Bsoa Bernadeth Mendozawinfred Justine Velasco

i
ROLE AMBIGUITY AND ITS PERCEIVED EFFECT TO PROFESSIONAL

EXECUTION OF BACHELOR OF SCIENCE IN OFFICE
ADMNISTRATION GRADUATES IN LAGUNA
STATE POLYTECHNIC UNIVERSITY
SAN PABLO CAMPUS
An Undergraduate Thesis
Presented to the
Faculty of College of Business Management and Accountancy
Laguna State Polytechnic University
San Pablo City Campus
San Pablo City
In Partial Fulfilment
Of the Requirements for the Degree
Bachelor of Science in Office Administration
MENDOZA, BERNADETH M.
VELASCO, WINFRED JUSTINE
December 2019
ii
Republic of the Philippines

Province of Laguna
College of Business Management and Accountancy
APPROVAL SHEET
This research entitled “ROLE AMBIGUITY AND ITS PERCEIVED EFFECT

TO PROFESSIONAL EXECUTION OF BACHELOR OF SCIENCE IN OFFICE
ADMINISTRATION GRADUATES IN LAGUNA STATE POLYTECHNIC
UNIVERSITY SAN PABLO CITY CAMPUS” prepared and submitted by
BERNADETH M. MENDOZA and WINFRED JUSTINE VELASCO in partial
fulfilment of the requirement for the degree BACHELOR OF SCIENCE IN OFFICE
ADMINISTRATION is hereby recommended for approval and acceptance.
ELAINE JOY C. APAT, M.B.A

Adviser
Approved and Accepted by the Committee on Oral Examination with a
grade of ______.
JULIETA A. SUMAGUE, M.A.T MARIEROSE P. VALENZUELA, M.B.A

Member Member
ISMAELA M. BAWICA, M.B.A MA. RONA D. SAHAGUN, Ed.D

Member Member
JULIETA A. SUMAGUE, M.A.T

Research Unit Head
Accepted in Partial Fulfillment of the requirement for the degree of Bachelor

of Science in Office Administration.
____________
Date
MELINDA C. ALMAZAN, M.A. Ed.
Assoc. Dean, CBMA
DELON A. CHING, Ed. D.

Chairperson of Research and Development Services
Contribution No.BSOA-2019-SPCC________
iii
ACKNOWLEDGEMENT
The researchers would like to express their deepest gratitude to the
following people who were behind the success and completion of this study.
To Mrs. Melinda C. Almazan, Associate Dean of College of Business
Management and Accountancy for pushing them to do better, she became one of
the reasons why they want this study to be successful because they want to make
her proud of them. They appreciate her efforts to establish an excellent quality of
education in this institution;
To Ms. Elaine Joy C. Apat, the ever supportive Researcher’s Adviser for
her untiring effort, valuable suggestions and genuine concern which is indeed a
great help to the researchers. What they would not forget is her witty advises. They
are grateful and proud at the same time because they know that she will guide
them well and she proved that, a thousand folds. Most especially to her pearls of
wisdom which guided throughout the course of this research;
To Mrs. Julieta A. Sumague, their Subject Specialist, for her scholarly
suggestion and her motivation and encouragement as well as the constructive
criticism which helped the researchers to improve the study. Being their thesis
instructor she also provided relevant information and ideas. They would like to
recognize her patience, enthusiasm, guidance and for giving them the title and
ideas for their study;
To Mrs. Marierose C. Valenzuela, their Statistician, who aided them to the
statistical treatment of the study that helped in the analysis and interpretation of
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data as well as the findings that is needed for the success of this study and for her
advice and ideas for the improvement of this work. She constantly reminded them
that whatever the outcome of the study, it will always be up to their will to defend
it and it is for the betterment of the researchers and the society.
To Ms. Ismaela Bawica, their Technical Editor, who had given so much
time and effort in revising the study and for her guidance and supervision while
conducting this research; for her warm accommodation and gentle reminders that
they should continue despite of many obstacles faced by them;
To Dr. Ma. Rona D. Sahagun, their Language Critic, who have shared her
expertise for the betterment of this study and guided them through her constructive
comments; her calming aura and approachable presence made it easy for them to
inquire the things they need to improve on. For that, they are truly grateful.
To 4th Year BSOA Graduates of Laguna State Polytechnic University San
Pablo City Campus, for spending their time and for being cooperative and fairly
evaluating their questionnaire;
To Friends and Batch mates, who never failed to encourage and support
in all endeavours in their lives;
And to the Researcher’s passionate, understanding and loving parents, for
their financial assistance, spiritual and moral support and guidance that profoundly
inspired them in doing this study, and to their siblings who always believe in every
step of the way;

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To Almighty God, who gave them determination, knowledge and the ability
to face the challenges that the proponents need in finishing this research study.
The journey was tough, but they believe Him and give their faith and trust. And
with Him nothing shall be impossible.

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ABSTRACT
This study was focused on the Role Ambiguity and its perceived effect to
the professional execution of Bachelor of Science in Office Administration in
Laguna State Polytechnic University San Pablo Campus, it sought to answer the
following questions: (1) What is the profile of the respondents in terms of Age,
Gender, Length of Service and Position? (2) What is the level of Role Ambiguity in
terms of Training and Job Complex Instructions? (3) What is the level of Professional
Execution in terms of Employee Efficiency and Career Growth and Development? (4)
Is there a significant difference among level of role ambiguity of the respondents as
grouped according to profile factors? (5) Is there a significant difference among level
of professional execution of the respondents as grouped according to profile factors?
(6) Is there a significant relationship between Role Ambiguity and Professional
Execution?
The researchers used self-made questionnaire to find out the respondents’
profile and this study was limited to determination of the perception of eighty (80)
respondents. The collect data were tailed, tabulated and treated statistically to
determine the role ambiguity and its perceived effects on professional execution
of Bachelor of Science in office administration graduates.
The researchers hypotheses are the following: there is no significant
difference among level of role ambiguity of the respondents as grouped according
to profile factors. There is no significant difference among level of professional
execution of the respondents as grouped according to profile factors. There is no

vii
significant relationship between Role Ambiguity and Professional Execution of the
respondents.
The majority of respondents are age 21 – 23 years old. The majority of
respondents’ profile as to gender are (37) or 57% female. The distribution of the
respondents as to length of service are (34) or 42% of respondents are working
for 7 – 12 months. Thirty four (34) or 43 % of respondents are from secretarial
position. Three (3) or 4% of respondents who are working as Call Center
Representative. Based on the findings of the study, the researchers hypothesized
that there is no significant difference among level of role ambiguity of the
respondents as grouped according to profile factors based on the result of the
study the hypothesis is accepted. The second hypothesis that there is no
significant among level of professional execution of the respondents as grouped
according to profile factors is accepted based on the result of the study the
hypothesis is accepted. The last hypothesis there is no significant relationship
between Role Ambiguity and Professional Execution of Bachelor of Science in
Office Administration graduates in Laguna State Polytechnic University – San
Pablo City Campus based on the result of the study the hypothesis is rejected.
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TABLE OF CONTENTS
Page
TITLE PAGE ……………………………………………………………………………. i
ii
APPROVAL SHEET……………………………………………………………………
iii
ACKNOWLEDGEMENT………………………………………………………………
vi
ABSTRACT……………………………………………………………..………….…..
vii
TABLE OF CONTENTS………………………………………………...…...……..…
xi
LIST OF TABLES……………………………………………………………..……….
xii
LIST OF FIGURES………………………………………………………...................
Chapter I. THE PROBLEM AND ITS BACKGROUND
1
Introduction…………………………………………..…………......................
2
Background of the Study……………………….….……………....................
3
Review of Related Literature and Studies…………………………………...
Theoretical Framework……………….…………..………..…………….........17
Conceptual Framework………………………….…….……………………... 18
Statement of the Problem………………………….…………………...……. 19
Hypotheses of the Study……………………………..…………………….… 20
Significance of the Study……………………………………….……………. 20
Scope and Limitation of the Study…………………………….……….……. 21

ix
Definition of Terms…………………………………………..…..………….... 21
Chapter II. RESEARCH METHODOLOGY
23
Research Design………………………………………………………..…….
Population and Sampling Technique…………………………………….… 24
Research Instrument………………………………………………………… 24
Research Procedure…………………………………………………………. 24
Statistical Tools……………………………………………………………….. 24
Data Gathering………………………………………………………………... 25
Chapter III. PRESENTATION, ANALYSIS AND INTERPRETATION OF DATA
Chapter IV. SUMMARY OF FINDINGS, CONCLUSIONS AND
RECOMMENDATIONS
46
Summary of Findings…………………………………………………………
51
Conclusions……………………………………………………………………
Recommendations…………………………………………………………… 51
BIBLIOGRAPHY................................................................................................ 55
APPENDICES
A. Letter to Dean……………………………………………………………….… 58
B. Letter to the Respondents……………………………………...................... 59
C. Survey Questionnaire………………………………………………………... 60
63
x
D. Raw Data……………………………………………………………...……….
70
CURRICULUM VITAE………………………………………………………..………
xi
LIST OF TABLES
Table
Page
30
1 Distribution of Respondents according to Training………….…………….
32
2 Distribution of Respondents according to Complex Job Instruction…….
3 Summary of Role Ambiguity…………………………………………………. 33
4 Distribution of Respondents according to Employee Efficiency………… 34
5 Distribution of Respondents according to Career Growth and
Development…………………………………………………………………... 38
6 Summary of Professional Execution……………………………………….. 39
7 Difference between Profile of Respondents and Role Ambiguity……….. 40
8 Difference between Profile of Respondents and Professional
Execution…………………………………………………………………........ 41
9 Correlation between Role Ambiguity and Professional Execution………. 43

xii
LIST OF FIGURES
Page
Figure
18
1 Research Paradigm……………………………………………….…………..
26
2 Distribution of Respondents according to Age……………..……...….…....
27
3 Distribution of Respondents according to Gender……………….….....…..
28
4 Distribution of Respondents according to Length of Service….….………
29
5 Distribution of Respondents according to Work Position…………………
1
Chapter I
THE PROBLEM AND ITS BACKGROUND
Introduction
There are many ways for a yarn to become entangled and by analogy not
all sources of complexity and unexpected stresses in their work are of the same
sort. Since the early days, studies have provided evidence of conditions within the
organizational framework that affect the findings of employees while performing
their duties. Some situations arise where the requirement and obligations of a
progressive position in the workplace require formalization and definition of the
scope, or where a person in a place of duty is required to perform at least two jobs
simultaneously, so that the performance of one of them would make it increasingly
difficult or even difficult to meet the other requirement. These two conditions put
pressure on the administrators, which eventually affects their job satisfaction.
Role ambiguity is understood as the simultaneous occurrence of two (or
more) role outputs or requirements, in such a way that the performance of one of
them makes the performance of the other more difficult (Katz & Kahn, p. 213). Role
ambiguity would be the result of an absence of knowledge with regards to work
evaluation, about opportunities to progress, broadness of obligation and superiors'
expectations regarding the role of an individual in a hierarchical position.
Some of the leaders or head of the organization hand out tasks with
incomplete instructions. They can do this because they're busy and they do not
take the time to think about what data staff needs to finish the work. Or they may
trust their subordinates and suppose they understand what to do. In any event, in
2
an awkward scenario, an employee who gets unclear directions is left. It's difficult
to finish a job with incomplete information or guidelines, but asking for advice may
be dangerous because the boss may get angry or believe the worker is
incompetent.
A worker who brings a finished project to their boss is keen to show how
well he has done. If the boss tends to be low key or is too busy to look at the
project, he might make a non-committal comment like "Thanks," or he might just
nod. The worker is left wondering if that means the boss is satisfied, if he cares
little about the project or if he's holding her tongue because he's disappointed but
because he's overly critical, she does not want to upset the employee. The
ambiguity inherent disturbs the employee because he doesn't understand if the
boss believes that his job is good.
One of the adverse effects of the existence of ambiguity of roles is a
decrease in job satisfaction which, for the purposes of this research, is to
understand an individual's perception of his or her present situation as the
individual accountable for a position. It is the perception that derives from his/her
understanding of the content of the requirements required to carry out the work
processes for which he / she is responsible (Montgomery, 2011).
Background of the Study
The researchers postulated that someone who are elevated in ambiguity
tolerance could embrace the open-ended challenges and problems of their
complicated work; this, in turn, would enable them to feel psychologically
empowered by these challenges and thus tend to encourage creativity in particular.

3
For someone low in tolerance of ambiguity, they believed a rather distinct image
would arise. For someone who is low in ambiguity tolerance, their complex work's
difficulties and challenges may lead to feelings of cognitive overload, and thus tend
to promote responsive creativity in particular.
Based on this reality, the researchers turn their attention to discovering what
are the perceptions of the executives carrying out the role of a certain position at
the organizations where BSOA graduates are working and also what the BSOA
graduates think of carrying tasks assigned to them and how they deal with the
situations.
This study sought to figure out what are the effects of both high and low
ambiguity in the workplace and how it also affects the professional execution of
the employees. In doing so, this study assessed if ambiguity in the work place is
beneficial or a crucial problem inside an organization.
Literature Review
Foreign Literature
A journal article entitled Classifying Managerial Responses to Multiple
Organizational Identities written by Michael G. Pratt and Peter O. Foreman, states
that multiple identities do exists in the organization and that their existence creates
potential costs and benefits for the employee as well as the organization. Thus,
their work is not just an attempt to map the conceptual territory of how numerous
organizational tasks are controlled but also a call of attention to future researchers
that more study in this topic is warranted.

