Suggestions:

 Change the respondents to --- employees in the provincial government of

Misamis Occidental

 References

 Add-clinchers to rationale of study

 What’s the reason of choosing this study in particular

 Add local studies in the RRL and RRS

Theoretical/Conceptual Framework

 Start with assumption

 Transfer the theories from the related literature --- to theoretical framework

 Align the schema with the SOP

 Schema (work performance change to Organizational Performance)

SOP 5) change importance to effectiveness

6) change the importance to effectiveness

Check the Hypotheses (importance to effectiveness)

Significance to:

- Individuals

- Departments

- Organizations

- As benchmarks for policy revisit/formulation

Scope: Check the number of employees

Definition of Terms

- Define Strategic Planning

0
 - Effectiveness

Research Design: use descriptive correlational

Research Instrument: cite/recognize the items which were adopted from

questionnaires to acknowledge/properly cite

Ethical Consideration (delete student --- in student participants)

- Use the form of the college – for human sample

EFFECTIVENESS OF STRATEGIC PLANNING AND WORK PERFORMANCE

AND PRODUCTIVITY OF EMPLOYEES IN THE PROVINCIAL

GOVERNMENT OF MISAMIS OCCIDENTAL

A Thesis Presented to

The Faculty of the Graduate School

Medina College

Ozamiz City

In Partial Fulfillment

1
 Of the Requirements for the

Degree of Master in Public Administration

HONEY PEARL B. OMAY

November 2021

Chapter 1

INTRODUCTION

Background of the Study

Strategic planning is perceived as a crucial component of organizational

development and change management. Consultants and managers are expected to make

strategic decisions that affect organizational performance. During the past few decades,

research on organizational contingencies and opportunity evaluation has propagated

conceptual assessments under the study of judgment. Behind every organizational

success, there are strategic decisions that map organization’s path in accomplishing its

goals as set by the top management level. If the decision-making quality is not sustained,

it can lead to a chaotic organizational failure. Managers and consultants need substantial

amount of facts and figures before making any formal decisions and there is no guarantee

to make the right or perfect decision (Asaari and Razak, 2009).

According to Arasa and Kobonyo (2012), the importance of strategic planning can

be explained from a variety of perspective including environmental scanning, strategy

2
formulation, and linking goals to budgets and strategic planning process. The strategic

planning process begins with the setting of organizational goals. The linkage between

strategic planning and organizational performance needs analysis to get a better

understanding on how strategic planning is applied in practice and to improve

performance. For strategic planning to be effective and useful, there must be

commitment and involvement across all levels of the organization, overcome inherent

problems such as; rivalry among departments, resistance to change, resource requirement,

resources allocation and so on. The strategy initiatives and directions set up by firm

management in the form of mission and vision statements and targets for cost saving,

debt/equity ratios embodied as argued by Greenley and Foxall (2009) “a framework of

constraints and objectives that bounded and directed strategic choices.” Managers are

responsible to make choices on daily basis and communicate their directions with the rest

of the employees.

Organizational performance comprises the actual output or results of an

organization as measured against its intended outputs (or goals and objectives).

According to Richard et al., (2009), organizational performance encompasses three

specific areas of organizational outcomes: financial performance (profits, return on

assets, return on investment); product market performance (sales, market share); and

shareholder return (total shareholder return, economic value added). Specialists in many

fields are concerned with organizational performance including strategic planners,

operations, finance, legal, and organizational development. Organizational performance

is the most used dependent variable in organizational research today yet at the same time

it remains one of the vaguest loosely defined. The biggest challenge to organizational

3
performance is the external environment. All organization operates in an external

environment: Political, economic, social cultural, environmental and technological

(Snider and Rendon, 2011). The primary goal of organizational performance is to

increase effectiveness and efficiency to improve the ability of the organization to deliver

goods and services. Performance is often presented as a multidimensional concept. In

particular, two types of measures of company performance can be distinguished: financial

or objective measurement and non-financial or subjective measurements (Taiwo and

Idurno, 2009).

On the other hand, aside from organizational performance which have been

affected by strategic planning, work productivity could also be another aspect to be

considered.

Workforce productivity remains a primary element for success in most

organizations, including those in government. Knowing what factors influence

productivity is a prerequisite to improving performance. Over the years, researchers have

found that productivity is affected by relatively few influencers, and workers are

generally aware of what those influencers are (Armstrong, 2006; Clawson & Newburg,

2005; Hankin, 2004; Newstrom and Bittel, 2002; Williams, 2003). Based on such

insight, a study was implemented to directly identify those factors that most influence the

productivity of the more than five million workers in state governments in the United

States (State Government Employment Data, 2005). Identification of the specific

productivity limiters operative in the government workplace will yield opportunities for

significant productivity gains in public-sector organizations.

