IMPACT OF RATIONALIZATION

TO EMPLOYEES’ JOB DISPLACEMENT

An Undergraduate Thesis Presented to the

Faculty of the Expanded Tertiary Education
Equivalency and Accreditation Program of
University of Batangas

In Partial Fulfillment
of the Requirements for the degree
Bachelor of Science in Business Administration

Miraples, Florence
Rolloque, Florabelle R.
Ylagan, Ava Sharon

1
 August 2020

CHAPTER 1
THE PROBLEM AND ITS BACKGROUND

Introduction

As Mahatma Gandhi said, the future depends on what you do today. The
people invest in education to find decent jobs in the future. This job determines
our status in life as well as our economic and socials. Everyone aims to have
financial security either in business or employment.

However, finding a job after graduation is not easy. Government service

requires minimum qualification standards to suit the applied position. Eligibility is
a requirement that lacks most of the applicants. In this situation, most applicants
agreed to Job Order positions or contract of service positions to survive in all of
the financial needs of their family and some personal expenses. An additional
type of positions is Regular or Permanent Employment, Term or Fixed-Term
Employment, Project Employment, Seasonal Employment, and Casual
Employment. In this case, only a few have given chances in permanent positions.

Due to work demand, Civil Service Commission adopted the policies and
guidelines regarding contracts of services and job orders entered into by all
branches, subdivisions, instrumentalities, and government agencies, including
government-owned or controlled corporations with original charters. Under
Section 1, it is stated that the contract of services and job order are not covered
by Civil Service law, rules and regulations, but covered by Commission on Audit
(COA) rules. This resolution sets guidelines in hiring JO and COS employees on
different government agencies and GOCCs.

2
 In this regard, the DepEd Rationalization Plan Phase I was approved by
the Department of Budget and Management (DBM). They gave DepEd a
maximum of four (4) months from the date of approval to place the employees
and positions in the new staffing pattern (SP). The Rationalization Program
covers all Executive Branch departments and their units/bureaus, including all
corporations, boards' councils, commissions, task forces, and all other agencies
attached to or under their administrative supervision. (EO, 366: A Primer on The
Program on Rationalizing And Improving Public Service Delivery, 2021 accessed
date).

In addition, Rationalization Program will eliminate redundancies in its

operations and focus its resources on its vital functions. The bureaucracy can
concentrate on work that the Government must do. It could minimize, if not
eliminate, overlaps and duplications and improve on its systems and procedures.
The rationalization program aims to focus government efforts on its vital
functions, channel government resources to these core public services, and
improve the efficiency of government services within affordable levels and in the
most accountable manner.

Some of the provisions of its approval to the affected employees have the
following options to remain in government service through converting their items
from regular to Co-Terminus with the Incumbent (CTI) status, either in DepEd
including schools or other agencies, to avail of retirement/ separation with the
applicable incentives (DepEd Order No. 53, s. 2013).

With the underlying effects, there is a need to evaluate the impact of the
rationalization program on employees' job displacement. The researchers will
conduct intensive research on the impact of the rationalization program on all the
remaining Job Order personnel who are not Civil Service Eligible and less
training attended.

3
 This study will focus on employees' displacement and the effects on JO's
lives after the Rationalization Program took effect in 2015 at the Philippine Ports
Authority Office in Calapan City with 120 job order employees. With this alarming
number, the researchers would carry out a training and development plan
beneficial to all job order employees. Also, this aims to provide precise data to
the Government and review all the Government's staffing patterns.

Statement of the Problem

The study will focus on the Impact of Rationalization on Employees' Job
Displacement on the Philippine Ports Authority-Calapan Office. Specifically, it
aims to answer the following questions:
1. What is the profile of job order employees during rationalization in terms
of:
a. Age;
b. Educational Background;
c. Sex;
d. Department/Unit?
2. How do Job Order employees assess their readiness on the rationalization
program implementation relative to the following employment factors:
a. Personal;
b. Professional;
c. Economic?
3. How do Job Order employees assess issues and concerns being
encountered in the rationalization?
4. Is there a significant relationship between assessment of factors on
rationalization program and assessment of issues and concerns being
encountered in the rationalization?
5. Based on the analysis, what training and development program could be
proposed?

4
Hypothesis
There is no significant relationship between assessment of factors on
rationalization program and assessment of issues and concerns being
encountered in the rationalization

Theoretical Framework

These theories have a direct relation to the impact of rationalization on the

job order employees of Division Offices:

Max Weber Theory of Rationalization (1920) cited by Tsakiris (2016) that

society's rationalization is a concept created by Max Weber. Rationalization is the
process in modern society that concerned efficiency, predictability, calculability,
and dehumanization. Rationalization is a product of scientific study and
technological advances in the Western world. By reducing tradition's hold on
society, rationalization led to new practices. Instead of human behavior being
motivated by customs and traditions, rationalization led to reason and practicality.

Also, Human Capital Theory argues that workers with higher skill levels
receive higher compensation because they are productive. Employee
involvement may require workers with more general skills to perform more
complex tasks, resulting in more rigorous selection and hiring criteria and
increasing demand for more educated workers' wages. New practices may also
require more firm-specific skills, which would increase employer-provided training
and wages as well. (Helper, Levine, and Bemdoly, 2002)

Furthermore, Dekeyser (2007), cited by Hadi Davarani (2014), states that

Skill Acquisition Theory is learning a wide variety of skills that show remarkable

5
similarity in development from the initial representation of knowledge through
initial changes in behavior. This set of phenomena can be accounted for by a set
of fundamental principles common to acquiring skills.

It is also stated in EO 366 Section 18 or "Other Impact Mitigation"

involved in the delivery of skills, livelihood, entrepreneurial, investment
development, enhancement programs, business management training, and
counseling programs to prepare affected employees in deciding on the option
most beneficial to them. For functions that are to be privatized, secretaries shall
assist affected personnel in forming cooperatives/business enterprises.

This study used the illustrated research paradigm. The first box contained
the profile of the participants in terms of age, educational background, sex, civil
service eligibility, and department or unit. It also contains the assessment for JO
according to readiness for the Rationalization process regarding personal,
economic status, and professional assessment.

The next box presents the process that the researchers will employ to
gather the data needed to complete the study. Lastly, the third box indicates the
output that is the proposed enhancement training program for the job order
employees of the Philippine Ports Authority-Calapan Office.

6
Conceptual Framework

  The framework below is provided to assess the impact of rationalization in

the job placement.

Respondents’
Profile
a. Age
b. Educational
Background;
c. Sex
d. Department/Unit

Assessment on
the Readiness to
Rationalization  Collection of
Program: data through
a. Personal survey
b. Professional questionnaire
c. Economic Status Proposed Training
 Data analysis and Development
Assessment on
the Issues and using statistical Program
Concerns tools
encountered in the
Rationalization
Program:
a. Personal
b. Professional
c. Economic Status

7
 Fig 1. Research Paradigm

Scope, Delimitations, and Limitations

The study focused on the Impact of Rationalization on a particular group

of Philippine Ports Authority-Calapan Office employees. It aims to seek data on
the profile of affected employees in PPA in terms of age, educational
background, sex, civil service eligibility, and job description. Furthermore, the
researchers will try to know their achievements, economic status, and
professional assessment—also, the issues and concerns of Job Orders
Employees and relationship to readiness factors and issues.

This study would be limited to the specific dimensions set by the

questionnaire's content and adequate disclosures from the interview and the
available documents for analysis. Questionnaires will be distributed in the third
quarter of the year 2020 through an office or representative, which limited the
researcher from direct and personal contact with the respondents. The calendar
year 2020 was the point of reference in the conduct of the study.
The study would also be limited to eighty-five (85) respondents of job
order employees of Philippine Port Authority-Calapan to describe the impact of

8
rationalization. Moreover, the extent of the impact of rationalization was
measured through questionnaires, focus group discussions, and interviews.