4
In addition, David M. Sluss and Blake E. Ashforth (2008), as a result of their
research, states that, organizations invest substantial resources in training and
employee development. However, given the relational level's salience,
organizations can better allocate resources by focusing on the coaching and
mentoring skills of managers. Organizational practices should at least place the
manager as an integral component of the process of training and development
rather than as an afterthought.
Second, managers need to pay close attention to the opinions (i.e.,
anthropomorphization, social influence, and proto-typicality) and moods (i.e. affect
transfer) generated in their relationships with subordinates. Managers should
concentrate on creating an environment where positive effects are created. An
environment in which the personal work goals of the subordinate are encouraged
should help foster the requisite positive feelings (Roberson and Sluss 2004).
Employee productivity is an evaluation of a worker's or group of workers'
effectiveness. Productivity is actually an element that directly impacts the earnings
of the company (Gummesson, 1998; Sels et al., 2006). Productivity can be
assessed in terms of an employee's production over a particular time span.
Typically, for staff doing comparable job, the productivity of a specified employee
will be evaluated relative to an average output. The amount of units of a product
or service that an employee handles in a defined time frame can also be assessed
(Piana, 2001). Therefore, as an organization's success depends primarily on its
employees ' productivity, employee productivity has become a major business
objective (Cato & Gordon, 2009; Gummesson, 1998; Sharma & Sharma, 2014).
5
Many studies focused on one or two ways of measuring productivity and as many
different approaches are taken, comparing the results can be challenging (Nollma).
According to Sharma (2014), the productivity of employees is based on the amount
of time an employee is physically present at his / her job, in addition to the extent
to which he / she is "mentally present" or working effectively during the job
presence. Companies should tackle these problems to guarantee elevated
productivity for workers. Du Plessis and Ferreira.
Training has long been acknowledged by scholarly authors and has thus
received considerable study attention (Beardwell, Holden & Claydon 2004). This
has given rise to a multitude of coaching terms. For instance, Gordon (1992, 235)
describes instruction as scheduled and systematic behavioural modification
through studying events, activities, and programs that lead in respondents
attaining the level of understanding, skills, competencies, and ability to efficiently
perform their job.
It is worthless that as scientists continue their search for the region of
coaching studies, they also fail to pursue their claims about its significance. Some
of these scientists claim that awareness of the significance of coaching in latest
years has been strongly affected by competition intensification and the
comparative achievement of organisations where significant emphasis is placed
on investing in staff growth (Beardwell et al. 2004). In connection with the above,
Beardwell et al. (2004) note that technological and organizational trends.
An employee who receives the necessary training is better able to perform
her job. She becomes more aware of safety practices and proper procedures for
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basic tasks. The training may also build the employee's confidence because she
has a stronger understanding of the industry and the responsibilities of her job.
This confidence may push her to perform even better and think of new ideas that
help her excel.
Continuous training also keeps the employees on the cutting edge of
industry developments. Employees who are competent and on top of changing
industry standards help their company hold a position as a leader and strong
competitor within the industry. A structured training and development program
ensures that employees have a consistent experience and background
knowledge. The consistency is particularly relevant for the company's basic
policies and procedures.
All employees need to be aware of the expectations and procedures within
the company. This includes safety, discrimination and administrative tasks. Putting
all employees through regular training in these areas ensures that all staff
members at least have exposure to the information.
Local Literature
As stated by E.J. Ilac on one of his articles, Employees are important for the
success of organizations. They perform jobs as required of them, sometimes work
beyond what is expected to support institutional goals, and even actively seek
ways of improving systems and processes. However, there are times when
employees behave in ways that seem inappropriate or that go against the goals of
the organization. These actions may involve behaviours damaging to inter-

7
employee relationships, organizational productivity, efficiency, or even company
image. These may even include actions detrimental to themselves.
Related Studies
Foreign Studies
A study entitled, The Influence of Work Environment on Job Performance
by Khaled Al-Omari and Haneen Okasheh, investigated the influence of work
environment on job performance. Different dimensions were examined in relation
to the work environment factors, including noise; temperature; air; light and colour;
space and employers’ satisfaction. Findings revealed that the situational
constraints of factors such as noise, office furniture, ventilation and light,
vagueness or ambiguous deployment of instructions are the major working
conditions that have a negative impact on professional execution and are expected
to gain more attention. Employers are suggested to take measures to motivate
staff by enhancing their job environment. As employees are motivated, they will
increase their job performance and achieve the job's desired results and goals.
A study from Borinelli, 2006; Frezatti et al., 2009, intended to give proof of
certain circumstances that might affecting perceptions in the present workplace
that causing strain in them, of sort, Role conflict and vagueness, which, as an
outcome, influences their job satisfaction.
A second contribution of the study relates to the relevance of the issue, with
no studies regarding role conflict, role ambiguity and job satisfaction in the area of
work having been found during the bibliographical review. In the US context,
8
however, Maas and Matejka (2009) provided evidence that emphasis on the
functional responsibility of controllers of business units was positively associated
with role ambiguity and conflict. The correlation between role ambiguity and
dissatisfaction with supervision is especially strong, suggesting that employees
perceive management as the source of role ambiguity.
Jean Piaget (a philosopher from Switzerland. He was also a natural scientist
that was famous for the work that he did studying cognitive development and
learning theories.) Piaget's theory of Constructivism argues that people produce
knowledge and form meaning based upon their experiences. Piaget's theory
covered learning theories, teaching methods, and education reform. Two of the
key components which create the construction of an individual's new knowledge
are accommodation and assimilation. Assimilating causes an individual to
incorporate new experiences into the old experiences. This causes the individual
to develop new outlooks, rethink what were once misunderstandings, and evaluate
what is important, ultimately altering their perceptions. Accommodation, on the
other hand, is reframing the world and new experiences into the mental capacity
already present. Individuals conceive a particular fashion in which the world
operates. When things do not operate within that context, they must accommodate
and reframing the expectations with the outcomes.
A study conducted by Susan E. Jackson and Randall S. Schuler. (2000),
entitled “Meta-analysis and Conceptual Critique of Research on Role Ambiguity
and Role Conflict in Work Settings” (Department of Management, Graduate School
of Business Administration, New York University). In their study, the following

9
points were raised: The results suggest that role ambiguity is a valid construct
organizational behaviour research and is usually associated with negatively valued
states; e.g., tension, absenteeism, low satisfaction, low job involvement, low
expectancies and task characteristics with a low motivating potential.
In contradiction, according to Sharon K. Parker (2007), based on the results
of their study, it indicates that developing a more flexible role orientation is a
comparatively unexplored way to improve employee performance, especially in
self-management situations. Further study is therefore advised on the method of
shaping and supporting the role orientation of staff.
According to Fisher (2001), role ambiguity is born when an executive does
not have useful information that allows him/her to effectively perform his/her duties.
This information should provide evidence of: (i) relevant expectations regarding
the performance of a role, as well as its scope in term of rights duties and
responsibilities; (ii) crucial activities for effectively fulfilling a position's duties, as
well as the steps or the best way to achieve this; (iii) the consequences of carrying
out and of not carrying out the duties; (iv) behaviour that is compensated or
punished, the nature of compensation and punishments, behaviour that is
satisfactory or unsatisfactory in performing the role; and finally, (v) opportunities
for advancement. For the purposes of this study, role ambiguity is understood
according to the arguments by the authors Singh and Rhoads (as cited in Lee,
2010) and Fisher (2001).
Organizations have several options at their disposal for treating role
ambiguity. Because ineffective leadership is a root ca

10
use of role ambiguity, the most promising treatments are likely to involve
leaders. These may include the following:
A lack of confidence causes hesitancy and leads to ambiguity. This in turn
generates a culture of no confidence. Training employees to identify when their
own behaviours might lead to role ambiguity and encouraging them to modify these
behaviours. Any exposure to scenarios that allow employees to hone their skills
will allow them to do their jobs more effectively.
Not perpetuating and extend the ambiguity. Being clear in giving work
instructions, reporting guidelines and benchmarks for success. Trying to read
subtext and not knowing if there are subliminal messages can result in crazy-
making thinking leading to further ambiguity.
Most individuals acknowledge that execution is a critical skill and strive for
good performance, but they may a) underestimate how essential it is to advance
their career or b) fail to understand that they can enhance execution without
working longer hours.
On the first point, bosses place a premium on execution, which they define
as the ability to achieve individual goals and objectives. In fact, when they asked
senior managers to indicate the importance of this ability, they ranked it first on a
list of 16 skills. Other evaluators in the organization ranked it fourth, behind
inspiring and motivating, having integrity and honesty, and problem solving. They
recognize that there are many parts of their job that are important, but if they want
11
to move ahead in their career, it might be time to double down on simply getting
more stuff done – it’s what their boss wants to see.
On the second point, many managers react with defensiveness or despair
to this news; after all, most of the managers they know already feel like they’ve got
too much to do. People who are lethargic, slow, or unfocused are rarely are
promoted to upper management positions. The leaders they know already work
hard and long – and working harder and longer is not a viable option. In the short
term this typically yields improved results, but in the long term leaders burn out.
And if they’ve pushed their teams to do the same, team members quit.
Individuals need to achieve the assigned targets within the desired time
frame. It is essential for employees to meet deadlines and deliver results on time.
Why would an organization promote them if they do not accomplish tasks within
the desired time frame? Employees need to be efficient and proactive for better
productivity.
Employees need to get their work done on time to expect timely appraisals
and appreciation from not only managers but also external clients. Delaying work
leads to no solution. One needs to adopt a systematic approach to be efficient at
workplace.
Opportunities for growth and development help employees expand their
knowledge, skills and abilities, and apply the competencies they have gained to
new situations. The opportunity to gain new skills and experiences can increase
employee motivation and job satisfaction and help workers more effectively
12
manage job stress. This can translate into positive gains for the organization by
enhancing organizational effectiveness and improving work quality, as well as by
helping the organization attract and retain top-quality employees. By providing
opportunities for growth and development, organizations can improve the quality
of their employees’ work experience and realize the benefits of developing workers
to their full potential.
According to Thomas J. Conlon (2004) The theories of career development
concentrated on human lifespan, characteristics, vocational selection, evaluation
instruments, principles and self-understanding to guide individuals in their
professional choices. However, in today's diverse workforce, many of these early
concepts have questionable importance and company procedures have shifted to
represent evolving financial competitiveness in a global economy. This article
reviews literature on career development and current developments in company.
Implications of career development and study issues for the workforce of the 21st
century are recognized.
Job design or work design refers to the content, structure, and organization
of tasks and activities. It is mostly studied in terms of job characteristics, such as
autonomy, workload, role problems, and feedback. Throughout history, job design
has moved away from a sole focus on efficiency and productivity to more
motivational job designs, including the social approach toward work, Herzberg’s
two-factor model, Hackman and Oldham’s job characteristics model, the job
demand control model of Karasek, Warr’s vitamin model, and the job demands
resources model of Bakker and Demerouti.