4
 Past studies have showed that organizations that operate within developed

strategic plans are more likely to survive the market competition while improving their

performance (Kathama, 2012; Bulle, 2012). Even with existence of such evidence in the

literature, there are still organizations that either do not have a strategic plan or do not

implement their strategic plan. According to Otungu (2011) most of organizations

develop strategic plan with a view of making managerial and administrative tasks easy

and not with a thinking of improving performance.

Around 1999, empirical researchers began to examine the performance and

consequences of formal strategic planning (Thune and House, 1999; Ansoff et al., 2000;

Herold, 2001) and over 40 planning-performance studies have appeared since that time.

However, in recent years this line of research has slowed to a trickle and with good

reason: Previous studies lacked theoretical grounding, produced a bewildering array of

contradictory findings, drew heavy criticism for inadequate methodologies and had little

or no discernable net impact on strategic management research or practice (Pearce et al,

1987).

These shortcomings point towards the importance of examining the influence of

strategic planning on performance for the office of human resources of the province of

Misamis Occidental, Oroquieta City.

Theoretical and Conceptual Framework

Strategic planning can be defined as the process of using systematic criteria and

rigorous investigation to formulate, implement and control strategy and formally

document organizational expectations (Higgins and Vincze, 1993; Mintzberg, 1994;

5
Pearce and Robinson, 1994). Strategic planning is a process by which organizations can

envision their future and develop the necessary procedures and operations to influence

and achieve that future. As in many other fields, strategic planning professionals often

cloak their work in pseudo-scientific jargon designed to glorify their work and create

client dependence. In reality, strategic planning processes are neither scientific nor

complex. With modest, front-end assistance and the occasional services of an outside

facilitator, organizations can develop and manage an on-going and effective planning

program. Strategic planning consists of a set of underlying processes that are intended to

create or manipulate a situation to create a more favorable outcome for an organization.

This is quite different from traditional tactical planning that is more defensive based and

depends on the move of competition to drive the company’s move. In business, strategic

planning provides overall direction for specific units such as financial focuses, projects,

human resources and marketing. Strategic planning may be conducive to productivity

improvement when there is consensus about mission and when most work procedures

depend on technical or technological considerations.

Strategy formulation is the development of long-range plans for effective

management of opportunities and threats in light of corporate strengths and weaknesses.

It includes defining corporate mission, specifying achievable objectives, developing

strategies and setting policy guidelines (Stevenson, 2012). Corporate mission refers to

the purpose for the organization’s existence. It tells what the organization is providing to

the society, objectives tell what is to be accomplished, strategies state how the mission

and objectives will be achieved, and policy serves as a broad guideline for decision-

making that links the formulation of a strategy with its implementation.

6
 Organizations that do strategic planning significantly outperform those that do not

have strategic plans since they spent most of their times realizing and reacting to

unexpected changes and problems instead of anticipating and preparing for them and are

always in crisis management situations. Strategic planning improves organizational

performance as it helps firms to develop strategic understanding which in effect focus on

organizational direction; focus drives performance and performance drives results (Taiwo

and Idunnu, 2009).

Strategic planning has become a must for organizations in the time of global

competition, technological change and increased dynamics in markets. Business plan

formulation practices, strategic planning and systematic decision-making can be

considered a key determinant of the survival and success of firms (Mazzarol et al., 2009).

The ability of successful entrepreneurs to avoid formalizing strategic planning processes

until their firm is well established raises a question as to the relative importance of

strategic vision, strategy formulation, strategic planning or business plan development.

The field of strategic planning is largely concerned with how companies or organizations

generate and sustain competitive advantage to achieve the desired performance through

continuous implementation of strategic decisions.

Changes in the organization environment are leading to new and greater demands

on strategic planning systems. Moreover, given that strategic planning’s sole purpose is

to improve strategic performance, improving, assessing and monitoring the effectiveness

of the strategic planning process would appear to be a key managerial task. However, as

proven by various studies, many organizations do not perform the task (Philipps and

Moutinho, 1999). In most cases, organizations experience challenges in resource

7
constraints, institutional and capacity gaps including poor leadership and governance in

implementing strategies. A considerable number of organizations have developed

strategic plans that have enabled them to deal with the stated challenges hence realizing

an improved performance (Awino et al., 2012). However, some organizations have not

adopted strategic plan as a strategy of enhancing their performance. In addition, formal

plans or cost controls are initially provided on an irregular basis and strategic planning

instruments are only used by a small number of individuals and developed out of feelings

or formality rather than out of proof (Brinkmann, 2012).