Moreover, the Raosoft formula was used to determine the number of

respondents for the study.

Significance of the Study

This research study will be significant for the Top/Middle-Level

Management, the Human Resource Personnel, all aspirants’ applicants of PPA-
Calapan, and all the future researchers regarding the rationalization program.

Top/Middle-Level Management. It is beneficial to the top and middle

managers because this will provide a legal basis for giving permanent positions
to job order employees. The results of the evaluation can help put employees
fitted for the position.

Human Resource Department. It is advantageous to the human

resource personnel to identify qualified applicants based on minimum
qualifications and standards and perform the functions of aspirants in educational
offices.

Job Order Applicants. This will serve as their reference in preparing a

portfolio before applying to a position. It will also equip them to prepare
themselves for the rationalization process.

Future researchers. It could utilize this study to discover further related

inputs and data which may be deemed relevant for enhancing the human
resource planning and staffing system.

Definition of Terms
9
 For a better understanding of the study, the terms are operationally and
conceptually defined.

Civil Service Eligibility. This refers to the passing grade in a civil

service examination or is granted civil service eligibility. At the same time, eligible
refers to a person who obtains a passing grade in a civil service examination or is
granted civil service eligibility and whose name is entered in the register of
eligibles. (Presidential Decree No. 807, s. 1975.)
In this study, civil service eligibility refers to the deficiency of job order
employees in terms of their minimum and qualification standards when applying
to get permanent status in the government agency.

Department/Unit. A functional or territorial division wherein the job order

employee is assigned before rationalization.

Economic Status. The social standing or class aces to resources related

to privilege, power, and control of the employee when the rationalization program
is implemented. On the other hand, this refers to the salary received by the
employees under different plantilla positions.

Job Displacement. The results and impact to the DepED personnel,

including permanent and job order employees, upon implementing the
rationalization program.

Job Order Employees. This refers to hiring a worker for piece work or
intermittent job of short duration not exceeding six months, and pay is on a daily
or hourly basis. It is to be understood that the piece work or job to be performed
requires special or technical skills not available in the agency, and the same is to

10
be accomplished under the worker's responsibility and with minimum supervision
by the hiring agency (coa.gov.ph, Accessed Date, May 2021)
In this study, they are employees hired in government agencies under the
contract of service or job orders not covered by Civil Service law, rules, and
regulations. That services rendered thereunder are not considered as
government service.

Personal Skills. The job order employee's character, including skills

and abilities possessed by a person, is deemed to be their strengths or
weaknesses before rationalization was implemented.

Professional Competencies. The state of learning, growth, and

development of skills of Job Order positions before rationalization. Also, these
are the employee’s skills, knowledge, and attributes that are valued explicitly by
the department or agencies (Uvic, 2021).

Rationalization Program. It is a move to transform the Executive Branch

into a more effective and efficient government. It aims to focus government
efforts on its vital functions and channel government resources to these core
public services; and improve the efficiency of government services, within
affordable levels and in the most accountable manner (EO, 366: A Primer on The
Program On Rationalizing And Improving Public Service Delivery, 2021
accessed date).
This study refers to transforming plantilla positions in Philippine Ports
Authority Calapan Office employees before and after implementing the
rationalization program.

Training and Development Plan. This refers to the planned training and
development plan design to address the needs of the job order employees in the
Philippine Ports Authority Office in Calapan.

11
 CHAPTER 2

REVIEW OF RELATED LITERATURE AND STUDIES

This chapter presents the related literature and studies after the thorough
and in-depth search done by the researchers.

Related Literature

The following are the topics discussed under the related literature:
rationalization program, effects of rationalization, rationalization program, and
some pressing issues and concerns.

In A Primer on Program of Rationalizing (2013), the Rationalization

Program is a move to transform the Executive Branch into a more effective and
efficient government that aims to (1) focus government efforts on its vital
functions and channel government resources to these core public services; and

12
(2) improve the efficiency of government services, within affordable levels, and in
the most accountable manner.
The rationalization program tends to minimize the government over-
expand and self-perpetuate in almost every need of society. These areas have
become regular government priorities and responsibilities. This situation results
in a thin spread of government resources to various concerns, especially in areas
where government support is highly desirable, such as peace and order, national
security, and social services, among others. The Government also has to keep
pace with changing demands and technologies. What may have been an
appropriate undertaking for the Government several years ago may no longer be
necessary at present.
Moreover, global and private sector developments may now require
different regulatory frameworks. Some areas may need new regulations, while
other existing regulations have become counterproductive to sector growth.

Hence, the Government has to review its operations to remove

redundancies/overlaps/duplication and improve its operations. In addition, the
people are demanding better public services and more value for their money.

Effects of Rationalization

De Jong et al. (2016) found that restructuring events, with and without
staff reductions mainly harm the well-being of employees. While Delhi Business
Review (2019) tells that the present research discovers the impact of downsizing
on organizational performance, mediated through organizational citizenship
behavior. It is clearly stated in their statement that rationalization could not give
high performance to different department offices.
On the other hand, the EO 366 Section 8 (2005) stated that the options for
personnel Which may be affected by the Rationalization of the Functions and

13
Agencies of the Executive Branch are (1) remain in government service or (2)
avail the retirement/separation benefits guided by RA660and RA8261. The
options may give advantages and disadvantages to the employees during CY
2015 in the Department of Education.
While Boudreau (1998), cited by Mendoza (2016), and stated that retained
employees' satisfaction and perceptions of equity and job security are likely to be
affected by layoffs. Furthermore, how the layoff process is managed may
determine the willingness of retained employees to support future organization's
initiatives.

Rationalization Program
In 2005, Executive Order No. 366 was issued, which requires the
formulation of the rationalization plan submitted to the DBM. By 2011 and 2012,
the Rationalization Plan was revisited by the Change Management Team (CMT).
Consultations were conducted on the proposal using 2005’s Approved Budget
Ceiling. In 2013, the Rationalization Plan was submitted to DBM for approval.
The five-year implementation of the Rationalization Program started from
2014 to 2018. In 2014 (Year 1), prepared for actions to those affected employees
and released Notice of Organization Staffing and Compensation Actions
(NOSCAs). For 2015 (Year 2), it has undergone a rationalized structure,
specifically the ROs and SDOs transition, appointments, and drafting of office
functions and job descriptions. Transition to new administration took place in
2016 (Year 3). From 2017 to 2018, this ensured organizational strengthening
through team formation, alignment to Basic Education M&E Framework,
Compendium of Office Functions and Job Descriptions Version 2, and
Establishment of Quality Management System (QMS).

Job Order Employees

14
 According to Article 280 of the Labor Code, there are types of
employment: regular, project, and casual. The regular employment, regardless
of the written or oral agreement, the employee is engaged to perform activities
that are usually necessary or desirable in the usual business or trade of the
employer. Job Order is where the employment fixed specific project determined
at the time of the employee's engagement or where the work or services to be
performed seasonally. The third is casual employment. The employee has
rendered at least one year service, whether such service is continuous or broken,
shall be considered a regular, and his employment shall continue while such
activity exists. As defined in Article 281, probationary employees are not
exceeding six (6) months from the date the employee started working. Unless it
is covered by an apprenticeship agreement stipulating a more protracted period,
his services may be terminated for a just cause or when he fails to qualify as a
regular employee per reasonable standards made known by the employer to the
employee at the time of engagement. An employee who can work after a
probationary period shall be considered a regular employee (Payos, 2011).

