CHAPTER II

REVIEW OF RELATED LITERATURE AND STUDIES

Human resource management is the strategic and comprehensive approach to

manage people, work culture and environment. It has significant functions such as

staffing, training and development, motivation and maintenance. In an organization, it

deals with concern in terms from hiring to retirement, performance, safety wellness and

benefits. The following related literature and studies both from foreign and local will

explore and discuss the foundation of human resource management and practices.

REVIEW OF RELATED LITERATURE

Foreign Literature

United States of America

Bhattacharyya (2017), emphasised that human resource management is all

about increasing employee performance to their highest level corresponding to their

role in the organization and in service of an employer’s strategic objectives. People are

the backbone and important force of any organizations such as business, government

and private sector. People create, provide and made an organization, without them the

organization will not fully function, mission and objectives will not achieve. It is handled

by human resource manager and its functions are about acquiring services of people,

performance appraisal, developing their skills, motivating them to the foremost level

and making sure that they continue to maintain their commitment towards the

organization. HRM is fundamental to the organization because it deals with

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recruitment and selection process of captivating, screening and selecting potential and

qualified candidates based on objective criteria for a particular job.

In military aspects, HRM and service specialists help to recruit young people into

the military with the kinds of talent needed to develop and succeed throughout their

military careers. As the largest employer of youth in the country, the military tries to find

the most qualified person for each job and encourages individuals to realize their full

potential. Attracting and retaining capable individuals can be a challenging task as world

events, the war on terrorism, the economy and feelings of patriotism change. Human

resource specialists collect and store information about the people in the military, such

as training, job assignment, promotion and health information. They work directly with

service personnel and their families.

Dillon (2019) suggests that workplace competency is a description of a required

skill, attribute or behaviour for a specific job used to define and measure an individual’s

effectiveness. Competencies are arranged into a framework that brings together a

number of job roles and the required capabilities that the job holder must possess in

order to perform his/her job effectively. The principles are to give employees a clear

guide for what is expected of them in terms of their performance. They indicate which

behaviours are valued, recognised and rewarded. The focus moves away from the

formal qualifications and career history and toward proven capability to do the job as

demonstrated through recorded workplace experience or tests designed to assess an

individual’s capabilities that directly relate to the job. Competency consists of

knowledge, skill, ability or personal characteristics. Competencies developed in the

early 1980’s as a technique for measuring and improving performance. It has an

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advantage and popular in large and complex organization because they provide

standardized and measurable processes for better consistency and control. However,

competency frameworks need to be updated regularly as jobs constantly change to

meet fluctuating business or any organization needs.

McGregor (1960) states that performance management is a means of getting

better results from the organization, teams and individuals by understanding and

managing performance within an agreed framework of planned goals, standards and

attribute/competence requirements. It is a process of establishing a shared

understanding about what is to be achieved, an approach to managing and developing

people in a way which increases the probability that it will be achieved in the short and

longer term. He implies that this is more positive approach as no longer the subordinate

being examined by superior so that his weakness may be determined; rather he is

examining himself in order to define not only his weaknesses but also his strengths and

potentials. He becomes and active agent, not a passive “object”. He is no longer a pawn

in a chess game called management development. The proven knowledge and ideas in

the above literatures is that in any organization, the establishment of a performance

management system together with the performance appraisal and evaluation is a must

as a tool in guiding the path of personnel or employees in every facet of his career life,

most especially in ensuring the productivity of an enterprise in congruence with the job

satisfaction; in the military term, the high or acceptable state of moral of the

subordinates. The above-stated literatures prove that the effectiveness of the

performance management and performance appraisal system has direct bearing to the

success of the organization coupled with the employer-employee harmony. That is why

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the importance of this system must be clearly established and articulated in the PN as

part of the PN personnel management program

According to Kavanagh (2005) express that there are three major factors

affecting the military personnel productivity such as: experience, training and ability. The

relationship between these factors contributes significantly to personnel productivity.

The personnel who has along service is more productive as first-time personnel,

although the size of experience difference is likely to vary based on the nature and

requirements of the given career. Additional training can improve proficiency, reduce,

performance error and lead to a higher technical skill level among personnel.