Evered (2000), suggested that the different uses of the term strategic planning

vary from broad ones (which include the purposes of defining purpose, objectives and

goals) to very narrow ones (namely, those that deal with the means for achieving given

objectives). Given Evered’s differentiation between broader and narrower definitions of

strategy, Bozeman’s definition is a narrow one; one that assumes an ultimate mission of

the organization. Bozeman’s definition assumes that the strategic planning/management

process is triggered by changes in policies and priorities (Bozeman, 2003).

Related Literature and Studies

Strategic planning involves utilizing resources and creative processes for

determining how to take the organization from where it is today to where it ought to be in

the future. Strategic planning therefore defines the specific approaches or game plan for

achieving the organizations objectives.

In setting up effective strategic planning of the organization’s productivity the

external environment of the organization is also taken into consideration. According to

8
Mintzbery and Quinn (1991) effective strategy planning contains three essential

elements: the goal co-objectives to be achieved; the policies guiding or limiting action;

and the major action sequences that are to accomplish the defined goals within the limit.

Strategic planning is a systematic method of analyzing and responding to a

competitive environment (Stoner et al., 1998). Strategic planning should be viewed as

on on-going process. It provides an overviewed and analysis of the business and its

relevant environment. Then it prescribed an outlines or action capitalize on its strengths

and maximize its weaknesses or threats strategy in organizational productivities simply

means as a set of objective policies and plans that taken together define the scope of the

business enterprise and its approach to survival and success (Mluko et al., 1998).

Strategy could also be described as a long-term commitment of resources to achieve a

specific goal in a competitive environment. Planning on the other hand, could be defined

as selecting from among alternative future course of action as a whole and for every

department or section making and determination of how the objectives are to be carried

out.

Rue and Byars (1997) have suggested four (4) major stages that should be

adopted in the process of formulating organizational strategies. It includes the following:

1) identifying opportunities and threats; 2) estimating the risk associated; 3) appraising

the organization strengths and weaknesses; and 4) match opportunities and capabilities.

Cascade Team (2019)

Strategic planning in government can be challenging. It needs to ensure

stakeholder input is taken into account, the strategy is aligned across all city departments,

9
capital projects are linked to multiple plans, and all involved are bought into the strategy.

The good news is, it can be done and the process may be easier than one thinks.

The local government strategic planning process should follow the following

steps: 1) environmental scan; 2) writing the city strategic plan; 3) strategy roll-out to

divisions and departments; and 4) executing strategic plan.

Environmental Scan. When city/town managers and other executive leaders take

on the task of strategic planning in government, an environmental scan should always be

the first step. The environmental scan will require local governments to study and

analyze the current and emerging forces that exist within their municipalities internal and

external environment. It provides city managers with comprehensive information on the

current conditions of the city that may present potential opportunities, threats, strengths

and weaknesses to take advantage of or mitigate.

Internal Analysis. An internal analysis examines the organization’s internal

environment in order to assess its resources, competencies, and competitive advantages.

Performing an internal analysis allows the employees to identify the strengths and

weaknesses of the organization, as well as the opportunities and threats that face the

organization. This knowledge aids the strategic decision making of management while

they carry out the strategy formulation and execution process.

Internal analysis focuses on evaluating all aspects of the organization itself.

Although internal analysis can sometimes takes into account the actions of external

organizations or market-wide shifts. It is largely related to the inherent traits of the

organization at hand. For example, internal analysis can allows an individual to identify

10
both strong and weak aspects of the organization, without taking into account the

performance of external organizations.

In the context of strategic management, internal analysis is crucial for a few

reasons. The organization might be spending too much in some areas due to internal

inefficiencies, or, alternatively, the organization could be learning money on the table.

The only way to reveal these things – and get a true understanding of how resources are

being used in the organization – is by means of internal analysis.

The SWOT model is an excellent tool for internal analysis, since it encourages the

management to think about the organization and only the organization. The acronym

SWOT stands for Strengths, Weaknesses, Opportunities, and Threats, which are the four

factors one takes into account during SWOT analysis as one creates the SWOT table.

The strengths and weaknesses are very much internal. Neither the competitors

nor the external business environment can affect what the organization does well and

what the organization does poorly those things are entirely up to the organizations.

With the opportunities and threats – one can argue that SWOT analysis doesn’t

have an entirely internal focus. However, that simply depends on how one use it. If one

choose to ignore external factors (such as competitive rivalry, material costs, or

government regulations), the opportunities and threats categories can still provide

valuable insights to the internal aspects of the organization, in the context of strategic

management.

Unlike internal analysis, external analysis is less about the organization itself, and

more about its business environment (including its competitors). Examples of external

analysis would be the number of competitors entering your industry, the cost of materials

11
used to manufacture the products, or the regulatory frameworks set out by governments –

these are all examples of variables which are out of the organization’s control, and should

be taken into account in external analysis.