Further, according to the Commission on Audit, there are provisions that

should be stipulated in the contract of job order: the services cannot be
performed by regular personnel, unless, necessary in the exigency of the service;
the person to be hired signified intent which was considered by the hiring agency;
the person to be hired possesses the education, experience and skills required to
perform the job required; that the person to be hired has not been previously
dismissed from the service by reason of an administrative case; that the person
to be hired has not reached the compulsory retirement age of sixty-five (65)
years; that the person to be hired shall perform functions of a specific position for
a specific period of time (to be specified/indicated); and that the compensation of
the person to be hired corresponds to the salary grade of the position/job to be
contracted out on a monthly basis, not exceeding twenty (20%) of the hiring rate

15
of the particular salary grade inclusive of taxes, subject to accounting and
auditing rules and regulations.

For purposes of consistency and cost-effectiveness and depending on the

availability of funds, drivers/chauffeurs of the officials shall be paid the hiring rate
for SG-4, SG-5 or SG-6 plus twenty percent (20%); the compensation for other
positions to be contracted out shall be based on the hiring rate of the particular
salary grade plus five percent (5%); that the person to be hired is not entitled to
benefits enjoyed by government employees such as PERA, ACA, RATA, and
other benefits such as mid-year bonus, productivity incentive, Christmas bonus,
and cash gifts; that the person to be hired shall be entitled to year-end bonus
equivalent to one (1) month compensation on a pro-rated basis following the
practice under Philippine Labor Laws; that the person to be hired has no
relationship within the third degree of consanguinity or affinity with the contracting
officer and the appointing authority; that the services to be rendered shall not be
credited as government service and that the contract of the service and job order
are not covered by the Civil Service Commission rules and regulations but
covered by COA rules and regulations; and that there exists no employer-
employee relationship between the hiring agency and the person hired. 

Furthermore, as stated in DepEd Order No. 50 s. 2014 on the Services to

be Outsourced, following the DBM Circular Letter 2013-5 and in place of filling up
vacant items, certain services at the Central Office, Regional Offices and Schools
Division Offices as well as in the schools may outsource on a need basis,
through the hiring of consultants/job order/contract of service personnel, where
employer-employee relationships exist subject to the availability of funds for
MOOE and provided that it is consistent with the following: overall policy under
the approved RP on services/areas, which will be outsourced and pertinent
budgetary, civil service, accounting, and auditing rules and regulations.

16
Personal Factors
Venkatesh (2021) personal attributes of the individuals also play a
significant role as to whether they are satisfied at the job or not. Pessimists and
people with negative attitudes will complain about everything, including the job.
They will always find something wrong in every job to complain. Some of the
personal factors are age and seniority. With age, people become more mature
and realistic and less idealistic so that they are willing to accept available
resources and rewards and be satisfied with the situation. Over time, people
move into more challenging and responsible positions. People who do not move
up at all with time are more likely to be dissatisfied with their jobs.

He added that tenure of the employees with longer tenure is expected to

be highly satisfied with their jobs. Tenure assures job security, which is highly
satisfactory to employees. They can easily plan for their future without any fear of
losing their jobs. It is with this benefit that can improve the work environment or
workplace.

Some of the personality traits related to job satisfaction are self-esteem,

maturity, sense of autonomy, challenge, and responsibility. Higher the person is
on Maslow's needs hierarchy, the higher is the job satisfaction. This type of
satisfaction comes from within the person and is a function of his personality.
Accordingly, in addition to providing a healthy work environment, management
must ensure that the employee is happy with himself and has a positive outlook
on life.

Professional Factors

Acesta (2017) explains that the most demanding factors affecting a job
career are the employee's personality, education, completed training and
courses, behavior, and self–presentation. Also, the job performance and

17
evaluation of superior, performed job position, company situation, and willingness
to change performed job or employer.

Employee's personality and motivation is a necessary prerequisite for

working on certain job positions. Employees' personality and excellent ideas
about the personality profile for the concrete job are crucial factors that directly
affect career development. Also, an adequate education completed courses and
training programs are primary factors with direct influence for career and
promotion in organizational structure.

It is challenging for the employee without a university degree to decide to

achieve advancement to significant work. An employee with a university degree
has an obvious advantage in career development. Aside from these, the
employee's behavior and select view are sometimes more important than job
performance. The employee must consider the career goals, and for these goals
and proposed job, the position must modify self-presentation and behavior in the
company.

Job performance and results attained at work should be critical factors

with influence for career and advancement in organizational structure.
Nevertheless, in company games, they are job performance a work results as
factors affecting career development. Equally essential and many times more
important is the superior view and evaluations of job performance. Moreover,
superiors decide about the career progress of their subordinates.

The performed job position must be following career goals. If the

employee wants to build a specialist career in the research area, he must find a
good job placement in the company, which allows him the right job and career
development. Considering also the situation at the company has a significant
influence on employee career. The employee can have all prerequisites and
assumptions for promotion, but the situation at the company does not allow
career development. Reasons for these conditions could be different, for

18
example, well-qualified and well-evaluated persons on required job positions or
economic situations of company or market. In these states of affairs, it is almost
impossible to reach promotion.

On the other hand, it is necessary sometimes to change job positions,

departments, or employers for promotion or job career development. If the
employer does not allow career progress, the employee has only one option-
searching for new jobs and changing employers.

Economic Factors
Cristal Vogt (2019) cites that national job growth, recessions, and the
ability to look for employment could affect worker turnover and retention. For
example, if the economic climate is doing well and jobs are flourishing, it may be
harder to retain employees if they have other, better job opportunities to assess.
On the other hand, if the economic climate is poor and national unemployment
rates are high, it may be easier to retain your employees since other job
opportunities may be limited. Also, changes in consumer taste can affect demand
for the product or service your company provides, leading to layoffs or mass
hiring that could affect your company's employment rate.

Related Studies

The following research studies were found relevant to the present study.

The study of Basilan, Mojica, Arteche & Aleluya (2018) entitled “The
Effects of Training Needs Assessment to Employees’ Job Performance of
Harada Automotive Antenna (Philippines) Inc.” used the descriptive method of
research to know the effects of training for new employees conducted by Harada
to the job performance of the same. The participants of the study were the new

19
employees hired from July-September, 2017. The researchers used a
questionnaire checklist form which was divided into four parts. The third part was
based on the Individual Work Performance Questionnaire (IWPQ), the standard
questionnaire to measure job performance. The data gathered were treated
using different statistical tools. The percentage method was used in determining
the ratio of the frequency of the respondents and the weighted mean to find out
and interpret the data. Pearson R was used to determine if the formulated
hypothesis would be accepted or rejected. 

The study of Andres, Coralat, Tadie & Villanueva (2017) entitled “The
Perceived Impact of Training Programs to the Employees’ Job Performance at
National Bookstore Trinoma Branch” used descriptive survey method to answer
questions through the analysis of variable relationships. The study found
significant as it can help the company determine the impact of training programs
among employees. Thus, the implications of the study's findings would be the
basis to promote or attain employees' self-efficacy. Employees can find ways to
provide quality services and show good performance in the store as they also
exchange knowledge and skills with one another. 

Moreover, the study of Andres, Manalo & Perez (2011)evaluates the effect
of leaders' use of motivating language in terms of 3 types of speech acts, namely
direction-giving language, empathetic language, and meaning-making language,
concerning the work performance and job satisfaction of the employees. The
study made use of a descriptive method and used survey questionnaires to
congregate the respondents' outlooks, opinions, and insights in the study. One
hundred fifty employees from 5 outlets of SIDC were chosen as respondents.
However, only 120 of them responded during the retrieving of the questionnaires.
Different statistical treatments such as relative frequency, weighted mean, one-
way analysis of variance, and Pearson r were used to interpret and analyze the
gathered data.