Among the Armed Forces worldwide, one of the best practices that defines

competency in military uniform is the United States Armed Forces. They exemplify the

best practices of tradition and excellence in the military. One of this is the warrant

officer, aside from their professional and excellent NCO Corps. Warrant Officer (WO)

employs a single-specialty, system-oriented officers appointed based on technical

competence to perform in a single function for an entire career. The Warrant Officer

(WO) is a concept of military doctrine integrated in most Western Armed Forces’. The

military grade of Warrant Officer is one of the oldest in Western Military systems that

Asian countries had replicated the concept and became an integral part of its Armed

Forces. With this distinguish role of WO, he/she is a highly skilled technician who has

been provided to fill those positions above the enlisted level (Welsh, 2006) as such its

Warrant Officer competence is coherent with strategic core competencies of the US

Army.

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 Review of Related Literatures and Studies

In 2013, revealed an expanded warrant officer role: from technical expert to

leader, manager, trainer, and solution 20 advisor (Campbell, 2016). This also paved

way for the full integration of warrant officer cohort as part of the larger Army Officer

Corps. advisor (Campbell, 2016).

Singapore Armed Forces Non Commissioned Officer (NCO) Corps

As the Minister of Defense of Singapore Armed Forces, RADM (NS) Teo Chee

Heam said “There are two elements that we must develop in each one of our soldiers.

No matter how much technology may change the way we do things and the way we

fight, it is ultimately the soldier who makes the difference’’. On 01 July 1992, The

Singapore Armed Forces (SAF) restructured the NCO Corps into Warrant Officer and

Specialist (WOSpec) to provide servicemen and servicewomen with better career

prospects and a visible progression to higher ranks. The reason for this change was to

acknowledge that WOSpec formed the backbone of the Army. Specialist ranks range

from 3rd Sergeant (3SG), 2nd Sergeant (2SG), 1st Sergeant (1SG), Staff Sergeant

(SSG) and Master Sergeant (MSG). For the Warrant Officer ranged from 2WO, 1WO to

WMO and SWO. It raises the role of the Warrant Officer as Trainer, Warfighter and

Leader (Army Warrant Officer and Specialist Guidebook, Singapore Armed Forces

(SAF), 2nd Edition, 2014).

London

Armstrong (2009) express that performance management is a systematic

process for improving organizational performance by developing the performance of

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individual and teams. He added that performance, agreement is based on the

agreement of objectives, knowledge, skills and competence requirement and work, and

development plan. It involves the joint and continuing review of performance against

these objectives, knowledge, skills, and overall competence, requirements and plans,

the agreement, implementation of improvement and further development plan and day-

to-day effectiveness. “Alignment” is a key ingredient in successful performance

management system: the alignment of an individual’s performance to goals of the

organization.

LOCAL LITERATURE

Philippine Navy

Educators and trainers aim to develop an education and training system that are

approachable to the increasing demands of the future particularly in the two type of

command of the PN.

In order to guide the PN training institutions in realizing the PN education and

training vision and upholding its philosophy, the PN have come up with core values that

will be the foundation of how the PN Education and Training Institutions will perform

their duties, as part of the navy training system. These core values are also added to

the pillars of the PN education and Training namely: Competent Faculty, Responsive

Curriculum, Enhanced Facilities, Advance References and, Motivated Students

(CREAM).

The continues development of every personnel is vital to the achievement of the

unit and eventually to the organization they are commented.

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 Review of Related Literatures and Studies

Specifically, it is stated in this handbook the importance of evaluating in

developing the program in the conduct of training taking into consideration the newly

acquired equipment of the Navy particularly in the Fleet focusing on its operation,

maintenance and safety.

Based on Human Capital Strategy, sound career management, in this sense,

understanding the needs of our senior enlisted leaders from the time they graduated on

their individual career courses in developing and enhancing their field of expertise in line

with their mandated task as future department chief of PN offices.

Among the elements within a holistic career, education and training, which seeks

to enhance the innate skills of these PN enlisted personnel. Developing further the new

competencies are important not only for maritime operations but also for the

advancement of knowledge as they progress with their respective field of expertise.

The Philippine Air Force (PAF)

The Philippine Air Force (PAF), the brother service of the PN, which is also

considered as technical service, has already established a personnel management

system centered on the competencies of the EP. This system was embodied in their

published policies, such as, PAFM 1J-I, PAFM 1-4, PAFM 10-8, PAFR 1J-14, PAF

Regulations Nr 1, and other PAF Circulars, SOPs and Memorandums, and these

policies were compiled in the PAF Airmen On-the-Job Training (OJT) Handbook

published in 2011 and 2012. The competencies or Skill Level, as termed in the PAF, are

part of the promotion requirements of the PAF EPs in addition to the usual required

promotion requirements as published by GHQ, as well as, major considerations in their

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assignment to positions of major responsibility and technical assignments or in the

whole career path of the PAF EP. Moreover, various trainings including OJT were

introduced to PAF EPs before they are subjected to the required skill level test, which

validates their skill level performance capability.