An external analysis is the process of researching and examining the external

environment the organization operates in, in order to determine where opportunities and

threats to the city/town lie. Just like any organization, local governments are affected by

factors outside of their immediate control that they must prepare for. For example,

changing legislation and policies, demographic changes, or climate concerns. Tools

which can help identify external factors include: A PESTLE analysis which assist in

identifying the different areas that may impact the city; An External Stakeholder analysis

which allows to gather insight into the concerns and views of all external stakeholders of

the local government and the impact they may have.

Gichunge (2009) examined the effect of strategy formulation on organizational

performance of medium sized manufacturing enterprises in Nairobi Kenya. He

investigated the effect of various administrative/legal factors on the extent to which

formal strategic management are adopted, and also determined the relationship between

level of competition and formal strategic management. He selected eighty medium

enterprises (MEs) using simple random sampling. Primary data was collected using a

semi-structured questionnaire. Results showed that strategy formulation had a significant

relationship with performance of medium sized manufacturing enterprises. Further the

study found out that the MEs have not fully adopted formal strategic management and

that administrative/legal factors and competition influenced adoption of strategic

management.

12
 Zamedi and Fedhi (2010) investigated the influence of strategic planning on

organizational performance in Australia. The study investigated the influence of strategy

formulation as one of the dimensions of strategic planning. The study found that there

were positive and significant relationship between strategic planning and organization

performance. Strategy formulation was found to significantly influence the organization

performance and efficiency.

According to Suklev and Debarliev (2012) strategic planning consists of planning

processes that are undertaken in firms to develop strategies that might contribute to

performance. It also involves resource allocation, priorities, and actions needed to reach

strategic goals. Since most business had experienced loss then it makes the business face

difficulties in implementing strategic planning process.

Kantabutra and Avery (2010) indicate that, companies consistently applying a

disciplined approach to strategic formulation are better prepared to evolve as the market

changes and as different market segments require different needs for the products or

services of the company.

Epimaque and Mulyungi (2018) conducted the study on the effect of strategic

planning on organizational performance: a case of institution of Engineers Rwanda. The

study aimed to assess the effect of strategic planning on organizational performance. The

study was conducted at Institution of Engineers Rwanda (IER) headquarters in Remera,

Gasabo District, Rwanda. It adopted a cross sectional research design. A total of 322

employees and registered members from Institution of Engineers Rwanda formed the

target population. A sample size of 178 employees was determined using Slovin’s

formula. Stratified random sampling method was used to obtain study samples. The

13
study used both primary and secondary data. Primary data was collected using

questionnaires. Collected data was analyzed using statistical package for social science.

Descriptive analysis was done to obtain frequencies and percentage of study variables.

Pearson correlation and regression analysis were carried out to determine the relationship

between strategic planning and organizational performance. Multiple regression analysis

was employed to determine the relationship between strategic planning and organization

performance. Data was presented in tables, charts, figures and mathematical expressions.

Ordinary least squares (OLS) regression method of analysis was adopted to determine the

inferential statistics. The findings indicated that the beta coefficients of the resulting

model indicate that strategy formulation, implementation and control had positive effect

on institute of engineers of Rwanda performance.

The study results show that there was positive and statistically significant

relationship between strategy formulation, strategy implementation and strategy

evaluation and control. Given the findings of the study strategy implementation

competence as well as the control initiatives undertaken are significant aspects of an

effective strategic management practice for Institution of Engineers Rwanda. The study

recommends that institutions of engineers in Rwanda need to prepare plans to cope with

changes as they face dynamically changing environments especially such changes may be

unpredictable and may occur suddenly. Being a case study, the findings of this study

cannot be generalized to other public institutions in Rwanda since various institutions

have different structures. The study therefore recommends further studies on effects of

strategic planning practices on public institutions performance.

14
Correlates of Organizational Performance

Goal-oriented means setting goals and planning tasks, then taking action to

complete the tasks that lead to the larger, overall accomplishment while staying focused

on the desired results. Becoming goal-oriented allows an individual to effectively allocate

time and energy to tasks that drive progress toward the desired results. Developing a

goal-oriented mindset means focusing energy in three major areas: planning and

organizing tasks, completing tasks, and maintaining motivation.

Planning and organizing the tasks required to complete a goal allows an

individual to feel more control over the project and its outcomes. Goal-oriented means

being single-minded in pursuit of a goal, which translates to focusing on and completing

each individual task. Focusing on and completing each task also allows to track progress

toward achieving the goal, which helps maintain motivation.

Results-oriented is another word for goal-oriented. It means planning activities

and complete tasks in the pursuit of a specific goal or result.

Skills that demonstrate goal-orientation. Some skills help support and develop

a goal-oriented mindset. Learning and developing these skills can help an individual

become goal-oriented, manage workload and increase job satisfaction.