20
 Results of the study revealed that most of the respondents were below 35
years old, males, college graduates, and stock status. To add, direction-giving
language, empathetic language, and meaning-making language affect the
employees' work performance and job satisfaction to a great extent. There was a
non-significant difference in leader motivating language on the employee's work
performance and job satisfaction. Lastly, there was a significant relationship in
assessing the effect of leader motivating language on work performance and job
satisfaction when grouped according to respondents' profile.

Various recommendations were conceptualized, including designing

communication workshops and team-building to augment the communication
between the leader and an employee. According to them, these activities could
help develop and attain excellent communication within the different
organizations and companies that are very important to any business success. 

  The study of Asi & Urgrimina (2006) about the Effects of Organizational
Development Intervention in the Employees of Provincial Government of
Batangas primarily aims to determine the effectiveness of organizational
development to improve the workforce's ability and become flexible of the
institution. The researchers used the descriptive research method in conducting
the study. The data gathered were interpreted using the Likert scale, relative
frequency, weighted mean, t-test, and chi-square. Necessary data were gathered
through the use of survey questionnaires.

The study revealed that most of the respondents are female, college
graduates, permanent employees, and within the institution ten years above. It
also found out the organizational development intervention affects the employees
in terms of their performance, teamwork, motivation, skilled behavior, perception,
and intergroup relations. Further, the researchers recommended the
organizations have organizational development intervention to have excellent
and skilled workers to become more effective in their job. This could provide

21
information about what is needed for the employees to perform more effectively
and efficiently.

Synthesis

Basilan et al. (2018) found out the significant effects of assessing their
locality and also supported by the findings of Andres, Coralat, Tadie & Villanueva
(2017). He found out the significant impact of training and programs on the
employees. Thus, the implications of the findings of the study would be the basis
to promote or attain employees' self-efficacy based on their results and findings.

Also, for Andres, Manalo & Perez (2011), leaders' use of motivating
language in employees influences the employees' job performance. There was a
significant relationship in assessing the effect of leader motivating language on
work performance and job satisfaction when grouped according to respondents'
profile.

While in the study of Asi & Urgrimina (2006) about the Effects of
Organizational Development Intervention in the Employees of Provincial
Government of Batangas, primary aims to determine the effectiveness of
organizational development to improve the workforce's ability to become the
flexibility of the institution. They found out that organizational development
improves the workplace.

CHAPTER 3

RESEARCH METHODOLOGY

22
 This research presents the methods and procedures applied in the study.
It includes the research design, respondents of the study, data gathering
instrument, data gathering procedure, and statistical treatment.

Research Design

This quantitative research study will employ the descriptive-correlational

research design to estimate the extent to which different variables are related to
one another in the population of interest. This design element included identifying
the variables of interest, the group of subjects or respondents where the
variables were applied, and the estimation procedure to determine the extent of
relationships. In this study, the researcher tried to understand the relationship
between the readiness assessment factors to the JOs issues and concerns.

Respondents of the Study

The study involved eighty-five (85) respondents from Philippine Port

Authority- Calapan Office Job Order employees in identifying the number of
respondents. The researcher employed the raosoft formula to identify the number
of respondents.

Data Gathering Instrument

The researcher-made questionnaire is the primary data gathering

instrument used to undertake the study. Educational and field experts validated
the instrument to check the reliability and validity before it is administered. The
questionnaire has three parts where part 1 includes the demographic profile of
the respondents, part 2 is about the factors assessing job order employees
during the rationalization implementation, and the last part is the issues and
concerns. To strengthen the results, researchers will conduct an interview or
focus group discussions among the involved respondents.

Data Gathering Procedure

23
 The researchers sought the approval of the authorities before the
administration of the survey questionnaire took place. The researchers handed
over the instruments to the respondents to provide some necessary instructions
on answering provided questions. Retrieval instruments followed after ten (10)
working days to give the respondents ample time to answer. After the collection
of the instruments, responses were tallied, tabulated, statistically treated, and
analyzed. Discussion and interpretation for the chapter shortly followed.

Statistical Treatment of Data

Once data are tallied and encoded, they will be interpreted utilizing
different statistical tools such as frequency distribution, weighted mean, and
analysis of variance (ANOVA).
To present the profile of the job order employees in PPA, terms of age,
gender, educational attainment, civil service eligibility, and department/unit,
researchers will use frequency distribution. Weighted mean and ranking will be
used to assess the personal, professional, and economic factors that will
probably affect the job order in the rationalization. ANOVA will be used to test the
significant difference between rationalization factors and the profile of the
employees.

Ethical Consideration

The respondents were oriented of the purpose and intentions of the

researchers in the conduct of the study. Although cooperation in answering the

survey questionnaires are requested, the researchers still informed the

respondents that they may at any time discontinue answering the survey if they

feel they are no longer comfortable with it.

24
 CHAPTER 4

PRESENTATION, ANALYSIS, AND INTERPRETATION OF DATA

25
 This chapter contains the presentation, analysis and interpretation of data

gathered in accordance with the specified objectives of the research study. It is

inclusive of the results of the research with equivalent interpretations and

analysis.

1. Profile of the Employees

This part of the study reflects the profile of the employees in terms of age,

sex, civil status, educational background, and department/unit.

1.1. Age. This part presents the frequency and percentage profile of

employees according to their age.

Table 1
Frequency and Percentage of the Profile of respondents
According to Age
n=85

Age Frequency Percentage Rank

18-24 years old 19 22.35% 3

25-34 years old 21 24.71% 2
35-44 years old 28 32.94% 1
45-54 years old 14 16.47% 4
55 and over 3 3.53% 5

Total 85 100%

Table 1 presents the frequency and percentage distribution of the profile of

respondents according to age. As we can glean on the table, 28 or 32.94 percent

26
are at the age bracket of 35-44 years old are employees of the Philippine Ports
Authority-Calapan Office. In contrast, only 3.53 percent or three personnel are in
the age bracket of 55 and over. The result shows that most of the employees are
in their late 30’s to early '40s, and we could say that most of them are parents
and employees are nearing retirement age.
Moreover, 21 or 24.71 under ages 25-34, 19 or 22.35 under ages 18-24,
and 14 or 16.47 percent under 45-54 years of age. At the same time, the early
20s to early 30s also strive to work in PPA despite job order positions.
With age, people become more mature and realistic and less idealistic so
that they are willing to accept available resources and rewards and be satisfied
with the situation. With time, people move into more challenging and responsible
positions. People who do not move up at all with time are more likely to be
dissatisfied with their jobs.

1.2. Sex. This part presents the frequency and percentage profile of
employees according to their sex.

Table 2
Frequency and Percentage of the Profile of respondents
According to Sex
n=85

Sex Frequency Percentage Rank

Male 34 40 % 2
Female 51 60 % 1

Total 85 100%

Table 1 presents the frequency and percentage distribution of the profile of

respondents according to sex. It could be gleaned in the table that 60 percent of
the total respondents are female, with 51 in total. At the same time, 40 percent of

27
the populations are males, with 34 in total. This implies that female workers rule
Philippine Ports Authority-Calapan City in the job order positions.

1.3. Educational Background. This part presents the frequency and

percentage profile of employees according to their educational
background.

Table 3
Frequency and Percentage of the Profile of respondents
According to Educational Background
n=85
Educational Frequency Percentage Rank
Background

High School Graduate 12 14.12% 2.5

College 12 14.12% 2.5
Undergraduate
College Graduate 54 63.53% 1
Graduate Studies 4 4.71% 4
Post Graduate Studies 0 0% 6
Others 3 3.53% 5

Total 85 100%

Table 3 presents the frequency and percentage distribution of the profile of

respondents according to educational backgrounds. The table shows that 63.53
percent or 54 are college graduates and no one from the job order employees got
their diploma or certificate in their graduate studies. This implies that the
respondents complied with one of the minimum qualifications and standards in
government agencies, the educational qualification.
On the other hand, both high school and college undergraduate have
14.12 percent or 12 personnel on both categories are in the office. Therefore, the

28
following employees need to continue their studies to become qualified for a
permanent position and have their civil service eligibility.
While there is 4 or 4.71 percent of the JOs took their master’s degree to
help them be qualified in future job offerings and promotions.

