for any help the office extend to the researchers.
We are hoping for an affirmative response regarding our request.
Thank you very much and more power! APPROVED/DISAPPROVED
Respectfully yours, FAUSTINO A. SILANG DMD

City Mayor
MICHAEL VINCENT B. ABLAÑA
Researcher
DANICA J. ISIDRO
Researcher
Noted by:
PROF. GINO A. CABRERA

Research Adviser
APPENDIX B
Letter for the Performance Evaluation results

College of Arts and Sciences
Lucban, Quezon
02 July 2015
Hon. Faustino A.Silang DMD

City Mayor
Tayabas City
Thru: Mrs. Josefina O. Perez
Human Resource Management Officer V
Tayabas City
Dear Hon. Faustino A. Silang DMD,
The researchers are third year students of Southern Luzon State University taking up Bachelor in
Public Administration and are now workings with our undergraduate thesis entitled “Adversity
®
Quotient as Predictor of Job Performance of Employees of the City Government of
Tayabas”.
We have finished our data gathering procedure as for our previous request and we have attached
the results. In line with this, we would like to seek your approval for the release of the
performance evaluation results of the city government employees which will serve as the
measure for their job performance.
Rest assured that all the data that will be collected will be treated with utmost confidentiality. The
researchers shall always feel indebted for any help the office extend to the researchers.
We are hoping for an affirmative response regarding our request.
Thank you very much and more power! APPROVED/DISAPPROVED
Respectfully yours, FAUSTINO A. SILANG DMD

City Mayor
MICHAEL VINCENT B. ABLAÑA
Researcher
DANICA J. ISIDRO
Researcher
Noted by:
PROF. GINO A. CABRERA

Research Adviser
APPENDIX C
Official Research Agreement
March 26, 2015

®
AQ Profile Official Research Agreement
By signing this document, I agree to
®
1. Use the AQ Profile for only the research project I have proposed to, and which
has been approved by Dr. Paul Stoltz, CEO of PEAK Learning, Inc.
®
2. Not use the AQ Profile for any monetary gain
®
3. Not to duplicate the AQ Profile for any purpose except for the approved research
®
4. Not to allow anyone else to duplicate the AQ Profile
®
5. Return or destroy the original AQ Profile to PEAK Learning, Inc. once my research
is complete
®
6. Share all AQ data and a copy of my study with PEAK Learning, Inc.
7. Have my name and paper posted on the Global Resilience Institute/PEAK Learning
web page
®
8. Not to include the AQ Profile in research paper or appendix
® ® ® ®
9. Use the symbol whenever I mention AQ , Adversity Quotient , and AQ Profile in any
written form
10. Protect PEAK Learning’s intellectual property to the best of my ability
Danica Isidro Date
Michael Ablana Date
Please sign and fax back to the attention of Katie Martin, 805-595-7771, OR
scan and email the pdf to katie@peaklearning.com.
Performance ! Excellence ! Achievement !

Knowledge
PEAK Learning, Inc. • (800) 255-5572 • www.peaklearning.com •
info@peaklearning.com
APPENDIX D
Demographic Questionnaire
Fill in the following information. Your answers to the following questions will be used for research purposes only and
will be kept strictly confidential.
Direction: Please put a (/) check on the ( ) box for your chosen answer.
Name (optional): _______________________________________________
Age:
24 years and below 39 – 45 years 60- 65 years
D25 – 31 years D46 – 52 years D
D32 – 38 years D53 – 59 years
D D
Sex:
Male Female
D D
Civil Status:
Single Separated
D Married D Widow
D D
Educational Attainment:
High School Level Vocational/Trade Course College Graduate
DHigh School Graduate DCollege Level D Graduate Studies
D D D
Year of Service:
0 – 11 months
D
1 – 5 years 11 – 15 years
D16 – 20 years
21 – 25 years
D26 – 30 years
31 years & above
D
D
6 – 10 years
D
D D
Position
1st Level - Clerical, trades, crafts and custodial service positions, which involve non-professional or sub-
D professional work in a non-supervisory or supervisory capacity requiring less than four years of collegiate
studies.
2nd Level - Professional, technical and scientific positions involving professional, technical or scientific work
in a non-supervisory or supervisory capacity requiring at least four years of college work up to Division Chief
level.
3rd Level - Positions in the Career Executive Service.
Monthly Salary:
Below P10, 000 P20,000- P29,000 P40,000 and above
D
P10,000-P19,000 D PP30,000-P39,000 D
D D
Number of Dependents ____________________

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CORRELATION BETWEEN ADVERSITY QUOTIENT® AND JOB

PERFORMANCE OF LGU EMPLOYEES OF TAYABAS CITY:

Michael Vincent B. Ablaña

Southern Luzon State University

Name: Michael Vincent Ablaña

Birthdate: September 20, 1995

Birthplace: Tayabas City

Permanent Address: 28 F. Baltazar St. Tayabas City

Contact Number: 09496370492

Email Address: michael.ablana@gmail.com

School/University Inclusive Years

Southern Luzon State University 2012-2016

Luis Palad National High School 2008-2012

Tayabas East Central School – I 2002-2008

Public Administration League of Students (PALS)

Name: Danica J. Isidro

Birthdate: July 15, 1995

Birthplace: Tayabas City

Permanent Address: 217 D. Nadress Street Tayabas City

Contact Number: 09302608768

Email Address: danicajasmin15@gmail.com

School/University Inclusive Years

Southern Luzon State University 2012-2016

Luis Palad National High School 2008-2012

Tayabas West Central School – I 2002-2008

Public Administration League of Students (PALS)

In partial fulfillment of the requirements for the Degree of Bachelor of Public

Administration, this research paper entitled Correlation between Adversity Quotient®

Personnel Management has been prepared and submitted by Michael Vincent B.

Approved in partial fulfillment of the requirement for the degree of Bachelor of

Public Administration, by the oral examination committee.

RICHARD M. VELUZ, LLB SARAH DANE B. LISING

ERIBERTO A. CASIÑO, DPA

Accepted as partial fulfillment of the requirements for the degree of Bachelor of

____________________ MARI JANE A. LEE, Ph.D.

research. To my mother Divina and to my father Ruben for their unwavering

help, to my friends with all their constructive criticism, to my

partner Danica, for sharing her time, knowledge,

and for bestowing her trust, without her

this research would never reach its

culmination, and to God

for His divine

to my partner Michael who always encourage me to be optimistic

in times of distress and also to God for giving

the strength and spiritual

conduct of the research;

suggestions, concern, encouragement and the moral support given;

insightful comments, support, opinion, suggestions and ideas;

conduct this study;

to conduct this study and allowing them to access necessary documents;

Ms. Josefina O. Perez, Human Resource Management Head of LGU Tayabas

documents needed as additional references;

proving all the information needed to complete this study.

finish every step of the way;

Title Page………………………………………………………………………….…. i.i

Biographical Sketch………………………………………………………………….. ii.

Table of Contents……………………………………………………………………. ix.

List of Literature Cited……………………………………………………………… x.x

List of Tables………………………………………………………………………… xi.

List Figure…………………………………………………………………………… xii.

List of Appendices…………………………………………………………………… xiii.

Background of the Study……………………………………………… 3 3

Scope and Limitation……………………………………………………6 6