Here are some examples of goal-oriented skills:

Planning and organization. The ability to plan and organize time and space

allows an individual to prioritize work, meet deadlines and maintain an orderly space to

stay on top of projects and assignments. This shows employers that he is able to manage

your workload to complete assignments on time. Planning and organization require the

ability to accurately estimate the time required to complete tasks and prioritize work to

15
ensure meeting important deadlines. Planning and organization also help to feel more in

control of time and energy, which will help to stay motivated toward accomplishing

goals.

Prioritizing. Prioritizing is the ability to identify important tasks that you need to

complete first before moving on to less important tasks. The ability to prioritize your

work is related to time management and helps you complete important tasks on time.

Prioritizing your tasks allows you to complete the important tasks that drive progress

toward your goals. Prioritizing these important tasks allows you to see the results of your

work as you track progress toward your goals.

Time management. Time management is the ability to plan and prioritize your

time. It includes accurately assessing how long tasks will take and planning tasks

accordingly to make the most of your time and meet deadlines. Although constant

productivity may seem like the best way to manage your time, taking breaks and

scheduling down-time is an important aspect of time management. Breaks allow you to

rest and regroup before tackling the next task. Successfully managing your time will help

you stay focused and make progress toward larger goals. 

Motivation. Motivation is the ability to commit to performing a task and

following through with that commitment. It can be external or internal. The rewards and

consequences you expect are considered external motivation. Being goal-oriented and

focusing on the results you expect after accomplishing a goal is an example of external

motivation. Internal motivation is the way work makes you feel. A sense of purpose or

gratification from work is an example of internal motivation. Understanding and

identifying your motivations help you commit to performing the tasks to achieve your

16
goals. (https://www.resume.com/career-advice/career-development/goal-

oriented/#:~:text=Here%20are%20some%20examples%20of%20goal-oriented%20skills

%3A%20The,manage%20your%20workload%20to%20complete%20assignments%20on

%20time.)

In a 15-year panel study by Propeter (2015), he concluded that there is a strong

relationship between managerial attitude and organizational performance among firms in

the USA. Kotur and Anbzhagan’s (2014) study confirmed the strong positive

relationship between education, skill, and attitude on organizational performance. The

study also indicates that the workers tend to show relatively better performance with the

increased labor-attitude, but otherwise in the case of education. When these variables

have increased significantly, the performance is found to decline even more-on the

studied sample. The research was conducted at a factory in Chittoor Sugar located in

South India’s Chittoor City.

Muhammed and Awan (2013) investigated the relationship between human

capital and organizational performance as mediated by employee satisfaction in Pakistan

among the telecom company. The results showed that the relationship is strongly

significant between human capital investment and organizational performance. Majis,

Samad, Tazilah, and Hanaysha (2017) also scrutinized the impact of human capital on

organizational performance in Malaysian government agencies. Based on their

conceptual evaluation and various literature review, they concluded that there is a

relationship between human capital and organizational performance.

Employee Productivity

17
 Productivity is a measure of the rate at which outputs of goods and services are

produced per unit of input (labor, capital, raw materials, etc.). It is calculated as the ratio

of the quantity of outputs produced to some measure of the quantity of inputs used.

Productivity = Outputs/Inputs which also means Productivity growth = output growth

less Input growth (Cantina, 2014).

Gibaud as cited by Cantina (2014) also defined productivity as the relationship

between output and inputs. Partial productivity indicators may be defined in terms of

output per unit of labor, per unit of capital, per unit of land, and per unit of raw materials

or intermediate goods. Total factor productivity growth is defined as output growth in

relation to a weighted average of the growth of inputs (usually labor and capital) where

the weights are the income shares of the factors of production.

Likewise, productivity is both a physical and value relationship. The physical

dimension refers to changes over time in the amount of output produced by a unit of input

measured in real terms that is expressed in constant prices. This is what one has

traditionally meant by productivity growth.

On the other hand, the value dimension refers to the value, expressed in current

dollars, of output produced by a unit of input. This measure is used to compare

productivity levels across firms or sectors, or across countries. There is no necessary

relationship between physical and value concepts of productivity. For example, the

agricultural sector in most developed countries has enjoyed very rapid long-term

productivity growth, but the value productivity of the sector (current dollar value of

output per worker) is well below the economy-wide average due to the fall in the relative

18
price of agricultural goods. The productivity gains have been passed on to consumers

through lower price.

The worth of employees’ productivity is measured regarding commitments, firm

climate, personal health and safety, competitiveness and employee performance in

general (Mortin and Audebrand, 2014). Once the employees are in reasonable worth, it

impacts the output of the firm.

In the discussion of commitment, the study addressed it from Ntembza and

Lerberghe (2015), considering affective, continuance, and normative dimensions.