1.4. Department/Unit. This part presents the frequency and percentage profile
of employees according to their educational background.
Table 4
Frequency and Percentage of the Profile of respondents
According to Department/Unit
n=85
Department Frequency Percentage Rank

Finance Division 22 25.88% 2

Administrative Division 31 36.47% 1
Office of the Port 6 7.06% 4
Manager Division
Engineering Division 2 2.35% 6
Port Services Division 21 24.71% 3
Port Police Division 3 3.53% 5

Total 85 100%

Table 4 presents the frequency and percentage distribution of the profile

of respondents according to department/ unit in their agency. The table shows
that 31 out of 85 respondents are in the administrative division and only 2 in the
Engineering Division. There are 22 or 25.88% in the finance division, Ports
Services 21 or 24.71 percent, Office of the Port Manager Division 6 or 7.06
percent, and Port Police Division 3 or 3.53 percent. Therefore, the distribution
shows that the administrative division needs people for processing the ins and
outs of documents in the port.

29
2. Assessment of Readiness to the Implementation of Rationalization

This section reflects the job order employees' assessment of their

readiness to the rationalization program regarding personal, professional, and

economic factors.

2.1. Personal factor. This part presents the assessment of job order

employees towards their readiness in the rationalization program regarding

personal factors.

Table 5
Assessment of Readiness to the Implementation of Rationalization
In terms of Personal Factor
n=85
Personal Factor Weighted Standard Verbal
mean Deviation Interpretation
As a Job Order Employee, I am:
1. Aware that I am one of the 0.655
many affected employees by 2.41 Disagree
the rationalization program.
2. Ready (personally) to be 2.11 0.814 Disagree
displaced anytime soon.
3. Prepared (emotionally) to 2.13 0.795 Disagree
leave my post when
displacement due
rationalization is implemented.
4. Equipped (financially) as I 2.13 0.588 Disagree
have saved money when this
situation comes.
5. Armed with skills that will be 2.53 0.918 Agree
used for another search.
6. Capable of being unemployed 1.78 0.608 Disagree
and be staying at home.
7. Confident to accept any kind 2.51 0.918 Agree
of work.
8. Able to adjust to a new 2.53 0.632 Agree
different working environment.

30
9. Flexible and can start from
scratch.
2.46 0.608 Disagree
10. Adaptive enough to take 2.45 0.686 Disagree
personal challenges
displacement may bring.
Composite Mean 2.30 Disagree
0.251
Legend: 3.5 to 4.0 – Strongly Agree; 2.5 to 3.49 – Agree; 1.5 to 2.49-
Disagree; 1.00 to 1.49 – Strongly Disagree

Table 5 presents the assessment of readiness to the implementation of

rationalization in terms of personal factors. Items 5, 7, and 8 are interpreted as
agreeing in stating that they are skilled and could be used for another search of
jobs (2.53WM) to adjust to a new different working environment (2.53WM). They
are confident to accept any work (2.51WM). This implies that the employees
possess personal factors to be kept in the agency.
The overall composite means of 2.30 interpreted as disagree in personal
factors of the assessment readiness to the implementation of rationalization.
While, seven items are interpreted as disagreeing; they are affected employees
by the rationalization program (2.41 WM), ready (personally) to be displaced
anytime soon (2.11 WM), prepared (emotionally) to leave my post when due
displacement rationalization is implemented (2.13 WM), equipped (financially)
and saved money when this situation comes (2.13 WM), capable of being
unemployed and be staying at home (1.78WM), flexible and can start from
scratch (2.46 WM), and adaptive enough to take personal challenges
displacement may bring (2.45 WM). We could glean in the table that the
respondents are not ready to leave their post in the Philippine Ports Authority-
Calapan City.
While, some of the personality traits directly related to job satisfaction are
self-assurance, self-esteem, maturity, decisiveness, sense of autonomy,
challenge, and responsibility. Higher the person is on Maslow's needs hierarchy,
the higher is the job satisfaction. This type of satisfaction comes from within the
person and is a function of his personality. Accordingly, in addition to providing a

31
 healthy work environment, management must ensure that the employee is happy
with himself and has a positive outlook on life.

According to Venkatesh (2021), the personal attributes of the individuals

play a significant role in whether they are satisfied at the job. Pessimists and
people with negative attitudes will complain about everything, including the job.
They will always find something wrong in every job to complain. Some of the
personal factors are age and seniority. He added that tenure of the employees
with longer tenure are expected to be highly satisfied with their jobs. Tenure
assures job security, which is highly satisfactory to employees. They can easily
plan for their future without any fear of losing their jobs. It is with this benefit that
can improve the work environment or workplace.

2.2. Professional factor. This part presents the assessment of job order
employees towards their readiness in the rationalization program in terms of
professional factor.

Table 6
Assessment of Readiness to the Implementation of Rationalization
In terms of Professional Factor
n=85
Professional Factor Weighted Standard Verbal
mean Deviation Interpretation
As a Job Order Employee, I am:
1. Trained with proper ethical and 2.68 0.524 Agree
professional behavior and

32
 conduct which can be used to my
advantage.
2. Effective communicator and that I
can converse with various people 2.58 0.514 Agree
of different status levels.
3. Earning several training 2.52 0.560 Agree
certificates to enrich my
knowledge to serve as an edge
among others
4. Recipient of awards and 2.34 0.658 Disagree
recognitions which makes me
highly qualified for another job.
5. Armed with plenty of contacts 2.33 0.610 Disagree
and networks which could help
me find an immediate job.
6. Holder of a popular degree which 2.41 0.655 Disagree
is employable anytime and
anywhere.
7. Earner of sufficient work 2.48 0.548 Disagree
experience to find a better paying
job.
8. Offered to continue education or 2.43 0.663 Disagree
have means to earn units.
9. Eager to contribute to any 2.60 0.521 Agree
company's realization of goals
and objectives I may employ in
the future.
10. Business-oriented person and 2.44 0.615 Disagree
capable of putting a start-up.
Composite Mean 2.48 0.116 Disagree
Legend: 2.5 to 3.49 – Agree; 1.5 to 2.49- Disagree

Table 6 presents the assessment of readiness to the implementation

of rationalization in terms of professional factors. The respondents agree
items 1,2,3 and 9 that they are trained with proper ethical and professional
behavior and conduct which can be used to their advantage (2.68 WM),
effective communicator and that they can converse with various people of
different status level (2.58 WM), earning several training certificates to enrich
their knowledge to serve as an edge among others (2.52 WM) eager to
contribute to any company's realization of goals and objectives which I may

33
employ in the future (2.60 WM). This implies that their agency tries to
improve the workforce or the people in the agency.
On the other hand, the overall composite means of 2.48 (disagree)
suggest that the agency's training and other programs are not enough for career
growth. It is supported by items 4,5,6,7,8 and 10 that all disagrees. They
disagreed that they are received awards and recognitions, which makes me
highly qualified for another job (2.34 WM), armed with plenty of contacts and
networks which could help me find an immediate job (2.34 WM), holder of a
popular degree which is employable anytime and anywhere (2.41 WM), earner of
sufficient work experiences to find a better paying job (2.48 WM). They offered to
continue education or have means to earn units (2.43 WM), and business-
oriented person and capable of putting a start-up (2.44 WM).

In the article of Acesta (2017), the factors affecting a job career are the
personality of employee, education, completed training and courses, behavior
and self – presentation, job performance and evaluation of superior, performed
job position, company situation, and willingness to change performed job or
employer.