The PAF has already recognized the importance of the competency

management for their PAF EPs. It is high time that the PN recognizes the value of

investing and centering its consideration in the value of the competencies of the PN EPs

and its purposeful management.

Philippine Army

For more than one hundred years, Filipino soldiers exemplified the traditions of

bravery, honor and patriotism among Filipinos from the Battle of Mactan, to Katipunan

era, the Phil-Am War and to the World War II. From fighting the guerilla warfare, to

instrument of peace and emerging hybrid threats, the role of NCO is crucial to the

Philippine Army. Within each soldier, there lies the competence necessary to attain

outstanding performance in any place. He has full knowledge of his job; he has

proficiency in training, in combat requirements, in peacekeeping, and in the

implementation of national policies for development (Army NCO Guide, 2005). The role

of NCO in the Philippine Army is vital to the chain of command. He/she is task of duties

and responsibilities that supports the officers in the unit. He/she sets an example to his

subordinate junior enlisted ranks and among his/her fellow NCO. The role of NCO today

has evolved from small unit leadership to mentoring and coaching encompasses

empowerment in the NCO Corps as the backbone of the Army and the AFP as well. As

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one of the human components of the Armed Forces, the Non-Commission Officer

played a vital role in the accomplishment of the mission. They are the link to support

commissioned officers.

Foreign Studies

London

A study regarding performance appraisal (1989) concluded that the performance

factor most usually appraised were as follows: Knowledge, ability and skill on the job;

Attitude to work, expressed enthusiasm, commitment and motivation; quality of work on

a consistent basis with attention to detail; Volume of productive output; and interaction,

as exemplified in communication skills and ability to relate to others in the team.

This study articulated the focus of performance evaluation of an individual in

relation to his productivity and harmony in an enterprise, which translates or has direct

relationship to the success and growth of the said enterprise. This has direct bearing to

this study wherein the focus of the PN performance evaluation shall be compared with

the above study.

United States of America

The master’s degree paper of Harris, McCloy, et. al. at the Human Resource

Research Organization in Alexandria, Virginia (1994) dealt on the cost-effective analysis

of personnel enlistment testing, job performance and cost. The goals were to: 1)

describe existing military selection and classification procedures; 2) formulate a set of

alternative models; 3) develop an evaluation framework and associated criteria for

comparing the cost-effectiveness of alternative models; and 4) assess the feasibility of

the evaluation procedures addressed by the first three goals. This report describes the

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pilot test of cost-effectiveness model to evaluate alternative selection and classification

models.

Establishing performance management and regular appraisal systems entails

cost and further layer of human workforce and interventions. Alternative models with

respect to cost-effectiveness and effectiveness shall also be explored in this research in

order to ensure the continuity, feasibility and supportiveness of the endeavor. Above

study will have direct bearing in this research in proposing, thru the action plans and

project section, the suitable performance management and appraisal systems models to

be recommended.

LOCAL STUDIES

Commandant’s Paper on Developing Enlisted Leaders: Assessment of the

Enlisted Personnel Basic Career Course, Ltc Arguelles PA, 2012 dwells on the career of

enlisted personnel progresses, he/she will be transformed to Non-Commission Officer, a

level of career which he/she is equip with necessary skills, competency and

specialization which junior enlisted will look up to for mentoring and coaching. Since

Basic Career Course is the first formal career course of an Enlisted Personnel, the

paper assessed the effectiveness of Basic Career Course of our EP based on

curriculum and POI.

Technical Education and Skills Development Authority (TESDA), a government

agency that provides technical training to civilian workforce and youths in the

Philippines, published on its Journal issue number 20, the key study findings that the

APEC has conducted in the Philippines in 2001. The findings cited that skills shortages

could be traced back to the faulty educational system in the Philippines, myopic policy

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on labor export and pervasive technical change. It further cited that educational flaws

stemmed up from poor curriculum, inadequate teachers’ training, and low public and

private investment in education. Also with the fast changing technologies, demand for

new sets of skills would render some existing skills obsolete (APEC, 2001).