Employees’ affective commitment is about his emotional attachment to the organization.

The continuance is the fear of loss of the job. The normative is the obligation the

employee has to stay in the organization. These factors cause the employee to exhibit a

commitment to an organization.

Another critical employee productivity factor is the organizational climate. This

motivates the employee to deliver the set organizational performance. Many studies in

the past by Pareek (2017) and have noted that organizational climate impact

organizational performance. This has currently been confirmed by a study by Madhukar

et al (2017).

Griffin (2013) conducted a study entitled “Perceived Task Characteristics and

Employee Productivity and Satisfaction.” This study tested the relationships among

employee perceptions of task attributes and long-term productivity and job and overall

satisfaction. Measures of perceived task attributes, individual growth need strength, and

job and overall satisfaction were obtained by questionnaire from 100 randomly selected

employees of a manufacturing firm. Productivity was computed as the average daily

19
output (quantity adjusted for quality) of each employee for a one-year period of time.

Strong positive correlations were found between certain task attributes and productivity

and job satisfaction. Overall satisfaction was unrelated to task attributes. Further, growth

need strength was found to moderate the task attribute-job satisfaction relationships. This

moderating effect was demonstrated by both subgroups and moderated regression

analysis. Moreover, no moderating effects were detected for either of the two

relationships.

In the study of Ofoegbu, et al., (2013) entitled “Effects of Occupational Hazards

on Employees’ Productivity” revealed that constant exposure of employees to hazardous

substances reduced productivity. The results also indicated that training of employees on

accident prevention positively affected productivity. The conclusion was that

occupational hazards had negative effect on productivity. The recommendation was that

organizations need to provide safe and conducive environment for the performance of the

job. There is also the need to provide training and educative programs in order to prevent

or minimize occupational hazards and boost productivity.

Egbe et al., (2013) also conducted a study on “Employee Performance Appraisal

and Productivity Levels in Selected Nigerian Universities.” The focus of this study was

on performance appraisal of staff of Universities in Nigeria and their productivity levels.

The prime problem that necessitated this study was to examine the effectiveness of the

subjective methods used in appraising qualitative work attributes of the employees and to

assess the extent to which there is a functional linkage between appraisal feedback and

employees reward systems.

20
 The main purpose of this study was to examine the relationship between

employee performance appraisal and productivity enhancement. The population of the

study was made up of all the academic staff of the three Universities studied. A sample

of 240 respondents was drawn from the population. The researcher adopted a cross

sectional design. Data were collected with the aid of questionnaire and treated with

descriptive statistical technique and hypothesis tested and validated with the chi-square

statistic. Interpretation of finding revealed that employee performance appraisal did not

lead to productivity enhancement and that employees were not satisfied with the

subjective methods.

In this study, the independent variable is the strategy formulation of the

organization while the dependent variables are the organizational performance and

productivity.

The independent variable of strategy planning will be assessed in terms of

objectives, vision, mission, internal analysis and external analysis.

The dependent variables will include the organizational performance will be

evaluated in terms of efficiency of internal process and goals realization; and the

organizational productivity.

21
 Effectiveness of
Strategic Planning
- objectives
- vision
- mission Work Performance Work Productivity
- internal analysis
and
- external analysis
- efficiency of
internal process and
- goals realization

Figure 1. Schema of the Study

Statement of the Problem

It is the objective of this study to determine the effectiveness of strategic planning

on organizational performance and productivity of the employees in the human resource

department of the city government of Oroquieta City.

Specifically, the study endeavors to answer the following questions:

1. What is the level of effectiveness of strategic planning as perceived by the

employees in terms of objectives, vision, mission, internal analysis and external analysis?

22
 2. Is there a significant difference in the perceptions of the employees on the

effectiveness of strategic planning when they are grouped according to their gender, years

of service, and educational attainment?

3. What is the level of organizational performance as perceived by the

employees in terms of efficiency of internal process and goals realization?

4. What is the level of organizational productivity as perceived by the

employees?

5. Is there a significant relationship between the level of importance of

strategic planning and their organizational performance

6. Is there a significant relationship between the level of importance of

strategic planning and their organizational productivity?

7. Is there a significant relationship between the organizational performance

and productivity?

Hypotheses

The following hypotheses will be tested at 0.05 probability level:

Ho1: There is no significant difference in the perceptions of the employees on

the effectiveness of strategic planning when they are grouped according to their gender,

years of service, and educational attainment.

Ho2: There is no significant relationship between the level of importance of

strategic planning and their organizational performance.

23
 Ho3: There is no significant relationship between the level of importance of

strategic planning and their organizational productivity.

Ho4: There is no significant relationship between the organizational

performance and productivity.