Employee's personality and motivation is a necessary prerequisite for

working on certain job positions. The personality of employee and superior ideas
about personality profile for the concrete job is a key factor with the direct effect
on career development. Also, an adequate education completed courses, and
training programs are primary factors with direct influence for career and
promotion in organizational structure.

He added that it is very difficult for the employee in some companies

without a university degree to decide to achieve advancement to significant work
and employee with a university degree has obvious advantage career
development. Aside from these, the employee's behavior and select view are
sometimes more important than job performance. Employees must consider the

34
 career goals and for these goals and proposed job position must modify self-
presentation and behavior in the company.

Job performance and results attained at word should be one of the key
factors influencing career and advancement within the organizational structure.
Nevertheless, in company games, they are not only job performance a work
results as a factor affecting career development. Equally essential and many
times more important is the superior view and evaluations of job performance.
Moreover, superiors decide about the career progress of their subordinates.

On the other hand, it is necessary sometimes to change job positions,

departments, or employers for promotion or job career development. If the
employer does not allow career progress, the employee has only one option- to
search new job and change employer.

2.3. Economic factor. This part presents the assessment of job order
employees towards their readiness in the rationalization program in terms of the
economic factor.

Table 7
Assessment of Readiness to the Implementation of Rationalization
In terms of Economic Factor
n=85
Economic Factor Weighted Standard Verbal
mean Deviation Interpretation
In case I will be displaced, as a job order employee, I am:
1. Able to get by as my 2.05 0.838 Disagree
husband/wife can support our
family by his/her current
employment.

35
 2. Lucky to have son/daughter who
are now employed and can
provide for the family. 1.93 0.863 Disagree

3. Capable of being unemployed 1.68 0.734 Disagree

because I have relatives
abroad.
4. Able to save sufficient money to 2.07 0.792 Disagree
be utilized while looking for a
better opportunity.
5. Innovative enough to create 2.25 0.632 Disagree
other sources of income should
situation calls for it.
6. Earning from other sources of 2.18 0.750 Disagree
income to provide a living for my
immediate family.
7. Panning to use our ample 2.19 0.777 Disagree
savings to start-up.
8. Owning assets with high liquidity 1.96 0.764 Disagree
to be able to support the family
while looking for a new job.
9. Ready with financial insurances 2.01 0.781 Disagree
which can support our family
should pressing situation comes
in.
10. Getting ready with the family's 2.07 0.730 Disagree
economic situation should
rationalization program displace
us in the agency
Composite Mean 2.04 0.161 Disagree

Legend: 1.5 to 2.49- Disagree;

Table 7 presents the assessment of readiness to the implementation of
rationalization in terms of economic factor. The overall composite means of 2.04
indicates disagreement in all of the items in economic factor.

Items 1 to 10 on able to get by as my husband/wife can support their

family by his/her current employment (2.05 WM), having a son/daughter who are
now employed and can provide for the family (1.93 WM), capable of being
unemployed because with relatives abroad (1.68 WM), able to save sufficient
money to be utilized while looking for a better opportunity (2.07 WM), and

36
innovative enough to create other sources of income should situation calls for it
(2.25 WM).

Additionally, earning from other sources of income to provide a living for

the immediate family (2.18), panning to use ample savings to start-up (2.19 WM),
owning assets with high liquidity to be able to support the family while looking for
a new job (1.96 WM), ready with financial insurances which can support family
should pressing situation comes in (2.01 WM), and getting ready with the family's
economic situation should rationalization program displace us in the agency
(2.07 WM).

The items may suggest that all of the employees are not ready in the
rationalization program because of their job posts which are not permanent.
Moreover, they do not have enough savings to start a business on their own.
Most of them are the breadwinner in the family and no one could help them to
survive their everyday expenses.

Other factors that could also affect the economic according to Cristal Vogt
(2019) are the national job growth, recessions and the ability to look for
employment. This could affect worker turnover and retention. She added that if
the economic climate is doing well and jobs are flourishing, it may be harder to
retain employees if they have other, better job opportunities to assess. On the
other hand, if the economic climate is poor and national unemployment rates are
high, it may be easier to retain your employees since other job opportunities may
be limited.

3. Issues and Concerns regarding the Implementation of Rationalization

Program

This section reflects the job order employees’ issues and concerns

regarding the rationalization program.

Table 8

37
 Issues and Concerns on Rationalization Program
n=85

Personal Factor Weighted Standard Verbal

mean Deviatio Interpretation
n
I will be displaced as a job order employee and might not be able to apply on available permanent
positions, mostly because I have:
1. Ineligibility as I am not a Professional 1.98 1.053 Evident
Regulatory Commission of Civil Service
Commission Examination/s Passer.
2. Inappropriate education level/degree which is 1.98 0.933 Evident
not aligned on available positions,
3. Acquired trainings which are not related to the 2.03 0.921 Evident
positions available.
4. Experience of health issues and problems. 1.79 0.921 Evident
5. Hold a position which is redundancy of other 1.96 0.838 Evident
office works.
6. Competing extremely among other qualified 2.13 0.810 Evident
applicants.
7. Garnered low performance ratings which may 1.88 0.894 Evident
affect my application.
8. Committed infraction/s in the past which may 1.83 0.921 Evident
personally affect me in the application.
9. Been unpopular among my colleagues and 1.97 0.853 Evident
agency officials.
10. Not been entitled to avail any of the 1.97 0.907 Evident
retirement/separation packages under the
Program.
Composite Mean 1.95 0.098 Evident
Legend: 1.5 to 2.49- Evident

Table 8 presents the job order employees’ issues and concerns regarding
the rationalization program. It is evident that when they are displaced as a job
order employee, they might not be able to apply to available permanent positions
as seen on their composite mean of 1.95 (evident). The result suggests that the
employees did not meet the expected qualifications in the filled position.
Some of their evident deficiencies are ineligibility under Professional
Regulatory Commission of Civil Service Commission Examination/s Passer (1.98
WM), inappropriate education level/degree which is not aligned on available

38
positions (1.98 WM), acquired training which are not related to the positions
available (2.03), and garnered low-performance ratings which may affect my
application (1.88 WM). Thus, these are the basic requirements in getting a
permanent position in particular government agency.
At this point, they experience health issues and problems (1.79 WM), hold
a position which is the redundancy of other office works (1.96 WM), competing
significantly among other qualified applicants (2.13 WM), committed infraction/s
in the past which may personally affect me in the application (1.83 WM), been
unpopular among my colleagues and agency officials (1.97 WM), and not been
entitled to avail any of the retirement/separation packages under the Program
(1.97 WM).
The rationalization program tends to minimize the government over-
expand and self-perpetuate in almost every need of society. These areas have
become regular government priorities and responsibilities. This situation results
in a thin spread of government resources to various concerns, especially in areas
where government support is highly desirable, such as peace and order, national
security, and social services, among others. The Government also has to keep
pace with changing demands and technologies. What may have been an
appropriate undertaking for the Government several years ago may no longer be
necessary at present.
With all these mentioned issues and concerns, the rationalization program
may end their career in the department when they did not meet the minimum
qualifications and standards of the agency. In addition Commission on Audit
reiterates the Jos qualifications and states that there are provisions that should
be stipulated in the contract of job order: the services cannot be performed by
regular personnel, unless, necessary in the exigency of the service; the person
to be hired signified intent which was considered by the hiring agency; the person
to be hired possesses the education, experience and skills required to perform
the job required; that the person to be hired has not been previously dismissed
from the service by reason of an administrative case; that the person to be hired

39
has not reached the compulsory retirement age of sixty-five (65) years; that the
person to be hired shall perform functions of a specific position for a specific
period of time (to be specified/indicated); and that the compensation of the
person to be hired corresponds to the salary grade of the position/job to be
contracted out on a monthly basis, not exceeding twenty (20%) of the hiring rate
of the particular salary grade inclusive of taxes, subject to accounting and
auditing rules and regulations.