13
In 2009, one study at the Stanford University, researcher Clifford Nass
found that people who were considered heavy multi-taskers were actually worse
at sorting out relevant information from irrelevant details. This is particularly
surprising because it was assumed that this is something that heavy multi-taskers
would actually be better at. But those were not the only problem these high multi-
taskers faced. They also showed greater difficulty when it came to switching from
one task to another and were much less mentally organized. Whether work is
beneficial or detrimental is largely dependent upon how it is designed.
Based on a 2016 research entitled, “Age and Gender Influence Upon Self-
Reported Leadership Attributes during Recruitment”, researchers, Trevor Archer,
Ann-Christine Arntén, Klaus Olsen and Bengt Jansson haved discussed, The
recruitment of individuals for corporate/administrative/ governmental positions of
leadership has given rise to an assortment of instruments, generally involving
assessments of personality and personal profiles, for the estimation of
attributes/traits to identify decisionmaking, coping skills, resilience, etc, and
numerous qualities that may contribute to effective executive performance within
those concerns.
Schruder (2006) mentioned three factor basis theories for career of an
individual which are reviewed to understand how factor theories help individual in
career. Objective factor theory: This theory assumes that the applicants are
rational and the choice is objective based and more depending on benefits the Job.
These factors may include the salary, other benefits, location, opportunities for
career advancement, promotion, etc. Subjective factor theory: This theory talks
14
about needs of an applicant and suggests that decision making is dominated by
social and psychological factors. The status of the job, reputation of the
organization and other similar factors plays an important role.
Hirsh (2006) noted that career development helps employees understand
how to identify and access work roles which suit them well and opportunities for
improving their skills and developing their potential. Research Employees who are
satisfied in their decision of work and feel the Institute is developing them, are
better motivated, more concentrated and more able and willing to take on more
challenging research work. Even if not aiming for career progression in
conventional terms, career development helps employees to respond more
positively to change within their job or in the organisation structure. Receiving this
kind of career support also encourages employees to develop the skills and
understanding to manage their own choices about work and learning more
effectively in future. (Decenzo, David A. & Robbinns, Stephen A) mentioned that
individuals should not be emotion in their first job.
Local Studies
With regards to redesigning jobs, on the report of Angeles, Vhona-Nanette
P., Saludo, Aimeren Krystelle M., Virtus, Ludy Mae R. and Win Maw Tun from
LPU-Laguna, In every business, job design is always present. Job design specifies
the content and methods of jobs. In an organization’s perspective, job design
increases productivity and efficiency, it creates more effective work teams,
improves talent management and strategic planning of the workplace. There are
advantages for employees in regards to job design. Employees have greater

15
chance of clarity of work role. It focuses on the job that fits an employee’s skills
and ability in dealing to future needs. It involves better career pathways that
concentrate on the employee’s career objectives. Lastly, it increases job
satisfaction in the company.
The researchers suggested that the company should provide employee
development program especially for the drivers and helpers. Seminars on sales
management, personal selling and other marketing related topics are also
recommended for these will help enhance their career. Also, it is recommended
that seminars be done half day or quarterly.
From the study of The Effect Of Vision And Role Clarity On Team
Performance, as per Gary Lim and F. Kalay, There are three repercussions for
executives and human resources professionals. First, professionals in human
resource management might play a more proactive part in formatting that might
benefit team building. Specifically, the outcome that the vision clarity element
enhanced efficiency among the other elements of team vision could benefit human
resource management professionals and executives by offering more information
on how executives can best direct their teams (i.e. setting objectives and being
transparent about vision). Second, executives must either be a visionary and
generate a definite view for the squad for the more consecutive teams, or allow /
force the team to develop the vision itself. Either way, if teams have a definite view,
these kinds of teams will be more effective. In other words, each team member
must be evident about reasons and have feedback on their achievement.

16
Incongruous aims can discourage incorporated job, as team participants are likely
to be distracted by discrepancy and uncertain about reasons.
In addition, results of a study conducted by de la sale university students,
Michelle Ang and Joy Rabo, showed that there is a significant positive relationship
between employee engagement and the different areas of job satisfaction, namely:
career development, compensation and benefits, relationship with management,
and work environment. This is similar to previous studies which unanimously
showed that employee engagement and job satisfaction are positively related.
Thus, an increase in employee satisfaction is expected for an increase in employee
engagement. Alternatively, a decrease in job satisfaction also means a decrease
in employee engagement, although the former does not necessarily cause the
latter.
Theoretical Framework
This study was anchored on the Role Theory of Stryker & Burke (2000).
Role theory refers to an expansive and variegated body of analyses examining the
linkages between social organization, culture, and the performances that humans
give while engaged in interaction. Contemporary role theory within sociology is the
progeny of two dominant theoretical traditions in social psychology—structural role
theory and symbolic interactionism. Recent theorizing within postmodern, feminist,
and critical-dramaturgical perspectives in role theory have integrated the insights
of both traditions, creating a hybrid emphasizing the political, economic, and
cultural as well as performing aspects of social roles

17
A ‘role’ is traditionally defined as a set of behavioural expectations attached to a
position in an organized set of social relationships (Stryker, 2007; Stryker & Burke,
2000). In brief, these expectations of behaviour indicate the significance and
personality of the role–that is, the identity of the role. With connection to this study’s
Theoretical Framework about Burkes and Stryker’s Identiy Theory, Early efforts to
apply identity theory to work and family appeared to do so in favor of the concept
of role accumulation (see Role Stress / Strain and Work-Family Role Conflict
entries). Since identities are believed to provide purpose and behavioral guidance
to individuals, some have argued that self-esteem and other aspects of
psychological well-being are enhanced by having more identities (Sieber, 1974;
Thoits, 1986) and a greater commitment to them all (Marks, 1977; Reitzes &
Mutran, 1994).
18
Conceptual Framework
This study is composed of independent variables which is the Profile of
the Respondents in terms of Age, Gender, Job Tenure and Work/ Position of the
Employee in the Organization also the Role Ambiguity in terms of Training and
Complex Job Instructions. The dependent variables which is the Professional
Execution in terms Employee Efficiency and Career Growth and Development.

19
Statement of the Problem
This study aimed to determine the Role Ambiguity and its effects to the
Professional execution of Bachelor of Science in Office Administration graduates
in Laguna State Polytechnic University - San Pablo City Campus.
1. What is the Profile of the respondents in terms of:
1.1 Age?
1.2 Gender?
1.4 Job Tenure?
1.4 Work/ Position of the Employee in the Organization?
2. What is the level of Role Ambiguity in terms of :
1.1 Training?
1.2 Complex Job Instructions?
3. What is the level of Professional Execution in terms of :
1.1 Employee Efficiency?
1.2 Career Growth and Development?
4. Is there a significant difference among level of role ambiguity of the
respondents as grouped according to profile factors?
5. Is there a significant difference among level of professional execution of the
respondents as grouped according to profile factors?

20
6. Is there a significant relationship between Role Ambiguity and Professional
Execution?
Hypotheses
1. There is no significant difference among level of role ambiguity of the
respondents as grouped according to profile factors.
2. There is no significant difference among level of professional execution of
the respondents as grouped according to profile factors.
3. There is no significant relationship between Role Ambiguity and
Professional Execution of the respondents.
Significance of the study
This will be beneficial to the following:
For the Company. This study will help to improve their company policies and
procedures.
For the Employees. To have knowledge of the roles and responsibilities in the
organization/ company and to determine the correlation of Role Ambiguity
to the Employee Efficiency and Career Growth and Development.
For the Bachelor of Science in Office Administration Students. It will serve as
a reference who will conduct their study about the job prospects of the
Bachelor of Science in Office Administration graduates and also help them
to improve the employability skills and participate in the career orientation
programs.
21
For the Future Researchers. The outcome of the study is beneficial to the neither
present researchers or the future researchers. This study may be one of the
basis that a new theory in learning will arise.
Scope and Limitation of the study
The study was focused on determining the Role Ambiguity on Professional
Execution of Bachelor of Science in Office Administration graduates in Laguna
State Polytechnic University - San Pablo City Campus. The study was limited only
to eighty (80) Bachelor of Science in Office Administration graduates. In addition,
this study only sought for the Role Ambiguity in terms of Training and Redesigning
Complex Job Instructions, along with Professional Execution in terms of Employee
Efficiency and Career Growth and Development.
Definition of Terms
For a clearer and better understanding, the following terms were
operationally defined:
Bachelor of Science in Office Administration Graduates. It refers to the
persons who graduated from the batches 2017-2019 from Bachelor of Science in
Office Administration.
Career Growth and Development. It refers to opportunities for growth and
development help employees expand their knowledge, skills and abilities, and
apply the competencies they have gained to new situations.

22
Complex Job Instructions. It refers to not perpetuating and extend the ambiguity.
Being clear in giving work instructions, reporting guidelines and benchmarks for
success.
Employee Efficiency. It refers to individuals need to achieve the assigned targets
within the desired time frame.
LSPU. It refers to the school where the respondents graduated.
Professional Execution. It refers to the ability to achieve individual goals and
objectives
Role Ambiguity. It refers to the simultaneous occurrence of two (or more) role
outputs or requirements, in such a way that the performance of one of them makes
the performance of the other more difficult.
Training. It refers to instruction as scheduled and systematic behavioural
modification through studying events, activities, and programs that lead in
respondents attaining the level of understanding, skills, competencies, and ability
to efficiently perform their job.

23
Chapter II
RESEARCH METHODOLOGY
This chapter deals on methodology and procedures that applied in
conducting this study. It covers the research design, population and sampling
technique, research procedure, statistical tool and data gathering.
Research Design
The researchers used descriptive survey method to draw out data that
characterized the Role Ambiguity and its effects to the Professional execution of
Bachelor of Science in Office Administration graduates in Laguna State
Polytechnic University - San Pablo City Campus. A research design is a
systematic approach that a researcher uses to conduct a scientific study. It is the
overall synchronization of identified components and data resulting in a plausible
outcome. To conclusively come up with an authentic and accurate result,
the research design should follow a strategic methodology, in line with the type of
research chosen. The researchers used this method since it involves collection of
data in order to answer the questions concerning the current status of the subject
of the study. A descriptive study determines the report the way things are.
Population and Sampling Technique
Convenience sampling was used to gather and distribute survey
questionnaire to the Bachelor of Science in Office Administration graduates in
Laguna State Polytechnic University - San Pablo City Campus, where the
24
population parameter laid out as basic for the actual selection of the forty (80)
employed BSOA graduates.
Research Instrument
The research tool used is a survey questionnaire prepared by the
researchers. It has 3 parts; the first part is the Respondent's Profile next, the
second part is Role Ambiguity and the last part is Professional Execution wherein
it was rated using four (4) scales.
Research Procedure
The researchers utilized primary and secondary data. For the primary data,
researchers visited the library of LSPU-SPCC to find books and previous case
study and visited some website to find some information for the study. The
secondary data was gathered from the survey.
Statistical Tools
In the analysis interpretation of data, the following scales and coding format
will be used. The researchers used a four (4) point scale of the interpretation for
the assessment of the following components:
Perception of both variables:
4-Strongly Agree; 3-Agree; 2-Disagree; I-Strongly Disagree
To determine the profile of the respondents in terms of: age, gender, civil
status, position, designation and annual income the researchers used the
frequency count and percentage distribution.

25
This study used of the weighted mean to come up with the results of the
survey on the presentation of the analysis, presentation of the data and the
computed mean of the research study for the Role Ambiguity and its effects to the
Professional execution.
Pearson Product Moment Correlation Coefficient (Pearson r.) was utilized
to determine the relationship between variables and the Analysis of Variance
(ANOVA) was used to test the difference
Data Gathering
The researchers took various steps and procedure in gathering data. To be
able to build a comprehensive background of the study, the researchers gathered
materials from the books and online references. The references which were in
printed materials from LSPU – SPCC library. Primary gathering was conduct
through the questionnaires. They also ensure that the instruments were valid and
reliable to comply with the necessary requisites on conducting their study.

26
Chapter III
PRESENTATION, ANALYSIS AND INTERPRETATION OF FINDINGS
This chapter represents the findings of the study and their
corresponding analysis as well as interpretation derived from the statistical
treatment of data.
Profile of the Respondents
The respondents of the study were eighty (80) BSOA graduates at Laguna
State Polytechnic University – San Pablo campus. Their frequency distribution was
according to the Role Ambiguity and its effects to the Professional execution.
Figure 2. Distribution of Respondents according to Age

27
Figure 2. shows the Frequency and Percentage Distribution respondents
According to Age that most of the respondents belong to age bracket 21-23 years
old with the frequency of 43 and a percentage of 54, followed by 24-26 years old
with the frequency of 19 and a percentage of 24, 27-30 years old with the
frequency of 12 and a percentage of 15, and 18-20 years old with a frequency of
6 and a percentage 7. Most of the surveyed BSOA graduates is 21-23 years old
with 54% of the general percentage because most of them were from batch 2017
graduates from Laguna State Polytechnic University-San Pablo City Campus.
Figure 3. Distribution of Respondents According to Gender
Figure 3.shows the distribution of respondents according to gender with
females having a frequency of 46 and a percentage of 59 and males with a
frequency of 34 and a percentage of 41 that goes to show most of the respondents
are female. It isn't a far reach to say most people automatically think of secretaries
as women, the main reason the course is female-dominated is that secretarial

28
positions have traditionally been female, at least for the last 70 years or so,
beginning when women entered the office workforce in large numbers.
Figure 4. Distribution of Respondents according to Length of Service
Figure 4. shows the distribution of respondents according to length of
service. Employees who have worked for 1-3 months have a frequency of 3 with a
percentage of 4 , those who have worked for 4-6 months have a frequency of 19
and a percentage 24, while those who worked for 7-12 months have a frequency
of 34 which is a 42% of total percentage and this who have worked for a year and
so have a frequency rate of 24 and a percentage of 30. Goes to show that, most
of the respondents have worked for quite a while and somehow have adjusted to
their work place.