Significance of the Study

The success or failure of any organization depends on the effectiveness of

strategic planning. The findings of the study are expected to be of help to several groups

of people:

This study will enable the researcher to discover the effects of strategic planning

on the organization’s performance and productivity.

The findings and implications of the study may be benefited by the staff or

employees of the human resource department and other departments or agencies of the

governments as they may gain insights on how the different aspects of strategic planning

may affect their organization’s performance and productivity. This study may how

department heads should strategize in order to actualize the goals and objectives of the

organization. It will point out areas in which good/effective strategic planning can affect

positive competence to both the workers and the management. The effectiveness of

planning, organizing, directing, coordinating, controlling and motivating can help in the

actualization of the organizational productivity. This study will help to provide

department heads with criteria to follow in order to implement operational objectives.

Additionally, the findings may provide the basis of their enhancement activities or

professional development to be able to optimize their performance and productivity.

24
 The findings of the study can be considered by the management as resource

materials to refer to when formulating strategic plans. As a result of these findings they

can learn and improve in areas where weaknesses are revealed. It will be a source of

knowledge and can be used by department heads in the human resource department and

other departments in the local and provincial governments as guides in implementing

strategic planning in their organizations.

The future researchers who will tackle on the areas of strategic planning,

organizational performance and work productivity of employees may use the research as

a reference material or past study for their undertaking. The study will also benefit them

by filling a gap in literature on the impact of strategic planning on organizational

performance and survival.

Scope and Limitations of the Study

It is the objective of this study to determine the effectiveness of strategic planning

on organizational performance and productivity of the employees in the human resource

department of the city government of Oroquieta City. The level of effectiveness of

strategic planning will be measured in terms of objectives, vision, mission, internal

analysis and external analysis. Some profile variables will also be considered in the

study which include the employees’ gender, years of service, and educational attainment.

The level of organizational performance of the employees include their efficiency of

internal process and goals realization. Significant relationship between the level of

importance of strategic planning and their organizational performance; between the level

of importance of strategic planning and their organizational productivity; and relationship

25
between the organizational performance and productivity will be looked into the present

undertaking.

The descriptive method of research will be used. The research will be conducted

in the Human Resource Department in the Local Government Unit of Oroquieta City

during the calendar year 2021. This study will involve employees in the HR

department.

The questionnaire will be the main data-gathering tool. The questionnaire items

will be subjected to a reliability test using the Cronbach alpha coefficient for internal

consistency of the items.

The data will be subjected to descriptive and inferential statistics. Descriptive

analysis of the data will use the frequency, percentage, weighted mean and standard

deviation. Tests of statistics will use the analysis of variance and t-test. Data analysis

will be done using the SPSS.

Definition of Terms

The following terms will be defined conceptually and operationally for better

understanding of the different concerns of the study:

Strategy. The term refers to the plan that is intended to achieve a particular

purpose. In this study, strategic planning effectiveness will be assessed by the employees

26
and will be evaluated in terms of objectives, vision, mission, internal analysis and

external analysis.

Planning. This is a detailed arrangement for something the organization wants to

do in the future.

Organization Performance. The terms refer to the set of management and analytic

processes which enable the management of organization to achieve one or more of its

goals. In this study, organizational performance will be considered in terms of efficiency

of internal process and goals realization.

Objectives: A statement of what is to be achieved.

Goal: This is synonymous with objectives, a statement of what is to be achieve.

Mission: This defines the basic purpose or purposes of the organization, usually

includes a description of the organizations basic produce and or services and a definition

of its market and or source of revenue.

Organizational Productivity: This is an overall indication of how well an

organization uses all of its resources to create all of its products and services.

Chapter 2

METHODOLOGY

27
 This chapter presents the research design, research environment, research

participants and sampling techniques, research instruments, data gathering procedures,

data analysis and ethical consideration in research.

Research Design

The descriptive method of research will be used in this study. The design will be

utilized to describe the effectiveness of strategic planning on organizational performance

and productivity among the Human Resource personnel. The same design shall be

employed to establish if significant difference exists in the perceptions of the personnel

on the effectiveness of strategic planning when they will be grouped according to their

gender, years of service and educational attainment; significant relationship between the

perceived effectiveness of strategic planning and their work performance; significant

relationship between the perceived effectiveness of strategic planning and their

productivity; and significant relationship between the work performance of the personnel

and their productivity. The same method shall also be used to employ the aspects of

strategic planning, namely: objectives, vision, mission, internal and external analysis; as

well as describing the work performance indicators like efficiency of internal processes

and goals realization.

Research Environment

The study will be conducted among the personnel or employees of the Human

Resource Department of the Local Government Unit of Oroquita City.

28
Research Respondents

The respondents of the study will include the personnel or employees of the

Human Resource Department of the Local Government Unit of Oroquita City.