4. Relationship Between Rationalization Program Factors and Issues and

Concerns

This section reflects the relationship factors and Issues and Concerns

encountered in the rationalization program.

Table 9
Relationship of Issues and Concern to Rationalization Program Factors

p-
Profile value Decision Verbal
s on Ho Interpretation
Failed to
Personal 0.11 Not Significant
Reject

Failed to
Professional 0.28 Reject Not Significant

Economic 2.43 Failed to Significant

40
 Accept
Significance level is 95% (<.05)

Since the absolute value of p-computed is lesser than the absolute value
of p-critical that is ∣0.38∣ > ∣0.11∣and ∣0.38∣ > ∣0.28∣, at a 5% significance level
with 84 degrees of freedom, the null hypothesis is rejected. There is no
significant association between the issues and concerns of job order employees
to their readiness factors in terms of personal and professional factors.

On the other hand, the absolute value of p-computed is lesser than the
absolute value of p-critical, which is ∣0.38∣ < ∣2.48 at a 5% significance level with
84 degrees of freedom. The null hypothesis is rejected. There is a significant
association between job order employees' issues and concerns to their readiness
factors in terms of economic factors. The result implies that most issues that the
job order employees are dealing with are concerning their financial challenges
after implementing the rationalization program for the agencies.

The result is supported by De Jong et al. (2016) that restructuring events,

with and without staff reductions mainly harm the well-being of employees. While
Delhi Business Review (2019) tells that downsizing on organizational
performance is mediated through organizational citizenship behavior. It is clearly
stated in their statement that rationalization could not give high performance to
different department offices.
On the other hand, the EO 366 Section 8 (2005) stated that the options for
personnel which may be affected by the Rationalization of the Functions and
Agencies of the Executive Branch are (1) remain in government service or (2)
avail the retirement/separation benefits guided by RA660and RA8261. The
options may give advantages and disadvantages to the employees during CY
2015 in the Department of Education.
While Boudreau (1998) cited by Mendoza (2016) stated that retained
employees' satisfaction and perceptions of equity and job security are likely to be
affected by layoffs. Furthermore, how the layoff process is managed may

41
determine the willingness of retained employees to support future organization's
initiatives.

Proposed Training and Development Program

Rationale

Government service requires minimum qualification standards to suit the

applied position. Eligibility is a requirement that lacks most of the applicants. In
this situation, most applicants agreed to Job Order positions or contract of
service positions to survive in all of the financial needs of their family and some
personal expenses.

Objective

The researchers developed a training and development program design

as the proposal for the agency to aid the job order employee in seeking a
permanent position in Philippine Ports Authority-Calapan Office. It contains a 3-
year T&D design with activities, objectives, timelines, and budgetary
requirements.

The training and development program design may aid the employers:

1. Provide scholarships, training that will qualify the employees to a

higher or permanent position
2. Support Job Order employees to increase their performance appraisal
at the end of the contract
3. Recognize the job order employee's contribution to the company for
better performance

42
 PROJECT TITLE OBJECTIVES ACTIVITIES TIMELINE BUDGETARY
REQUIREMENT
YEAR 1
Performance Review Review the Re-evaluate pertinent January – March None
and Commitment performance of all the papers and
(PRC) JOs, including their performance
pertinent papers and
performance evaluation Identify those JOs with
deficiencies in the
minimum qualifications
and standards.
Re-Orientation Re-orient JOs on the Set a date for April – June 10,000.00
Program on Hiring hiring guidelines of the reorientation during the
Guidelines agency 2ND quarter period
Self-Evaluation to Evaluate own papers Paper evaluation July – September None
Self-Action Plan and make a personal
action plan for personal Prepare action Plan
and professional
improvement
Human Resource Assist the JOs in One-on-one assistance October – December None
Guidance and achieving their plan of and review on Personal
Counseling Strategies improvement and Professional
Improvement of JOs
under HR office

3-YEAR TRAINING AND DEVELOPMENT PROGRAM FOR JOB ORDER EMPLOYEES

OF PHILIPPINE PORTS AUTHORITY- CALAPAN CITY

PROJECT TITLE OBJECTIVES ACTIVITIES TIMELINE BUDGETARY

43
 REQUIREMENT
YEAR 2
Scholarship Identify qualified Make a list of qualified January – March None
Assistance to JOs and employees for employees as a scholar
other Qualified scholarships or Short of the agency
Employees Courses
Provide Scholarships

Outsourcing of
Scholarship programs
Conduct Series of Provide various training Series of training April – June 20,000.00
Trainings on needed by the
Professional Growth employees under JO
contract fitted for their
qualification
Review for Civil Provide reading Reading/ Review July – September None
Service Eligibility materials for employees
qualified to take the
Civil Service Eligibility
HR Staffing System Assist the JOs in One-on-one assistance October – December None
Assistance achieving their plan of and review on Personal
improvement and Professional
Improvement of JOs
under HR office

PROJECT TITLE OBJECTIVES ACTIVITIES TIMELINE BUDGETARY

REQUIREMENT
YEAR 3
Documents Updating Submit portfolio on Updating of paper January – March None

44
of JOs papers update and
performance evaluation
Re-Assessment of Evaluate the papers of Evaluation of papers April – June None
Plantilla Positions JOs
A request of Items for Post permanent item Requesting / Posting of July – September None
Qualified Applicants vacancies for qualified Vacant Positions
applicants
Hiring for Permanent Hire more permanent Hiring October – December None
Positions job positions with
qualified applicants

45
 Chapter 5

SUMMARY, FINDINGS, CONCLUSION, AND RECOMMENDATION

This chapter presents the summary, the salient findings, the conclusions

drawn from the findings, and the recommendations.

Summary

This study was conducted to propose strategies on training and

development programs or plan for all the job order employees of the Philippine

Port Authority to be qualified on permanent job items. The researchers

determined the profile of the respondents in terms of age, educational

background, sex, and department/ unit.

The second objective is to assess the readiness assessment factors of

job-order employees regarding personal, professional, and economic factors.

Also, this aims to understand the pressing issues and concerns of all the 85 JO

employees. In addition, this study determines the relationship between the issues

and concerns and readiness assessment factors of all the employees.

Lastly, the proponents crafted 3-Year Training and Development Program

to help the job order employees have a permanent item position in their agency

through various strategies after implementing the rationalization program.

Findings

1. The respondents are under ages 35-44 years old, with 28 or 32.94
percent employees of the Philippine Ports Authority-Calapan Office. At
the same time, only 3.53 percent or three personnel are in the age

46
 bracket of 55 and over. Moreover, 21 or 24.71 under ages 25-34, 19 or
22.35 under ages 18-24, and 14 or 16.47 percent under 45-54 years of
age. Furthermore, sixty percent of the total respondents are female, with
51 in total. At the same time, 40 percent of the populations are males,
with 34 in total. Regarding educational background, 63.53 percent or 54
are college graduates, and no one from the job order employees got their
diploma or certificate in their doctor’s degree. While both high school and
college undergraduate have 14.12 percent or 12 personnel on both
categories are in the office, and 4 or 4.71 percent of the JOs took their
master's degree. Mostly, in the department/ unit have 31 out of 85
respondents are in the administrative division and only 2 in the
Engineering Division, finance division are 22 or 25.88%, Ports Services
21 or 24.71 percent, Office of the Port Manager Division 6 or 7.06
percent, and Port Police Division 3 or 3.53 percent.
2. In assessing readiness to implement rationalization in terms of personal,
professional, and economic factors, the overall composite mean is 2.30,
2.48, and 2.08, respectively, which is interpreted as disagree.
3. It is evident that when they are displaced as a job order employee, they
might not be able to apply to available permanent positions, as seen on
their composite mean of 1.95 (evident). Some of their evident deficiencies
are ineligibility (1.98 WM), inappropriate education level and degree (1.98
WM), unrelated training to the positions available (2.03), and garnered
low-performance ratings (1.88 WM). Thus, these are the basic
requirements in getting a permanent position in specific government
agency. At this point, they experience health issues and problems (1.79
WM), holds a position which is the redundancy of other office works (1.96
WM), competing significantly among other qualified applicants (2.13 WM),
committed infraction/s in the past, which may personally affect me in the
application (1.83 WM), been unpopular among my colleagues and
agency officials (1.97 WM), and not been entitled to avail any of the
retirement/separation packages under the Program (1.97 WM).