29
Figure 5. Distribution of Respondents According to Work Position
Figure 5. Shows the distribution of respondents according to work position.
Employees who are working as Call Center Representatives have a frequency of
3 and a percentage of 4, those who landed with actual secretarial positions have
a frequency of 34 and a percentage of 43, While having the same percentage of
43, Students who landed as Sales Clerk, also have a frequency of 34 while others
who have entire different job unrelated to their course have a percentage of 10 and
a frequency of 9. This connotes that BSOA graduates have a higher chance to
attain work positions in sales and marketing aside from secretarial positions.
30
Role Ambiguity
Table 1
Mean Perception of the Respondents in terms of Training

Indicators Mean Interpretation
1 I feel that training is a must for enhancing
an employee’s job execution. 3.04 Agree
2 Your organization considers Training as

part of organizational strategy. Do you 3.19 Agree
agree with this statement.
3 Induction Training is well-planned
2.90 Agree
exercise in your organization.
4 Training programs help increase the
2.99 Agree
productivity of both quantity and quality.
5 Training Programs enable the employees
2.99 Agree
to be accountable in making decisions.
6 Training programs tackle special
challenges faced by managers and 3.03 Agree
subordinates.
7 Training Programs focuses on developing
3.10 Agree
team work and leadership skills.
8 Your organization conducts Training
seminars regularly. Do you agree with 2.34 Disagree
this statement.
9 Training seminars are offered at time
2.64 Agree
when it is easy for me to attend.
10 Training seminars give me chances to
answer questions I was afraid to ask 2.70 Agree
personally.
Overall Mean 2.89 Agree
Legend: 3.25 - 4.00 = Strongly Agree
2.50 – 3.24 = Agree
1.75 - 2.49 = Disagree
1.00- 1.74 = Strongly Disagree
Table 1 shows the mean perception of the respondents in terms of training.
Indicator 2 has the highest mean of 3.19 which means, respondents considers
training as part of organizational strategy, while Indicator 8 got the lowest mean
which means the regularity of seminars in organization are not maintained.
According to Bhanu Chopra, Founder and CEO of RateGain (a leader in Hospitality

31
and Travel technology solutions for seamless electronic distribution (channel
management), revenue management decision support and brand engagement -
reputation to revenue conversion) in an ever changing and fast paced corporate
world, training and development is an indispensable function.
Training and development is one of the lowest things in most companies’
priority list. Once coordinated, it is often due to the commitment of the departmen
t of human resources. However, the organization of proper training and
development sessions for employees is of enormous value.
Training provides employees with the opportunity to acquire new skills,
sharpen existing skills, perform better, increase productivity and become better
leaders. Because a corporation is the total sum of what individual employees does,
companies should do all they can to ensure that employees perform at their best.
32
Table 2
Mean Perception of the Respondents in terms of Job Complex Instructions

1. The objectives of my job are clear to me. 3.00 Agree
2. I receive tasks without having the necessary
2.80 Agree
instructions for completing them.
3. I receive a task without the adequate materials
2.51 Agree
to carry it out.
4. I receive incompatible requests from two or
2.66 Agree
more people at the same time.
5. I work with two or more groups of people that
2.45 Disagree
act in quite different ways.
6. I have to ignore and even break a rule or policy
2.49 Disagree
in order to carry out a task.
7. I do things that are acceptable to one person
2.66 Agree
and unacceptable to others
8. I know that I divide my time adequately in order
3.03 Agree
to carry out different tasks.
9. I am well-equipped with skills and knowledge
2.93 Agree
before starting my job.
10. I am given chances to say how I think about the
2.64 Agree
tasks given to me.
Legend: 3.25- 4.00 = Strongly Agree
2.50 – 3.24 = Agree
1.75 - 2.49 = Disagree
Table 2 shows the mean perception of the respondents in terms of complex
job instruction. Indicator 8 that states, “I know that I divide my time adequately in
order to carry out different tasks.” has the highest mean of 3.03 that means
employees divide their time adequately in order to do their job well and Indicator 5
having the lowest mean of 2.45 that indicates employees disagree with the
statement, “I work with two or more groups of people that act in quite different
ways. Sometimes, working with other people while trying to tackle an issue can
theoretically be helpful, but eventually the difference of opinion that comes up
naturally when you add more people can hamper the process.
33
According to Alari Aho, an author and founder of Toggl and Teamweek
Journal, No idea is a bad idea when you’re working alone.. However, Respondents
also agrees that they haven’t receive adequate instructions on how to complete a
certain task based on Indicator 2.
Table 3
Summary of Role Ambiguity

Indicators Mean Verbal Interpretation
Training 2.89 Agree
Complex Job Instruction 2.72 Agree

2.50 – 3.24 = Agree
1.75 - 2.49 = Disagree
Table 3 shows that the training has the highest mean it is because training
keeps the employees on the cutting edge of industry developments. Employees
who are competent and on top of changing industry standards help their company
hold a position as a leader and strong competitor within the industry. A structured
training and development program ensures that employees have a consistent
experience and background knowledge. The consistency is particularly relevant
for the company's basic policies and procedures.
All employees need to be aware of the expectations and procedures within
the company. This includes safety, discrimination and administrative tasks. Putting
34
all employees through regular training in these areas ensures that all staff
members at least have exposure to the information.
Professional Execution
Table 4
Mean Perception of the Respondents in terms of Employee Efficiency
1. I know what my responsibilities are. 3.20 Agree
2. I am satisfied with my relationship with
3.01 Agree
the people in the organization I work for.
3. The management of my organization is
2.88 Agree
supportive to the employees.
4. The amount of work I receive in a week
3.18 Agree
is reasonable.
5. I can easily communicate with my
2.90 Agree
colleagues.
6. I feel that the organization values my
2.79 Agree
opinions.
7. I am confused about the task procedures
2.56 Agree
that I have to do.
8. I receive multiple tasks at the same time. 3.50 Strongly Agree
9. I am motivated and inspired to go to work
every day because my workplace is 2.89 Agree
employee-friendly.
10. I finish the tasks given to me on-time. 2.76 Agree

2.50 – 3.24 = Agree
1.75 - 2.49 = Disagree
Table 4 shows the mean perception of the respondents in terms of
employee efficiency. In examining the table above, indicator 1 which states that “I
know what my responsibilities are.” has a mean of 3.20, indicator 2 which states
that “I am satisfied with my relationship with the people in the organization I work
for?” has a mean of 3.01, indicator 3 which states that “The management of my
35
organization is supportive to the employees?” has a mean of 2.88, indicator 4
which states that “The amount of work I receive in a week is reasonable?” has a
mean of 3.18, indicator 5 which states that “I can easily communicate with my
colleagues?” has a mean of 2.90, indicator 6 which states that “I feel that the
organization values my opinions?” has a mean of 2.79, indicator 7 which states
that “I am confused about the task procedures that I have to do?” has a mean of
2.56,
Indicator 8 that states, “I receive multiple tasks at the same time” has the
highest mean of 3.50 and Indicator 10, which states, I finish the tasks given to me
on-time.” has the lowest mean of 2.76.
Research Suggests Multitasking Impacts the Brain. It turns out even people
who are considered heavy multi-taskers are not actually very good at multitasking.
Most of us think about multitasking as trying to do two or more things at
once. It’s the busy receptionist taking calls, dealing with customers, and grabbing
files. Or the project manager spending all day on Slack while writing documents
and getting updates from teammates.
In fact, most of them multitasking in this way. They keep email and IM open
while we write, design, or code, and try to handle both at the same time. When we
looked at the data from 50,000+ RescueTime users, they found that the average
knowledge worker spends 40.1% of their productive time a day multitasking with
communication tools alone. But according to Dr. Meyer, trying to split their attention
36
between tasks that require effort and concentration means one or both of them will
suffer:
Impacts short-term memory: A 2011 research study from the University
of California San Francisco found multitasking negatively impacts their working
memory—their brain’s “Scratchpad” used to manage and focus on key
information.
Leads to increased anxiety: Neuroscientists say that multitasking literally
drains people’s mind energy reserves, causing them to lose focus and become
more anxious.
Inhibits creative thinking: Added anxiety and a lack of brain “space”
caused by multitasking can also cause people to lose their ability to think outside
the box. To be creative, the human mind needs space to digest or “incubate” new
ideas.
Stops you from getting into a state of flow: Flow is the state of mind
where people are so focused on a task that productivity skyrockets. (In one
example, executives said they were 500% more productive while in flow).
However, flow requires sustained effort and focus. Something that “Multitasking”
gets in the way of.
Causes more mistakes and less productivity: Multiple studies have
found that multitasking causes people to take longer to do simple tasks, drops IQ
37
by an average of 10 points, and can even have the same negative impact as losing
a night’s sleep.
The power of single-tasking. The modern workplace is a minefield of
multitasking opportunities. But that also means that people who are able to focus
intensely on one thing at a time have a major advantage. Wanting to get tasks
done at a higher quality and in less time, it pays dividends to focus on one at a
time. Here’s why: Single-tasking = less stress. When a person expends extra
energy trying to multitask, they end up exhausted and behind on work. When they
focus on one thing at a time, however, they are more likely to get into a state of
flow, actually finish what you wanted to, and in turn, givres off lower workplace
stress levels.
Single-tasking makes a person focus on what they “should” do (not what
they “could” do). Choosing something to place all the attention on for a set period
of time means saying no to a bunch of other tasks. This not only helps you prioritize
the most important work, but can also rebuild focus. Doing one thing at a time can
make them more creative. It might seem like single-tasking is limiting. But in fact,
constraints can boost creativity. As research has found, when people faces
scarcity in resources they givr thmeselves “freedom to use those resources in less
conventional ways—because they have to.”

38
Table 5
Mean Perception of the Respondents in terms of Career Growth and

Development

1. Employee Recognition programs are
2.74 Agree
regularly followed.
2. My job is challenging and exciting. Do you
2.71 Agree
agree.
3. I think that my job is evaluated fairly. 2.64 Agree
4. I can arrange my working space
2.89 Agree
according to my comfort.
5. My salary is appropriate to the work I do. 3.48 Strongly Agree
6. Sufficient encouragement are given to the
2.61 Agree
employees.
7. I feel free to ask for feedback from my
2.55 Agree
supervisor/team leader.
8. I have input in my organization’s
2.49 Disagree
decisions.
9. I notice regular improvements of the
3.00 Agree
organization.
10. I learn new things from my work. 3.20 Agree
2.50 – 3.24 = Agree
1.75 - 2.49 = Disagree
Table 5 shows the mean perception of the respondents in terms of career
growth and development. Indicator 5, which states, “My salary is appropriate to the
work I do?” has the highest mean of 3.48 and Indicator 7, which states, “I feel free
to ask for feedback from my supervisor/team leader?” got the lowest mean of 2.55
However, Indicator 8 got a mean of 2.49, which means respondents
disagrees with the statement, “I have input in my organization’s decisions?” this
connotes, that while employees receive sufficient encouragement and recognition,
they do not have the power to participate in the company’s decision-making.

39
As to what Joe Fuld (President of The Campaign Workshop, a political and
advocacy advertising agency in Washington D.C. that provides strategy, digital
advertising, content, and direct mail services to nonprofit and political clients) said,
“The worst thing an employer can do is to ask for input but ignore it. If you feel like
you have all the answers, don't ask any questions! I knew that I did not have the
answers and my employees did. They understood the parts of my business that I
never spent time on, and they knew its shortcomings.”
Table 6
Summary of Professional Execution

Indicators Mean Verbal Interpretation
Employee Efficiency 2.97 Agree
Career Growth and Development 2.83 Agree

2.50 – 3.24 = Agree
1.75 - 2.49 = Disagree
Table 6 shows the summary of professional execution. Employee
Efficiency has the highest mean of 2.97 which means employee efficiency has a
effect in terms of professional execution in the organization. Employee productivity
is an evaluation of a worker's or group of workers' effectiveness. Productivity is
actually an element that directly impacts the earnings of the company
(Gummesson, 1998; Sels et al., 2006). Productivity can be assessed in terms of
an employee's production over a particular time span. According to Sharma

40
(2014), the productivity of employees is based on the amount of time an employee
is physically present at his / her job, in addition to the extent to which he / she is
"mentally present" or working effectively during the job presence. Companies
should tackle these problems to guarantee elevated productivity for workers.
Test of Difference
Table 7
Test of Difference among Role Ambiguity of Respondents as Grouped According

to Profile Factors
Profile of Respondents t- value p-value Interpretation
Age 0.193 0.901 Not Significant
Gender -0.051 0.959 Not Significant
Length of Service 2.244 0.090 Not Significant
Position 3.128 0.031 Significant
Legend: p<0.05 significant
p>0.05 not significant
Table 7 shows the computed t - value which is 0.193 and the p – value is
0.901 of Age. In Gender, t - value is -0.051 and the p – value is 0.959 and Length
of Service with t – value of 2.244 and p – value of 0.031. This shows that there is
no significant difference between Age, Gender, and Length of Service among Role
Ambiguity of Respondents as Grouped According to Profile Factors. No Age,
Gender nor the length of time you spend in work matters under Role Ambiguity.
Confusion occurs with different situations. As what Fenwick W. English, (Author of
Encyclopedia of Educational Leadership and Administration) have said, Role
ambiguity occurs when people are unclear or uncertain about their expectations
within a certain role, typically their role in the job or workplace. Role ambiguity
arises when the definition of the person's job is vague or ill defined. Therefore,
41
when it occurs inside an organization, it can affect anyone regardless of age,
gender or length of service.
In Position, it shows that the computed r – value is 3.128 and the p – value
is 0.031. This shows that there is a significant difference between Position and
Role Ambiguity of Respondents as Grouped According to Profile Factors.
With regards to the study of Lyceum of the Philippines, researchers,
Angeles, Vhona-Nanette P., Saludo, Aimeren Krystelle M., Virtus, Ludy Mae R.
and Win Maw Tun, higher job level and/or position requires a more expanded
energy, therefore the higher you go up in the corporate ladder, the bigger your task
and responsibilities are, therefore higher chance of ambiguous tasks and
responses will occur.
Table 8
Test of Difference among Professional Execution of Respondents as Grouped