Above APEC study has direct bearing on this study as the recruits of the PN

were trained from the said flawed Philippine educational system thereby the training

provided by the PN must adjust to supplement the acquired training of the recruit’s prior

entering the service. This flaw in the Philippine educational system, coupled with the

insufficient training provided by the PN,

SYNTHESIS

Cited legal references form the basis of this study in an attempt to standardize

the competency management of PN EPs and the enhancement of performance

appraisal system. Related literatures clearly articulated the importance of personnel

performance or competency management. Particularly their performance appraisals in

achieving the goals of an organization with respect to the job performance qualification

and satisfaction of employees, which is the prime objective of this study.

Furthermore, there is no specific competency design as to how our personnel will

be more productive in performing their assigned tasks to achieve organizational

productivity in line with the mission and vision of the Philippine Navy. The only tool in

evaluating the individual performance of enlisted personnel is the Personnel Evaluation

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Rating (PER). However, there is no tangible proof of productivity or how individual’s

competence progresses in his/her specific job assignment.

In order to address the core competency among enlisted personnel in the

performance of their functions as department chief of PN office. This study shall explore

the current PN performance management and appraisal procedures and systems and to

further relate to the sound and effective practices as stipulated in the literature review.

Effective management and appraisal of the competency among SMC graduates in the

performance of their function as department chief of PN offices consistent with the

established and accepted competency standards per rank and rating, and with best

practices shall be the emphasis.

CONCEPTUAL FRAMEWORK

The first step in scientifically demonstrating a cause-effect relationship is to map

the expectations using a conceptual framework. Before doing so, it’s important to

identify the relevant variables.

Cause-effect frequently includes several independent variables that affect the

dependent variable. The independent variable that the researcher considers will be

converging on the five (5) pillars (Instructor, Curriculum, Facilities, References, Student)

in conducting the course. However, the dependent variables converge with the job

description and the level of performance of SMC graduates as department chief of PN

offices.

Figure 3 outlines how the standard of competency performance interrelates with

the cycle of career management system of PN EP from the five (5) pillars in conducting

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the course, job description and the effect of the experience encountered by SMC

graduates during their schooling. This means that in these three basic facets of the PN

EPs career progression: standard of competence must be ensured thru effective

formulation on the five mandatory requirements in conducting the EP career courses;

the level of performance of SMC graduates which is focusing based on the job

description of personnel is all depend on pillars; and the effect of their experience during

the conduct of the course particularly on their skill phase will reflect on the level of their

performance as department chief of PN offices.

Level Performance
Instructor Duties and Responsibilities
Curriculum Individual Function
Facilities Knowledge and skill & Attitude Built
References
Student

EXPERIENCE

Figure 3. Conceptual Framework of relationship between Independent Variables.

METHODS OF RESEARCH AND PROCEDURE

Methodology deals with the description and justification of the research.

Its Specific place, elements and focal groups of the study shall likewise be discussed.

The profile of the target observation units or the respondents are also included herein,

as well as, the manner by which they shall be reached, oriented and convinced to

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provide information. The data analysis techniques and framework of analysis that could

be used shall also be discussed.

Methods of Research

The method used by the researcher in this study is the descriptive-survey

research method. This method simply involves the description, recording, document and

policy analysis and interpretation of the data that were collected through survey

questionnaire and interviews.

Research Design

In this study, the researcher used the descriptive research design. Descriptive

research involves the description, recording analysis and interpretation of the present

nature, composition of process of a phenomenon. In this case, is determining the

relevance of Systems Management Course (SMC) and its applicability on the core

competency as department chief of PN offices.

To be able to attain the research objective, the researcher will conduct the survey

and interviews in order to find the answer of the problems on how the SMC become

more applicable to the core competency of SMC graduates as department chief of PN

offices. Through this research method, the data will be gathered and interview from

SMC graduates at HPN, BNS and NETC. In the analysis, the researcher will formulate a

recommendation that will answer the problem.

Population and Locale of the Study

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The population of the study covers the 29 SMC graduates presently assigned at

NETC, 24 SMC graduates assigned at HPN and, 12 SMC graduates assigned at BNS.

These projected respondents help the researcher massively because they are the

experienced personnel based on their current function that they perform on how SMC is

relevant to the core competency as department chief of PN offices.