47
4. Since the absolute value of p-computed is lesser than the absolute value
of p-critical that is ∣0.38∣ > ∣0.11∣and ∣0.38∣ > ∣0.28∣, at a 5% significance
level with 84 degrees of freedom, the null hypothesis is rejected. There is
no significant association between the issues and concerns of job order
employees to their readiness factors in terms of personal and
professional factors. On the other hand, the absolute value of p-computed
is lesser than the absolute value of p-critical, which is ∣0.38∣ < ∣2.48 at a
5% significance level with 84 degrees of freedom. The null hypothesis is
rejected. There is a significant association between the issues and
concerns of job order employees to their readiness factors in terms of
economic factors.
5. There is a proposed 3-Year Training and Development Program to help
the Job Order Employees of Philippine Port Authority- Calapan Office.

Conclusions
Based on the findings of the research study, the following conclusions
were made:

1. Most of the job order employees are in their middle to late adulthood
stages of life that could need permanent positions, and in terms of
sex, the agency is ruled out by female employees. Furthermore, the
majority of them finished their college degree, and they worked under
the administrative office.
2. They are not ready or fully equipped personally, professionally, and
economically when the rationalization program was implemented.
3. The job order employees may not be able to apply on available
permanent positions due to personal document deficiencies and other
concerns that could qualify them in a permanent position.
4. Rationalization program affects the Job order employees economically
due to temporary positions.

48
 5. The proposed training and design program could help the agency,
department, and the job order employees get a chance for the
permanent position.

Recommendations

Based on the findings and conclusions, the following

recommendations were now drawn:

1. The human resource department or the appointing officials may

consider helping those employees according to their age and
educational qualification regardless of sex and department or
agencies.
2. The agency may help the job order employees to become fully
equipped in work by giving scholarships, training, short courses fitted
for their position or required by Civil Service Commission after a
thorough review and evaluation. The personal and professional
development of the employees could help them improve economically
also.
3. Reorientation on hiring guidelines may help the employer and
employees to settle the needed requirements of the agency. Thus,
helping the rank-and-file position could also be favorable to the
organization.
4. A financial literacy seminar may be given to employees to help them
understand how to spend economically, particularly in the work crises
like layoffs, pandemics, and others.
5. The proposed training and design program may be an option for the
agency, department, and the job order employees to get a chance for
a permanent position.

49
Bibliography

50
 IMPACT OF RATIONALIZATION TO EMPLOYEES’ JOB DISPLACEMENT

SURVEY QUESTIONNAIRE

Part I. Demographic Profile of the Respondents

Directions: This is a survey on your experience as a Job Order Employee during

the implementation of the Rationalization Program. Please check tick the space
that corresponds to your response. Thank you.

Name (optional) : _________________________

Name of Government Agency : _________________________

Age
______18-24 years old
______25-34 years old
______35-44 years old
______45-54 years old
______55-65 years old

Educational Background
______ High School Graduate
______ College Undergraduate
______ College Graduate
______ Graduate Studies
______ Post Graduate Studies
______ Other

Sex
______ Male
______ Female

Department/Unit
______ Finance Division
______ Administrative Division
______ Office of the Port Manager Division

51
 ______ Engineering Division
______ Port Services Division
______ Port Police Division

Part II. Assessment of Job Order on Readiness to Rationalization Program

Direction: The following statements reflect the readiness of employees on the

rationalization process. Please rate your agreement on each item as to how it applies
most accurately to your present situation. Below scale is provided as a guide on your
rating:

4 - Strongly Agree
3 - Agree
2 - Disagree
1 - Strongly Disagree

Indicators Scale
A. Assessment of readiness to the implementation of rationalization in terms
of Personal Factor.
As a Job Order Employee, I am:
4 3 2 1
1. Aware that I am one of the many
affected employees by the
rationalization program.
2. Ready (personally) to be displaced
anytime soon.        
3. Prepared (emotionally)to leave my
post when displacement due
rationalization is implemented.
4. Equipped (financially) as I have
saved money when this situation
comes.
5. Armed with skills that will be used for
another job search.
6. Capable of being unemployed and
stay at home.        

52
7. Confident to accept any new kind of
work.        
8. Able to adjust to a new different
working environment.
9. Flexible and can start from scratch.
10. Adoptive enough to take personal
challenges displacement may bring.

B. Assessment of readiness to the implementation of rationalization in terms

of Professional factors.
As a Job Order Employee, I am: 4 3 2 1
1. Trained with proper ethical and
professional behavior and conduct
which can be used to my advantage.
2. Effective communicator and that I
can converse with various people of
different status levels.        
3. Earning other training certificates to
enrich my knowledge to serve as an
edge among others.        
4. Recipient of awards and recognitions
which makes me highly qualified for
another job.        
5. Armed with plenty of contacts and
networks which could help me find an
immediate job.
6. Holder of a popular degree which is
employable anytime and anywhere.
7. Earner of sufficient work experience
to find a better-paying job.
8. Offered to continue education or
have the means to earn units.
9. Eager to contribute to any company’s
realization of goals and objectives to
which I may employ in the future.

53
 10. Business-oriented person and
capable to put a start-up.
C. Assessment of readiness to the implementation of rationalization in terms
of Economic Status/Factor.

In case I will be displaced, as a job order employee, I am:

1. Able to get by as my husband/wife
can support our family by his/her
current employment.        
2. Lucky to have a son/daughter who is
now employed and can provide for
the family.        
3. Capable of being unemployed
because I have relatives abroad.        
4. Able to save sufficient money to be
utilized while looking for a better
opportunity
5. Innovative enough to create other
sources of income.
6. Earning other sources of income to
provide a living for my immediate
family.
7. Planning to use our ample savings to
start up.
8. Owning assets with high liquidity to
be able to support the family while
looking for a new job.
9. Ready with financial insurances
which can support our family should
a pressing situation comes in.
10. Getting ready with family’s economic
situation should rationalization
program displaces us in the agency.        

Part III. Issue and Concerns on Rationalization Program

54
Direction: The following factors may affect the job orders employees on the
rationalization process. Please assess each item as to how it is evident at your
present situation using the below scale:

4 - Very Highly Evident

3 - Moderately Evident
2 - Less Evident
1 - Least Evident

I will be displaced as a job order employee and might not be able to apply for
available permanent positions, mostly because I have:
1. Ineligibility as I am not a Professional
Regulatory Commission or Civil
Service Commission Examination/s        
Passer.
2. Inappropriate education level/degree
which is not aligned on available
vacant position.
3. Acquired training which is not related
to the positions available.
4. Experience of health issues and
problems.
5. Hold a position which is the
redundancy of other Office works.
6. Competing extremely among other
qualified applicants.
7. Garnered low-performance ratings
which may affect my application.
8. Committed infraction/s in the past
which may personally affect me in
the application.
9. Been unpopular among my
colleagues and agency officials.
10. Not been entitled to avail any of the
retirement/separation packages
under the Program

55