According to Profile Factors
Profile of Respondents t-value p-value Interpretation
Age 2.435 0.071 Not Significant
Gender 0.419 0.676 Not Significant
Length of Service 0.667 0.575 Not Significant
Position 1.329 0.271 Not Significant
Table 8 shows the computed t - value which is 2.435 and the p – value is
0.701 of Age. In Gender, t - value is 0.419 and the p – value is 0.676. In Length of
Service with t – value of 0.667 and p – value of 0.575 and Position with t – value
1.329 and p – value 0.271.This shows that there is no significant difference
between Age, Gender, Length of Service and Position among Professional

42
Execution of Respondents as Grouped According to Profile Factors. This indicates
that Age, Gender, Length of service or Position does not affect the levels of
Professional Execution in an organization. Furthermore, It is noteworthy to add that
the Age, Gender, Length of service or Position of the employees may not affect
levels of Professional Execution, because of the number of respondents used or
the specified course used in this study, Therefore, additional respondents or a
more wider scope of respondents maybe needed for future research.
The present study in 2016, was designed to examine whether or not gender
differences in self-reported personal attributes would emerge during recruitment of
executive leadership positions within corporate/county council/ governmental
enterprises as a function of age-group. It was observed that with the exception of
“willingness-to-take-risks”, wherein female participants expressed a lesser
propensity, no significant differences emerged with regard to “humor-equilibrium”,
resilience”, “will-power”, “stamina”, “initiative”, “assent-image” and “openness”.
Both genders expressed growth and development “Humor-equilibrium”,
“resilience”, “assent-image” and “openness” with advancing age concomitant with
decreased “will-power”, “stamina”, “initiative” and “willingness-totake- risks” as
they grew in age and experience. It is interesting to note that in expressions of
workplace “pride” female participants were not observed as being deficient to
males in ‘agency-related’ attributes and relative competency neither did they
appear to be any more exceptional in ‘community-related’ attributes and
competency.
43
In terms of length of service or job tenure, A research published on October
2019 by James Haden, Companies or Industries that really strives for progress
does not consider seniority in work a basis for promotions and work execution.
Seniority is already baked into the process. An employee with three years on the
job should be a better candidate for promotion than an employee with one year.
He or she has had more time to to gain skills, to achieve more, to build better
connections with customers and vendors and other employees... the longer-term
employee has a huge advantage.
If a newer employee is still the better candidate, either the employee with
more tenure didn't put their time advantage to good use, or the newer employee is
a superstar -- and either way, deserves the promotion.
Test of Relationship
Table 9
Test of Relationship between Role Ambiguity and Professional Execution

Correlation
P–
Role Ambiguity Coefficient Interpretation
Value
Pearson - r
Training 0.403 0.000 Significant
Complex Job Instructions 0.118 0.299 Not Significant
Table 9 presents the test correlation between the levels of Role Ambiguity
and Professional Execution in terms of Training and Complex Job Instructions. It
appears that the r- value for Training was 0.403 and a p-value 0.000 which is
interpreted as significant. It signifies that the levels of Training affects the

44
relationship between role ambiguity and Professional Execution. Good training and
development programs help you retain the right people and grow profits. As the
battle for top talent becomes more competitive, employee training and
development programs are more important than ever.
Hiring top talent takes time and money, and how you engage and develop
that talent from the time they are first on boarded impacts retention and business
growth. According to the 2019 Workplace Learning Report from LinkedIn, 82% of
corporate professionals say that their executives actively support employee
engagement in professional learning, and 59% say they will spend more on their
online learning budget.
As for Complex Job Instructions. It appears that the r- value was 0.118 and
a p-value 0.299 which is interpreted as not significant. Our careers are subject to
constant change. Sometimes we experience a slow shift (Bright, 2008), which
leads us to drift off course without realizing it, and sometimes our careers have
dramatic changes that turn our world upside down completely.
People (and thus our careers) are taking shape and displaying self-similar
patterns, trajectories, characteristics, narratives, concerns over time. In
accordance with Pryor and Bright’s research in 2007 about “Constructivism”, It
proposed that people are pattern makers; they can find connections and structure
in almost any stimuli. CTC has at its heart the idea of emergent patterns. In
seeking to understand these exceedingly complex and ever changing patterns they
all will construct meaning from their experiences of these patterns and the
constructions that they place on their experience of reality (Pryor & Bright, 2003).
45
In contrast with several recent theories, they contend that there is more to reality
than just constructions of it (See Pryor & Bright, 2007).

46
Chapter IV
SUMMARY OF FINDINGS, CONCLUSION AND RECOMMENDATIONS
This chapter presents the summary of the findings, conclusions and
corresponding recommendation based on the result of the study.
Summary of Findings
The following are the findings of the study:
This study was undertaken to determine the Role Ambiguity on Professional
Execution of Bachelor of Science in Office Administration graduates in Laguna
State Polytechnic University - San Pablo City Campus.
This study was perform to find out how to characterize the Role Ambiguity
and its effects to the Professional execution of Bachelor of Science in Office
Administration graduates in Laguna State Polytechnic University - San Pablo City
Campus.
This study answered the following questions: What is the profile of the
respondents in terms of Age, Gender, Length of Service and Position? What is the
level of Role Ambiguity in terms of Training and Job Complex Instructions? What
is the level of Professional Execution in terms of Employee Efficiency and Career
Growth and Development? Is there a significant difference among level of role
ambiguity of the respondents as grouped according to profile factors? Is there a
significant difference among level of professional execution of the respondents as
grouped according to profile factors? Is there a significant relationship between

47
Role Ambiguity and Professional Execution? This study was limited to (80) eighty
Bachelor of Science in Office Administration graduates.
Significant Findings
The study yielded the following salient findings:
1. Profile of the Respondents
Age. Many of the respondents, specifically 43 of them belong to the age
bracket 21 – 23 years old. The 19 of the respondents were from 24 – 26 years old.
The 12 respondents were from 27 – 30 years old and 18 – 20 years old has O
respondents.
Gender. Majority of the respondents are female, specifically 46 of them and
the male students with only 34.
Surprisingly, before the industrial revolution, men held secretarial jobs.
Then, the industrial revolution hit hard and a transition took place, moving from
hand production methods to machines, and the whole world changed. Women
entered the workforce out of necessity, working sometimes 80 hours a week in
unbearable conditions. Women quickly replaced men in secretarial positions.
According to CNNMoney, the rise of the secretary began with the increased
paperwork of the Industrial Revolution. “The job became popular in the 1950s,
when 1.7 million women were ‘stenographers, typists or secretaries.

48
Executive assistants play a vital role in shaping acceptable company
culture. Women and men across the country are taking a stand against sexual
bullying, harassment, and violence in the work place.
Length of Service. Many of the respondents, specifically 34 of them are
working for 7 – 12 months, next is 24 respondents who are working for 1 year and
above, then by 19 respondents who is working for 4 – 6 months and then 3
respondents who are working for 1 – 3 months.
In relation with this, A research published on October 2019 by James
Haden, seniority is already baked into the process. An employee with three years
on the job should be a better candidate for promotion than an employee with one
year. He or she has had more time to to gain skills, to achieve more, to build better
connections with customers and vendors and other employees... the longer-term
employee has a huge advantage.
If a newer employee is still the better candidate, either the employee with
more tenure didn't put their time advantage to good use, or the newer employee is
a superstar -- and either way, deserves the promotion.
Work Position. The Secretarial Position and Sales Clerk has a 34 respondents
while the 9 respondents have other job and the remaining 3 respondents are
working as Call Center Representative.
2. Level of Role Ambiguity
Training. The respondents have an overall mean of 2.89 with an interpretation
of Agree.
49
Complex Job Instructions. The respondents have an overall mean of 2.72
with an interpretation of Agree.
3. Level of Professional Execution
Employee Efficiency. The respondents have an overall mean of 2.97 with an
interpretation of Agree.
Career Growth and Development. The respondents have an overall mean of
2.83 with an interpretation of Agree.
4. Significant Difference between Profile of the Respondents and Role
Ambiguity
As to the age of the respondents, the t-value is 0.193 and the p-value is
0.901, thus accepted. This means that the age of the respondents is not significant
to role ambiguity.
As to the gender of the respondents, the r- value is -0.051 and p- value is
0.959, thus accepted. This means that the gender of the respondents is not
significant to role ambiguity
As to the length of service of the respondents, the r- value is 2.244 and the p- value
is 0.090, thus accepted. This means that the length of service of the respondents
is not significant to role ambiguity.
As to the work position of the respondents, the r- value is 3.128 and the p- value
is 0.031, thus rejected. This means that the work position of the respondents is
significant to role ambiguity.

50
5. Significant Difference between Profile of the Respondents and
Professional Execution
As to the age of the respondents, the t-value is 2.435 and the p-value is 0.071,
thus accepted. This means that the age of the respondents is not significant to
professional execution.
As to the gender of the respondents, the r- value is 0.491 and p- value is 0.676,
thus accepted. This means that the gender of the respondents is not significant to
professional execution.
As to the length of service of the respondents, the r- value is 0.667and the p-
value is 0.575, thus accepted. This means that the length of service of the
respondents is not significant to professional execution.
As to the work position of the respondents, the r- value is 31.329 and the p-
value is 0.271, thus accepted. This means that the work position of the
respondents is not significant to professional execution.
6. Significant Relationship between Role Ambiguity and Professional
Execution
As to training, the r- value is 0.403 and the p- value is 0.000, hence rejected.
This means, training is significantly related to role ambiguity.
As to Complex Job Instructions, the r- value is 0.392 and the p- value is 0.299,
hence rejected. This means, complex job instruction is no significantly related to
role ambiguity.
51
Conclusions
Based on the findings of the study, the following conclusions were drawn:
1. The researchers hypothesized that there is no significant difference among
level of role ambiguity of the respondents as grouped according to profile
factors, this hypothesis is accepted.
2. The researchers hypothesized that there is no significant among level of
professional execution of the respondents as grouped according to profile
factors, based on the results of this study, the hypothesis is accepted.
3. The researchers hypothesized that there is no significant relationship
between Role Ambiguity and Professional Execution of the respondent,
based on the results of this study, the hypothesis is rejected.
Recommendations
In the light of findings and conclusions of the study, the following
recommendations are offered.
1. To the Bachelor of Science in Office Administration Students. This
may help them understand the future job prospects of the Bachelor of
Science in Office Administration and also help them to improve the
employability skills and participate in the career orientation programs.
You can begin choosing a career by taking the following steps:
 Perform a self-assessment
 Identify your must-haves

52
 Make a list of jobs to explore
 Research jobs and employers
 Attend seminars and update your resume
 Find and apply for jobs
 Continue growing and learning
Selecting a career path can take weeks, months or even years as they continue
learning what they want and need in a job. It’s important to note that you may have
the option to change your path multiple times in their life, making the ability to
choose a new career a valuable life skill.
2. To Future Researchers, specifically, to next batch of BSOA at LSPU-
SPCC, they may be inspired with this study, and hopefully, this study
could be a useful references for researchers conducting a related study.
3. To the Employees of Laguna State Polytechnic University
Employees. To have knowledge of the roles and responsibilities in the
organization/ company and to determine the correlation of Role Ambiguity
to the Employee Efficiency and Career Growth and Development.
Dealing with Role Ambiguity
Embrace the Creative Process
One scenario that produces positive results occurs in the creative process.
A lack of direction stands to benefit in a creative workplace because the outcome

53
is not predetermined. This opens the ability to create freely and deliver based on
a subjective approach to the work.
In this scenario, ambiguity can benefit a creative advertising agency or
company with artistic output. In a hard-line business model, such as
manufacturing, creative processes are not required and production will lag, rather
than increase.
Approaching ambiguity as a creative measure requires a delicate touch to
ensure that deadlines are still met and the work is completed. Otherwise, taking a
hands off approach is an experiment that can pay off for some businesses.
Removing Toxic Ambiguity
Toxic work environments result from negative impact ambiguity. In these
cases, dealing with an ambiguous situation requires a deeper analysis of the
company and the processes. The company needs a clear motto and purpose along
with defined and recorded processes.
Some examples of dealing with ambiguity at work include the creation of an
employee handbook, a clear job description for each role and a set of expectations,
goals and deadlines. The management should enforce and communicate these
expectations to build a structured workplace that does not suffer from ambiguity.
The example of role ambiguity in the workplace as it relates to management
is an important one to solve. On the employee level, rewarding performance and
adding a layer of job security can quickly overcome the issue by encouraging
54
loyalty. Providing a purpose and a reason to deliver great work on behalf of the
company builds unity and a better company overall.
Implement Employee Programs
Happy employees are more productive and the effect is contagious across the
entire company. Implement employee programs to open clear lines of
communication while building morale among co-workers.
Also, encourage employees to utilize their breaks, vacations and benefits
to remain healthy and productive. Adding specific programs, such as childcare and
gym memberships will reward employees and will create a sense of community
and purpose. Ambiguity is the result of indifference and a lack of purpose or
security. Solving for those specific problems can turnaround morale and
performance in the business.