Respondent’s Profiles

With the total of 48 respondents, all of the respondents were graduate of SMC:

Eighteen (18) of which were graduated last March 2014, sixteen (16) personnel from

2015 and fourteen (14) personnel graduated last 2016. All of these personnel are

performing a positioned as department chief of different PN offices. Therefore, these

personnel gained more ideas and knowledge pertaining to their function based on their

current position and have a opportunity to share their insights and experience by

answering this survey and express their outmost opinions for the benefit of the

succeeding class.

Table 1. Total Number of Targets Respondents

Unit Assignment Total Nr of Samples %

Population
Naval Education and Training Command 29 22 75.86
(NETC)
Headquarters Philippine Navy (HPN) 24 19 79.16
Bonifacio Naval Station (BNS) 12 9 75.00
Total 55 50 90.90

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Slovin’s formula is used to calculate the samples size (n) given the population

size (N) and a margin of error (e). It’s a random sampling technique formula to estimate

sampling size.

N
n = _______
1 + Ne²

Where: n = no. of samples

N = total population

E = error margin / margin of error

55
____________
1+55 (.05) ²
1+55 (0025)

n=

55
______________
= 48.35 or 48 respondents
1.1375

The slovin’s is used if a sample is taken from a population, a formula must be

used to take into account confidence levels and margins of error. When taking statistical

samples, sometimes a lot is known about a population, sometimes a little and

sometimes nothing at all. Slovin’s formula is used when nothing about the behavior of a

population is known at all.

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Data Gathering Instrument

This study is going focus the method of a survey questionnaire as the primary

data gathering instrument. This survey questionnaire is structured consisting of two

parts.

Part 1 - establishes the profile of the respondent. They will be asked to fill in their

name, rank, unit/office and position or designation.

Part II - is comprised of statements pertaining to the applicability of SMC to the

core competency of SMC graduates as department chief of PN offices. These

representations are best indicators to gauge the relevant of SMC to their future function

as department chief of PN offices. The respondents will be asked for their degree of

agreement to the statements by placing a mark on the box that best describes their

response. All items are answerable by a provided scale where the respondents will

check in accordance to their degree of agreement. It uses the LIKERT Scale which is

commonly involved in research that employs questionnaire.

Treatment of Data

Interpretation of Likert-Scale. Statistical data gathered for the specific

problems of the study will be evaluated and summarized to provide clear picture. The

answers will be treated to show the level of performance of performance of SMC

graduates. In this regard the answers by the respondents will be evaluated/treated

using the scale listed below.

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Table II.2: Likert-Scale Interpretation

RANGE DESCRIPTIVE Symbol WEIGHT INTERPRETATION

4.24-5.00 Strongly Agree SA 5 Highly effective (HE)

3.43-4.23 Agree A 4 Effective (E)

2.62-3.42 Moderate Agree MA 3 Partially Effective (PE)

1.81-2.61 Disagree D 2 Ineffective (I)
1.00-1.80 Strongly Disagree SD 1 High Ineffective (HI)

Weighted Mean

Σwf
Xw = _____________
N

Where: Σwf – the summation of weighted frequencies

N – Summation of observations

Xw – Weighted mean

Data Gathering Procedure

The researcher will distribute the survey questionnaires to the target respondents

to collect necessary information for this study. To attain this, the survey questionnaire

will be distributed to the SMC graduates assigned in HPN staff, BNS who are

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performing primary function as department chief of PN offices. Likewise, the researcher

will be visited Naval Enlisted Personnel School Center to conduct personal survey as

the primary beneficiary in this study as being also the premier training institution of the

PN.

Informal interview will be done upon the availability of the target interviewees. In

addition, other informal interview with concerned personality will be made through

telephone call or group chatting via social media.

Research Framework

INPUT
PROCESS OUTPUT OUTCOME
 Human
Resource
 Survey Enhance Career A competent
Strategy
 Interview Development and Highly
 Enlisted
Personnel  Data Program of Motivated
Management Analysis Enlisted naval
System Personnel of PN Professionals
 Career Based
Competency
 Training
Management
and
Administration

FEEDBACK

Figure 4. Research Framework (Input-Process-Output-Outcome)

In the conduct of this study, the researcher used the common process of the

Input-Process-Output-Outcome (IPOO) Systems Framework in organizing, processing,

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analyzing and interpreting the data and information that being gathered. The Inputs, the

study utilized the data obtained from the PN Sail Plan 2020 as the primary initiative. The

reports show the responsibility of PN in providing proper training to EP in order to attain

the Sail Plan on personnel perspective, Also the inputs from the respondents, as

generated by the survey questionnaire administered were utilized.

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