55
BIBLIOGRAPHY
A. Books and Articles
Parker, Sharon. K. (2007). That is my job: How employees' role orientation

Affects their job performance. Human Relations, 60(3), 403-434.
Stryker, S., & Burke, P. J. (2000). The past, present, and future of an identity
theory. Social Psychology Quarterly, 63, 284-297. doi:10.2307/2695840
Rogers, R. & Monsell, S. (1995).The costs of a predictable switch between
Simple cognitive tasks. Journal of Experimental Psychology: General.
B. Published Theses
Desrochers, Stephan; Andreassi, Jeanine K.; and Thompson, Cynthia A.,"Identity

Theory" (2002). WCOB Faculty Publications. Paper 255.
Susan E. Jackson and Randall S. Schuler. Department of Management,
Graduate School of Business Administration, New York University0749
5978/85
Stephan Desrochers, Ph.D., Berger Institute for Work, Family and
Children,Claremont (2002) McKenna College; and Jeanine Andreassi and
Cynthia Thompson, Ph.D., Zicklin School of Business, (2002) Baruch
College, City University of New York
Dick, Rolf & Knippenberg, Daan & Kerschreiter, Rudolf & Hertel, Guido &
Wieseke,Jan. (2008). Interactive effects of workgroup and organizational
identification on satisfaction and extra-role behavior. Journal of Vocational

Behavior. 72. 388-399. 10.1016/j.jvb.2007.11.009.
Angeles, Vhona-Nanette P., Saludo, Aimeren Krystelle M., Virtus, Ludy Mae R.
and Win Maw Tun.,Lyceum of the Philippines-Laguna Campus
Job Satisfaction And Performance Level Of Employees Of Ajinomoto,
Philippines Corporation Lucena Branch (September 2015)
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Michelle Ang and Joy Rabo Accountancy Department, De La Salle University

(2018) Employee Engagement and Job Satisfaction at “Company A”.
C. Journals
Michael G. Pratt and Peter O. Foreman (Jan., 2000)

Classifying Managerial Responses to Multiple Organizational Identities pp.
18-42
James Haden., (2009)
TeamWeek and Toggl, Journalist: Success of Single-tasking
D. Websites:
How employees' role orientation affects their job performance

https://journals.sagepub.com/doi/abs/10.1177/0018726707076684https://
www.jstor.org/stable/259261?readnow=1&seq=21#page_scan_tab_conte
nts
The Academy of Management Review
https://www.jstor.org/stable/259261?read-
now=1&seq=21#page_scan_tab_contentshttps://www.researchgate.net/p
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nal_identification_on_satisfaction_and_extra-
role_behavior/citation/download
Job Satisfaction and Performance Level of Employees Of Ajinomoto Philippines
Corporation Lucena Branch:
http://lpulaguna.edu.ph/wp-content/uploads/2016/08/Job-Satisfaction-And-
Performance-Level-Of-Employees-Of-Ajinomoto-Philippines-Corporation-
Lucena-Branch.pdf
Sharma and Goel, 2012 Strategy of Job Satisfaction. Retrieved from

http://www.citehr.com/15086-factors-affecting-job-satisfaction-losspay.html
HRM (2013). Employee Job Satisfaction and Engagement: The Road to
Economic Recovery
57
Employee Engagement and Job Satisfaction at Company A:

http://lpulaguna.edu.ph/wp-content/uploads/2016/08/Job-Satisfaction-And-
Performance-Level-Of-Employees-Of-Ajinomoto-Philippines-Corporation-
Lucena-Branch.pdf
https://www.dlsu.edu.ph/wp-content/uploads/pdf/conferences/research-
congress-proceedings/2018/emb-10.pdf
How Multitasking Affects Productivity and Brain Health

https://www.verywellmind.com/multitasking-2795003
The Importance of Listening to Your Employees

https://www.inc.com/entrepreneurs-organization/the-importance-of-
listening-to-your-employees.html
58
APPENDICES
Appendix A
Letter to the Dean

Province of Laguna
October 30, 2019
Mrs. Melinda C. Almazan, M.A. Ed.
Associate Dean, CBMA
Dear Ma’am,
Greetings in the name of Lord Jesus Christ!
The undersigned fourth year students of Laguna State Polytechnic
University San Pablo City Campus, taking up Bachelor of Science in Office
Administration, are presently conducting a study entitled, “ROLE AMBIGUITY
AND ITS PERCEIVED EFFECTS ON PROFESSIONAL EXECUTION OF BSOA
GRADUATES IN LAGUNA STATE POLYTECHNIC UNIVERSITY – SAN
PABLO CITY CAMPUS”. In relation to this, they would like to ask permission
from your office to distribute a questionnaire to the BSOA 4th year level. Thank
you very much and God Bless!
Respectfully yours,
Mendoza, Bernadeth M.
Velasco, Winfred Justine
Noted by:
Ms. Elaine Joy C. Apat, M.B.A.
Research Adviser
Approved by:
59
Appendix B
Letter to the Respondents

Province of Laguna
October 30, 2019
Dear Respondents,
Greetings!
This is in connection with our study at the Laguna State Polytechnic

University, entitled, “ROLE AMBIGUITY AND ITS PERCEIVED EFFECTS ON
PROFESSIONAL EXECUTION OF BSOA GRADUATES IN LAGUNA STATE
POLYTECHNIC UNIVERSITY – SAN PABLO CITY CAMPUS.” In line with this,
we would be glad to have your response to the attached questionnaire as
honestly and completely as possible. The information that will be gathered from
you will be highly essential for the successful realization of our study.
You will be assured that it will be kept confidential and it will be used
exclusively for this study only.
Respectfully yours,
Mendoza, Bernadeth M.
Noted by:
Elaine Joy C. Apat, M.B.A.

Research Adviser
Approved by:

60
Appendix C
Survey Questionnaire
ROLE AMBIGUITY AND ITS PERCEIVED EFFECT TO PROFESSIONAL

EXECUTION OF BACHELOR OF SCIENCE IN OFFICE
ADMINISTRATION GRADUATES IN LAGUNA
STATE POLYTECHNIC UNIVERSITY
Note: The lists below are questions which are designed to determine the
presence or absence of role ambiguity in your organization, how you perceive
your work, how you and your organization handles work challenges. Any
information obtained in connection with this study that can be identified with you
will remain confidential.
Respondent’s Details :
Name (optional)_____________________________________________
Age:
(4)___ 18 – 20 years old
(3) ___ 21 – 23 years old
(2) ___ 24 – 26 years old
(1) ___ 27 – 30 years old

Gender:
(2) ___ Male (1) ___ Female
Length of service:
(4) ___ 1 – 3 months
(3) ___ 4 – 6 months
(2) ___ 7 – 12 months
(1) ___ 1 year and above
Current Work Position:
(4) ___ Call Center Representative
(3) ___ Secretarial Position
(2) ___ Sales Clerk
(1) ___ Others
61
Directions: Please answer the following by putting a tick (/) on the corresponding boxes
after the questions that is best suited for your answer.
(4-Strongly Agree; 3-Agree; 2-Disagree; 1-Strongly Disagree)
Complex Job Instruction
Indicators 4 3 2 1
1. The objectives of my job are clear to me.
2. I receive tasks without having the necessary instructions for
completing them.
3. I receive a task without the adequate materials to carry it
out.
4. I receive incompatible requests from two or more people at
the same time.
5. I work with two or more groups of people that act in quite
different ways.
6. I have to ignore and even break a rule or policy in order to
carry out a task.
7. I do things that are acceptable to one person and
unacceptable to others
8. I know that I divide my time adequately in order to carry out
different tasks.
9. I am well-equipped with skills and knowledge before starting
my job.
10. I am given chances to say how I think about the tasks given
to me.
Training
Indicators 4 3 2 1
1. I feel that training is a must for enhancing an employee’s job
execution.
2. Your organization considers Training as part of
organizational strategy. Do you agree with this statement.
3. Induction Training is well-planned exercise in your
organization.
4. Training programs help increase the productivity of both
quantity and quality.
5. Training Programs enable the employees to be accountable
in making decisions?
6. Training programs tackle special challenges faced by
managers and subordinates.
62
7. Training Programs focuses on developing team work and

leadership skills.
8. Your organization conducts Training seminars regularly. Do
you agree with this statement.
9. Training seminars are offered at time when it is easy for me
to attend.
10. Training seminars give me chances to answer questions I
was afraid to ask personally.
Employee Efficiency
Indicators 4 3 2 1
1. I know what my responsibilities are.
2. I am satisfied with my relationship with the people in the
organization I work for.
3. The management of my organization is supportive to the
employees.
4. The amount of work I receive in a week is reasonable.
5. I can easily communicate with my colleagues.
6. I feel that the organization values my opinions.
7. I am confused about the task procedures that I have to do.
8. I receive multiple tasks at the same time.
9. I am motivated and inspired to go to work every day
because my workplace is employee-friendly.
10. I finish the tasks given to me on-time.
Career Growth and Development
Indicators 4 3 2 1
1. Employee Recognition programs are regularly followed.
2. My job is challenging and exciting. Do you agree.
3. I think that my job is evaluated fairly.
4. I can arrange my working space according to my comfort.
5. My salary is appropriate to the work I do.
6. Sufficient encouragement are given to the employees.
7. I feel free to ask for feedback from my supervisor/team
leader.
8. I have input in my organization’s decisions.
9. I notice regular improvements of the organization.
10. I learn new things from my work.
63
Appendix D
Raw Data
Profile of the Respondents

Age Gender Length of Service Position
Call Center Representative
18 – 20 (6) Male (34) 1 – 3 months (3)
(3)
Female
21 – 23 (43) 4 – 6 months (19) Secretarial Position (34)
(46)
24 – 26 (19) 7 – 12 months (34) Sales Clerk (34)
1 year and above
27 – 30 (12) Others (9)
(24)
Test of Difference between Profile of the Respondents and Role Ambiguity

Profile Of Decisio Interpretatio
F-value/t-value p-value
Respondents n n
Accept Not
Age 0.193 0.901
HO Significant
Accept Not
Gender -0.051 0.959
HO Significant
Accept Not
Length of Service 2.244 0.090
HO Significant
Reject
Position 3.128 0.031 Significant
HO
p<0.05 significant
Test of Difference between Profile of the Respondents and Professional

Execution
Profile Of F-value/t- Decision

p-value Interpretation
Respondents value
Age 2.435 0.071 Accept HO Not Significant
Gender 0.419 0.676 Accept HO Not Significant
Length of Service 0.667 0.575 Accept HO Not Significant
Position 1.329 0.271 Accept HO Not Significant
p<0.05 significant
64
Test of Relationship between Role Ambiguity and Professional Execution
Role Ambiguity Correlation P- value Decision Interpretation

Coefficient
Pearson-r
Training 0.403 0.000 Reject HO Significant
Complex Job
0.118 0.299 Accept HO Not Significant
Instructions
p<0.05 significant
65
Respondent's Profile R41 3 1 3 3

Age Gender Length of Service Position R42 2 1 2 3
R1 3 2 3 2 R43 3 1 1 1
R2 3 1 2 3 R44 3 2 2 3
R3 3 2 2 3 R45 2 1 2 2
R4 3 2 2 2 R46 2 2 1 2
R5 3 1 3 3 R47 3 1 1 3
R6 3 1 1 3 R48 3 1 3 3
R7 3 1 1 3 R49 3 1 1 3
R8 4 1 3 4 R50 3 2 2 3
R9 3 1 3 1 R51 2 1 2 1
R10 3 1 2 3 R52 1 2 1 2
R11 2 2 4 3 R53 2 2 1 2
R12 4 2 3 3
R54 3 1 1 1
R13 4 2 3 3
R55 2 1 1 2
R14 2 1 2 2
R56 2 1 1 2
R15 3 2 2 3
R57 2 1 2 2
R16 3 1 2 2
R17 3 2 1 2
R58 1 2 2 2
R18 3 1 2 3 R59 1 1 2 2
R19 3 1 1 3 R60 1 1 2 2
R20 4 2 3 3 R61 2 2 2 2
R21 3 1 2 2 R62 2 1 1 2
R22 3 2 2 2 R63 2 2 3 3
R23 3 1 4 3 R64 2 2 3 1
R24 3 1 3 3 R65 1 2 3 2
R25 3 1 2 3 R66 1 2 2 2
R26 3 1 1 3 R67 1 1 2 1
R27 4 2 3 3 R68 3 1 2 1
R28 3 1 2 2 R69 3 2 2 2
R29 3 2 4 2 R70 3 2 2 1
R30 3 1 1 3
R71 1 2 2 2
R31 3 1 3 3
R72 1 1 2 2
R32 3 1 2 3
R73 1 1 2 2
R33 4 1 1 3
R74 2 2 2 2
R34 3 2 2 3
R35 3 1 2 2 R75 2 1 1 2
R36 3 2 1 2 R76 2 2 3 3
R37 3 1 1 3 R77 2 2 3 1
R38 3 1 3 3 R78 1 2 3 2
R39 3 2 1 2 R79 1 2 1 2
R40 3 1 1 3 R80 2 1 2 2
66
Training R41 4 4 3 4 4 4 4 2 3 4
Q1 Q2 Q3 Q4 Q5 Q6 Q7 Q8 Q9 Q10 R42 4 4 1 4 4 4 4 1 2 1
R1 3 3 3 3 3 2 2 3 3 3 R43 3 3 3 4 4 4 4 3 3 3
R2 3 3 4 4 4 4 3 2 2 3 R44 4 4 3 4 4 4 4 3 4 4
R3 3 3 3 2 3 3 3 2 3 2 R45 3 3 3 3 3 3 3 2 3 3
R4 4 3 4 4 4 3 3 2 3 3 R46 4 4 3 4 4 4 4 3 4 4
R5 4 4 3 4 4 4 4 3 4 4 R47 4 3 4 3 2 3 4 2 1 2
R6 4 4 4 4 4 4 1 4 2 2 R48 3 3 3 3 3 3 3 2 3 3
R7 4 4 4 4 2 4 4 2 2 2 R49 4 3 4 3 3 3 3 2 3 3
R8 4 4 3 4 4 4 4 2 3 4 R50 3 3 3 3 3 3 3 2 3 3
R9 4 4 1 4 4 4 4 1 2 1 R51 2 1 2 1 2 1 2 1 2 1
R10 3 3 3 4 4 4 4 3 3 3 R52 2 2 3 2 3 2 2 3 4 2
R11 4 4 3 4 4 4 3 3 3 3
R53 2 2 2 3 2 1 2 1 4 2
R12 4 3 4 3 2 3 4 2 1 2
R54 3 4 2 1 2 2 3 1 2 3
R13 3 3 3 3 3 3 3 2 3 3
R55 2 1 3 2 4 2 3 3 4 2
R14 4 4 4 4 4 4 1 4 2 2
R56 2 3 1 2 3 2 3 2 2 3
R15 4 4 4 4 2 4 4 2 2 2
R16 3 3 3 3 3 3 3 2 3 3 R57 1 2 3 1 2 2 3 3 2 3
R17 4 4 3 4 4 4 4 2 3 4 R58 1 4 3 2 2 2 2 3 2 2
R18 4 4 1 4 4 4 4 1 2 1 R59 3 2 4 4 4 2 2 3 2 1
R19 3 3 3 4 4 4 4 3 3 3 R60 3 3 3 2 3 4 3 3 2 3
R20 3 3 3 3 3 3 3 2 3 3 R61 2 3 2 1 2 2 3 2 1 2
R21 3 3 3 4 4 4 4 3 3 3 R62 2 3 3 2 1 2 3 1 2 2
R22 4 4 3 4 4 4 4 3 4 4 R63 3 3 2 2 2 1 2 3 2 2
R23 3 3 3 3 3 3 3 2 3 3 R64 3 3 3 3 2 3 3 3 2 3
R24 4 4 3 4 4 4 4 3 4 4 R65 1 3 2 2 2 3 2 2 3 2
R25 3 3 3 3 3 3 3 2 3 3 R66 2 3 4 3 2 3 4 3 4 4
R26 3 3 3 4 3 3 3 2 3 3 R67 3 4 2 1 2 2 3 1 2 3
R27 3 3 3 3 3 3 3 2 3 3 R68 2 1 3 2 3 2 3 3 4 2
R28 3 3 3 3 3 3 3 2 3 3 R69 2 3 1 2 3 2 3 2 2 3
R29 4 4 3 4 4 4 4 2 3 4
R70 1 2 3 1 2 2 3 3 2 3
R30 3 3 3 3 3 3 3 2 3 3
R71 1 3 3 2 2 2 2 3 2 2
R31 4 4 3 4 4 4 4 3 4 4
R72 3 2 3 3 3 2 2 3 2 1
R32 3 3 3 3 3 3 3 2 3 3
R73 3 3 3 2 3 4 3 3 2 3
R33 4 4 3 4 4 4 4 3 4 4
R34 4 3 4 3 2 3 4 2 1 2 R74 2 3 2 1 2 2 3 2 1 2
R35 3 3 3 3 3 3 3 2 3 3 R75 2 3 3 2 1 2 3 1 2 2
R36 4 4 1 4 4 4 4 1 2 1 R76 3 3 2 2 2 1 2 3 2 2
R37 4 4 3 4 4 4 4 3 4 4 R77 3 3 3 3 2 2 3 3 2 3
R38 4 4 4 4 4 4 1 4 2 2 R78 1 3 2 2 2 3 2 3 3 4
R39 4 4 4 4 2 4 4 2 2 2 R79 2 3 4 3 2 3 2 3 2 2
R40 3 3 3 3 3 3 3 2 3 3 R80 3 4 2 1 2 2 3 1 2 3
67
Job Complex Instructions R41 3 2 3 4 1 1 4 4 2 2

Q1 Q2 Q3 Q4 Q5 Q6 Q7 Q8 Q9 Q10 R42 3 2 1 1 2 3 3 2 3 3
R1 3 2 3 4 1 1 4 4 2 2 R43 3 4 1 3 1 3 3 3 2 3
R2 3 2 1 1 2 3 3 2 3 3 R44 4 3 1 2 1 1 4 4 4 4
R3 3 4 1 3 1 3 3 3 2 3 R45 3 3 3 4 3 3 3 3 3 2
R4 4 3 1 2 1 1 4 4 4 4 R46 3 3 3 4 3 3 3 3 3 2
R5 4 3 4 2 3 3 3 3 4 2 R47 4 3 2 1 1 1 1 2 4 4
R6 1 3 1 2 2 1 1 4 2 1 R48 3 3 3 4 3 3 3 3 3 2
R7 4 3 3 4 4 3 3 4 4 4 R49 3 3 3 3 3 2 3 4 3 2
R8 3 3 3 3 3 3 3 3 3 3 R50 3 3 3 2 3 3 3 3 3 2
R9 3 2 1 1 2 3 2 3 4 1 R51 1 2 1 2 1 2 1 2 1 2
R10 4 3 2 1 1 1 1 2 4 4 R52 3 3 2 3 3 2 3 3 3 3
R11 4 3 4 1 3 2 1 3 3 4 R53 3 3 3 3 3 3 3 3 3 3
R12 3 2 4 4 4 4 4 4 2 2
R54 3 2 3 3 3 3 3 3 3 3
R13 3 3 3 4 3 3 3 3 3 2
R55 3 3 3 3 3 1 2 3 3 2
R14 3 2 3 4 1 1 4 4 2 2
R56 3 3 3 3 3 3 3 3 3 3
R15 3 2 1 1 2 3 3 2 3 3
R57 3 2 2 2 3 3 3 2 3 3
R16 3 4 1 3 1 3 3 3 2 3
R58 3 2 2 3 2 2 2 2 2 3
R17 2 3 1 2 1 1 4 4 4 4
R18 3 3 4 2 3 3 3 3 4 2 R59 4 3 2 2 2 3 2 3 2 3
R19 3 3 3 4 3 3 3 3 3 2 R60 4 3 3 2 2 2 2 3 3 3
R20 3 3 3 4 3 3 3 3 3 2 R61 2 3 3 3 2 3 3 3 3 3
R21 4 3 2 1 1 1 1 2 4 4 R62 2 3 3 2 3 2 3 3 3 3
R22 4 3 4 1 3 2 1 3 3 4 R63 2 3 2 2 2 3 3 3 3 3
R23 3 2 3 3 4 4 4 4 2 2 R64 2 3 3 3 3 3 3 3 3 3
R24 3 3 3 4 3 3 3 3 3 2 R65 3 3 3 3 2 3 3 3 2 3
R25 3 3 3 4 3 3 3 3 3 2 R66 3 2 2 2 3 3 3 3 3 3
R26 4 4 4 3 3 2 3 4 3 2 R67 1 1 2 2 2 2 3 3 3 2
R27 3 3 3 3 3 3 3 3 4 2 R68 3 3 3 3 3 3 3 3 3 3
R28 3 3 3 4 3 3 3 3 3 2 R69 3 3 2 2 3 3 2 2 3 4
R29 3 3 3 4 3 3 2 4 3 2 R70 3 3 2 2 2 2 2 3 2 3
R30 3 3 3 4 3 3 3 3 3 2 R71 3 2 2 2 2 2 2 3 3 3
R31 3 3 3 4 3 3 3 3 3 2 R72 3 3 2 3 2 3 3 3 3 3
R32 3 3 3 4 3 3 3 3 3 2 R73 3 3 3 2 3 2 3 2 2 2
R33 4 3 2 1 1 1 1 2 4 4
R74 3 3 2 2 2 2 2 3 2 3
R34 4 3 4 1 3 2 1 3 3 4
R75 2 3 3 3 3 3 2 3 2 3
R35 3 3 3 4 3 3 3 3 3 2
R76 3 3 2 2 2 1 2 2 2 2
R36 1 3 1 2 2 1 1 4 2 1
R77 3 2 3 2 3 3 2 3 3 3
R37 4 3 3 4 4 3 3 4 4 4
R38 3 3 3 3 3 3 3 3 3 3 R78 3 3 3 3 3 3 3 3 3 2
R39 3 2 1 1 2 3 2 3 4 1 R79 3 2 3 2 3 3 3 3 3 2
R40 3 3 3 4 3 3 3 3 3 2 R80 2 3 2 3 2 3 2 3 3 2
68
Emloyee Efficiency R41 4 3 3 3 3 1 4 3 3

Q1 Q3 Q4 Q5 Q6 Q7 Q8 Q9 Q10 R42 3 4 4 4 3 4 4 3 2
R1 3 3 2 3 2 1 4 2 3 R43 3 4 4 4 4 4 4 4 4
R2 3 3 3 3 3 3 4 4 4 R44 4 4 4 4 4 1 2 4 4
R3 4 3 3 3 3 1 4 3 3 R45 4 4 4 4 4 1 4 4 4
R4 4 3 3 4 4 3 3 3 4 R46 4 4 4 4 3 1 2 4 3
R5 3 4 4 4 4 4 4 4 4 R47 3 2 3 2 3 3 4 2 2
R6 4 4 4 4 4 1 2 4 4 R48 3 2 3 2 2 3 4 2 2
R7 3 2 2 3 2 1 1 2 2 R49 3 3 3 3 3 3 3 3 3
R8 3 3 3 3 3 3 3 3 3 R50 3 2 3 2 2 3 4 2 2
R9 3 3 3 3 2 1 4 4 3 R51 1 1 2 1 2 1 2 1 2
R10 4 4 4 4 4 1 4 4 4 R52 3 2 3 2 2 3 4 2 2
R11 4 4 4 4 3 1 2 4 3 R53 3 2 3 2 3 3 4 2 2
R12 3 4 4 4 3 4 4 3 2
R54 3 2 3 2 2 3 4 2 2
R13 3 2 3 2 2 3 4 2 2
R55 3 3 3 3 3 3 4 4 4
R14 3 2 3 2 2 3 4 2 2
R56 4 3 3 3 3 1 4 3 3
R15 3 4 4 4 3 4 4 3 2
R57 3 2 2 2 3 3 2 3 2
R16 3 3 3 3 3 3 4 4 4
R17 4 3 3 3 3 1 4 3 3 R58 3 2 3 2 2 3 4 2 2
R18 3 2 3 2 2 3 4 2 2 R59 3 3 3 3 3 3 4 4 4
R19 3 4 4 4 3 4 4 3 2 R60 4 3 3 3 3 1 4 3 3
R20 3 4 4 4 4 4 4 4 4 R61 3 4 4 4 3 4 4 3 2
R21 4 4 4 4 4 1 2 4 4 R62 3 2 3 2 2 3 4 2 2
R22 3 2 3 2 2 3 4 2 2 R63 3 4 4 4 3 4 4 3 2
R23 3 2 3 2 2 3 4 2 2 R64 3 4 4 4 4 4 4 4 4
R24 3 4 4 4 3 4 4 3 2 R65 4 4 4 4 4 1 2 4 4
R25 3 3 2 3 2 1 4 2 3 R66 3 2 3 2 2 3 3 2 2
R26 3 3 3 3 3 3 4 4 4 R67 3 2 3 2 2 3 3 2 2
R27 4 3 3 3 3 1 4 3 3 R68 3 3 3 3 3 4 2 3 2
R28 3 2 3 2 2 3 4 2 2 R69 3 3 2 3 2 1 2 2 3
R29 3 3 3 3 3 3 4 4 4
R70 3 3 3 3 3 3 2 4 4
R30 3 2 3 2 2 3 4 2 2
R71 4 3 3 3 3 1 3 3 3
R31 4 4 4 4 3 1 2 4 3
R72 3 2 3 2 2 3 3 2 2
R32 3 2 3 2 3 3 4 2 2
R73 3 3 3 3 3 3 2 4 4
R33 3 2 3 2 2 3 4 2 2
R34 3 2 3 2 3 3 4 2 2 R74 3 2 3 2 2 3 4 2 2
R35 3 2 3 2 2 3 4 2 2 R75 3 2 3 2 2 3 4 2 2
R36 3 3 3 3 3 3 4 4 4 R76 3 3 3 3 3 3 3 3 2
R37 4 3 3 3 3 1 4 3 3 R77 3 3 3 3 3 3 3 2 3
R38 3 4 4 4 3 4 4 3 2 R78 4 3 3 3 3 1 3 3 3
R39 3 2 3 2 2 3 4 2 2 R79 3 2 3 2 2 3 4 2 2
R40 3 3 3 3 3 3 4 4 4 R80 2 2 2 2 3 3 3 3 2
69
Career Growth and Development R41 2 3 2 3 3 2 2 2 3 2

Q1 Q2 Q3 Q4 Q5 Q6 Q7 Q8 Q9 Q10 R42 2 2 2 2 4 2 2 2 3 3
R1 2 3 2 3 3 2 2 2 3 2 R43 2 2 2 2 4 2 2 2 3 3
R2 3 3 3 3 3 3 3 3 3 3 R44 4 2 1 2 2 2 4 4 4 4
R3 3 3 3 2 3 3 3 3 3 3 R45 2 2 2 2 4 2 2 2 3 3
R4 3 2 2 2 2 3 3 3 4 4 R46 4 2 4 3 4 4 4 4 4 4
R5 4 4 4 4 4 4 4 4 4 4 R47 2 3 2 3 3 2 2 2 3 2
R6 4 2 4 4 4 4 4 4 4 4 R48 3 3 3 3 3 3 3 3 3 3
R7 2 4 2 4 4 2 1 1 2 3 R49 4 2 4 4 4 4 4 4 4 4
R8 3 3 3 1 3 3 3 1 3 3 R50 2 4 2 4 4 2 1 1 2 3
R9 4 4 3 1 4 2 1 1 3 2 R51 1 2 1 2 1 2 1 2 1 2
R10 4 4 3 4 3 3 3 3 3 4 R52 2 3 2 3 3 3 3 3 3 3
R11 3 3 3 3 3 3 3 3 3 3 R53 2 3 2 3 3 3 2 3 2 3
R12 2 3 2 1 3 1 3 2 3 4
R54 4 4 3 4 3 3 3 3 3 4
R13 2 2 2 2 4 2 2 2 3 3
R55 3 3 3 3 3 3 3 3 3 3
R14 4 2 4 4 4 4 4 4 4 4
R56 2 3 2 1 3 1 3 2 3 4
R15 2 4 2 4 4 2 1 1 2 3
R57 2 2 2 2 4 2 2 2 3 3
R16 4 4 3 4 3 3 3 3 3 4
R17 3 3 3 3 3 3 3 3 3 3 R58 4 2 4 4 4 4 4 4 4 4
R18 2 2 2 2 4 2 2 2 3 3 R59 2 4 2 4 4 2 1 1 2 3
R19 4 2 4 4 4 4 4 4 4 4 R60 4 4 3 4 3 3 3 3 3 4
R20 2 4 2 4 4 2 1 1 2 3 R61 3 3 3 3 3 3 3 3 3 3
R21 4 4 3 4 3 3 3 3 3 4 R62 2 2 2 2 4 2 2 2 3 3
R22 2 2 2 2 4 2 2 2 3 3 R63 4 2 4 3 3 3 3 2 2 2
R23 2 2 2 2 4 2 2 2 3 3 R64 2 4 2 4 4 2 1 1 2 3
R24 4 2 4 4 4 4 4 4 4 4 R65 4 4 3 4 3 3 3 3 3 4
R25 2 2 2 2 4 2 2 2 3 3 R66 2 2 2 2 4 2 2 2 3 3
R26 4 2 4 3 4 4 4 4 4 4 R67 2 2 2 2 4 2 2 2 3 3
R27 2 3 2 3 3 2 2 2 3 2 R68 4 2 4 4 4 4 4 4 4 4
R28 2 2 2 2 4 2 2 2 3 3 R69 2 2 2 2 4 2 2 2 3 3
R29 2 4 2 4 4 2 1 1 2 3 R70 2 2 4 3 3 3 4 3 3 4
R30 2 3 2 3 3 2 2 2 3 2
R71 2 3 2 3 3 2 2 2 3 2
R31 3 3 3 3 3 3 3 3 3 3
R72 2 2 2 2 3 2 2 2 3 3
R32 4 2 4 4 4 4 4 4 4 4
R73 2 4 2 4 3 2 1 1 2 3
R33 2 4 2 4 4 2 1 1 2 3
R74 2 3 2 1 3 1 3 2 3 4
R34 2 2 2 2 4 2 2 2 3 3
R35 4 2 4 4 4 4 4 3 2 3 R75 2 2 2 2 4 2 2 2 3 3
R36 4 2 4 3 4 4 4 4 4 4 R76 3 2 3 2 2 2 2 3 3 3
R37 2 4 2 4 4 2 1 1 2 3 R77 2 2 2 3 4 2 1 1 2 3
R38 4 2 4 3 4 4 4 4 4 4 R78 2 2 3 2 3 3 3 3 3 2
R39 2 2 2 2 4 2 2 2 3 3 R79 3 3 3 3 3 3 3 3 3 3
R40 4 2 4 3 4 4 4 4 4 4 R80 2 2 2 2 3 2 2 2 3 3
70
CURRICULUM VITAE
Mendoza, Bernadeth Malipol
0051 Zone1 Brgy. Ambulong, Tanauan City Batanagas

09187231553/ 09222553006
brndthmndz@gmail.com
PERSONAL INFORMATION
Nickname : Badeth Age: 21
Civil Status : Single Religion : Roman Catholic
Birthdate : October 7, 1998 Height : 5'1
Birthplace : Ambulong Tanauan City Batangas Weight: 56 kgs.
Mother's Name : Virginia Mendoza Occupation : Small Business Operator
Father's Name : Avelino Mendoza Occupation : Fruits and Vegetables Dealer
EDUCATIONAL BACKGROUND
Tertiary
San Pablo City Laguna
Bachelor of Science in Office Administration (Present-2019)
Secondary
Tanauan School of Fisheries
Ambulong, Tanauan City Batangas
Graduate (A.Y 2014-2015)

Primary
Banlic Elementary School
Banlic, Cabuyao Laguna
Salutatorian (A.Y 2010-2011)
71
Work Experience
Tanauan City Municipal Hall (LGU)

Tanauan City Batangas
SPES- Office Staff
March 2016- June2016
McDonalds WalterMart Tanauan

Tanauan City Batangas
SPES- Service Crew
May 2017- August 2017

San Pablo City Laguna
On Job Training – Office Staff
January- May 2018
Skills
 Computer Literate
 Work in changing environment
 Loyal and Discreet
Character Reference
Noemi Malasmas
Dolores , Quezon
Lspu OSAS Secretary
09153330640
Divina Briones
Brgy. Del Remedio, San Pablo City Laguna
09083696195
I hereby certify that the above information is true and correct to the best of my knowledge.
BERNADETH MALIPOL MENDOZ

72
CURRICULUM VITAE
Lot 8 Block 13 Lynville Homes
Brgy. Del Remedio, San Pablo City, Laguna
0927 463 5772 / 0910 810 8225
Personal Information:
Date of Birth: August 12, 1997 Nationality: Filipino

Age: 22 years old Language: English/Filipino
Place of Birth: Tondo Foreshore Hospital, Manila
Civil Status: Single
Height: 5’9
Weight: 126lb
Education:
Elementary: Bitin Elementary School Year Graduated: 2010

( Barangay Bitin, Bay, Laguna)
Secondary: San Jose National Highschool Year Graduated: 2014

( Barangay San jose, Sto. Tomas, Batangas)
Tertiary: Studying Bachelor of Science in Office Administration at the

Laguna State Polytechnic University , Present year.
( Del Remedio, San Pablo City, Laguna )
Skills
• Good verbal communication skills, both fluent in Filipino and English language.
• Efficient in written communication skill
• Can multi-task and able to finish work on time
• Computer-literate
73
Achievements
Broadcasting Champion (2009)
Regional Journalism Conference
Mataas na Kahoy, Lemery, Batangas
President of Youth for Environmental Science (2011-2013)

San Jose National High School
San Jose Sto. Tomas, Batangas
English Club Vice-President (2013-2014)

Boy Scout of the Philippines Club President (2012-2014)
References
Ptr. Olympio Maligalig

Victorious Cross Christian Fellowship
San Juan, Sto. Tomas, Batangas
0998 571 6154
Sherlyn S. Navarez
Mini Stop Supervisor
Mini Stop Tanauan Branch
0910 810 8225\
I hereby confirm that the information contained in this application is true and correct to the best
of my knowledge and belief.
_____________________________
WINFRED JUSTINE VELASCO

Bsoa Bernadeth Mendozawinfred Justine Velasco

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i

ROLE AMBIGUITY AND ITS PERCEIVED EFFECT TO PROFESSIONAL

Republic of the Philippines

College of Business Management and Accountancy

This research entitled “ROLE AMBIGUITY AND ITS PERCEIVED EFFECT

ELAINE JOY C. APAT, M.B.A

JULIETA A. SUMAGUE, M.A.T MARIEROSE P. VALENZUELA, M.B.A

ISMAELA M. BAWICA, M.B.A MA. RONA D. SAHAGUN, Ed.D

JULIETA A. SUMAGUE, M.A.T

Accepted in Partial Fulfillment of the requirement for the degree of Bachelor

DELON A. CHING, Ed. D.

The researchers would like to express their deepest gratitude to the

To Mrs. Melinda C. Almazan, Associate Dean of College of Business

education in this institution;

wisdom which guided throughout the course of this research;

To Mrs. Julieta A. Sumague, their Subject Specialist, for her scholarly

suggestion and her motivation and encouragement as well as the constructive

ideas for their study;

To Mrs. Marierose C. Valenzuela, their Statistician, who aided them to the

it and it is for the betterment of the researchers and the society.

they should continue despite of many obstacles faced by them;

To 4th Year BSOA Graduates of Laguna State Polytechnic University San

evaluating their questionnaire;

in all endeavours in their lives;

And to the Researcher’s passionate, understanding and loving parents, for

step of the way;

with Him nothing shall be impossible.

the professional execution of Bachelor of Science in Office Administration in

Is there a significant difference among level of role ambiguity of the respondents as

of professional execution of the respondents as grouped according to profile factors?

(6) Is there a significant relationship between Role Ambiguity and Professional

The researchers used self-made questionnaire to find out the respondents’

of Bachelor of Science in office administration graduates.

The researchers hypotheses are the following: there is no significant

difference among level of role ambiguity of the respondents as grouped according

to profile factors. There is no significant difference among level of professional

execution of the respondents as grouped according to profile factors. There is no

significant relationship between Role Ambiguity and Professional Execution of the

The majority of respondents are age 21 – 23 years old. The majority of

respondents as to length of service are (34) or 42% of respondents are working

for 7 – 12 months. Thirty four (34) or 43 % of respondents are from secretarial

position. Three (3) or 4% of respondents who are working as Call Center

Representative. Based on the findings of the study, the researchers hypothesized

that there is no significant difference among level of role ambiguity of the

respondents as grouped according to profile factors based on the result of the

study the hypothesis is accepted. The second hypothesis that there is no

significant among level of professional execution of the respondents as grouped

hypothesis is accepted. The last hypothesis there is no significant relationship

between Role Ambiguity and Professional Execution of Bachelor of Science in

Office Administration graduates in Laguna State Polytechnic University – San

TITLE PAGE ……………………………………………………………………………. i

Chapter I. THE PROBLEM AND ITS BACKGROUND

Statement of the Problem………………………….…………………...……. 19

Hypotheses of the Study……………………………..…………………….… 20

Significance of the Study……………………………………….……………. 20

Scope and Limitation of the Study…………………………….……….……. 21

Chapter II. RESEARCH METHODOLOGY

Population and Sampling Technique…………………………………….… 24

Chapter III. PRESENTATION, ANALYSIS AND INTERPRETATION OF DATA

Chapter IV. SUMMARY OF FINDINGS, CONCLUSIONS AND

B. Letter to the Respondents……………………………………...................... 59

3 Summary of Role Ambiguity…………………………………………………. 33

4 Distribution of Respondents according to Employee Efficiency………… 34