The power analysis will be used to determine the sample size of the research.

The following table shows the distribution of the respondents:

Offices/Departments Number of Samples

Human Resource 23

Bids and Awards Committee 17

Department Heads 28

Total 68

Research Instrument

The questionnaire will be the data gathering tools to be used to gather the needed

information related to the effectiveness of strategic planning on organizational

performance and productivity among the Human Resource personnel. The questionnaire

is composed of four parts, namely: Personal data of the respondents which include their

gender, years of service in the government and their educational attainment; Perceived

effectiveness of strategic planning; Organizational performance; and Organizational

productivity.

The effectiveness of the strategic planning will be analyzed and interpreted using

the following:

Response Options Range Interpretation

29
Strongly Agree (SA) 4.50 – 5.00 Very Effective (VE)

Agee (A) 3.50 – 4.49 Effective (E)

Fairly Agree (FA) 2.50 – 3.49 Fairly Effective (FE)

Disagree (D) 1.50 – 2.49 Less Effective (LE)

Strongly Disagree. (SD) 1.00 – 1.49 Not At All Effective (NE)

The work performance and productivity will be analyzed and interpreted using the

following:

Response Options Range Interpretation

Strongly Agree (SA) 4.50 – 5.00 Very High (VH)

Agee (A) 3.50 – 4.49 High (H)

Fairly Agree (FA) 2.50 – 3.49 Fair (F)

Disagree (D) 1.50 – 2.49 Low (L)

Strongly Disagree (SD) 1.00 – 1.49 Very Low (VL)

Data Gathering Procedure

The researcher will seek permission from the Administrative Office of the Local

Government Unit of Oroquieta City as well as the department head of the Human

Resource Department to allow the research to conduct her study.

The purpose of the study will be explained to the personnel and hard copies of the

questionnaires will be distributed to them. The completed questionnaires will be

collected and they will be evaluated. Collected data will be analyzed and interpreted

using the SPSS.

30
Statistical Analysis

Descriptive statistics will be used to analyze the perceived effectiveness of

strategic planning, work performance and productivity of Human Resource personnel.

Descriptive statistics will be done using the frequency and percentage distribution,

weighted mean and standard deviation. The Cronbach alpha coefficient will also be

determined for the internal consistency of the items.

As regards tests of inference, the students’ t-test and analysis of variance will be

utilized to analyze the perceived effectiveness of strategic planning when they will be

grouped according to their gender, years of service and educational attainment. Pearson

product moment of correlation and multiple regression analysis will be used for the

significant relationship among the effectiveness of strategic planning, work performance

and productivity. The statistical data will be analyzed using the SPSS.

Ethical Consideration

The purpose of the research will be explained by the researcher to the student

participants in this study. The researcher will ensure that all information pertaining to the

effectiveness of strategic planning, work performance and productivity will be held with

the strictest level of confidentiality. The researcher will also ensure that safety protocols

will be strictly imposed during the data gathering processes.

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Armstrong, J.S., 1995. The value of formal planning for strategic decisions Review of
empirical research. Strategic Manage. J., 3: 197-211.
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Miller, C.C. and L.B. Cardinal, 1994. Strategic planning and firm performance a
synthesis of more than two decades or research. Acad. Manage. J., 37: 1649-1665.

Mintzberg, H., 2006. The design school reconsidering the basic premises of strategic
management. Strategic Manage. J., 11: 171-195.

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The Effect of Strategic Planning on Organizational Productivity (A Case Study of the

Rivers State Transport Company)

Research topics on human resources management

https://mypaperdone.com/blog/human-resources-topics/

Strategic planning in local government and the employees’ productivity

https://www.clearpointstrategy.com/government-strategic-plan-examples/

37
https://www.productiveflourishing.com/a-general-theory-of-productivity/

Productivity theory

https://www.linkedin.com/pulse/impact-strategic-planning-organizational-performance-

khaled/

https://www.resume.com/career-advice/career-development/goal-oriented/#:~:text=Here

%20are%20some%20examples%20of%20goal-oriented%20skills%3A%20The,manage

%20your%20workload%20to%20complete%20assignments%20on%20time.

(Asaari and Razak, 2009).

Arasa and Kobonyo (2012)

Richard et al., (2009), organizational performance

All organization operates in an external environment: Political, economic, social cultural,

environmental and technological (Snider and Rendon, 2011).

two types of measures of company performance can be distinguished: financial or

objective measurement and non-financial or subjective measurements (Taiwo and Idurno,

2009).

productivity is affected by relatively few influencers, and workers are generally aware of

what those influencers are (Armstrong, 2006; Clawson & Newburg, 2005; Hankin, 2004;

Newstrom and Bittel, 2002; Williams, 2003).

38
 APPENDIX A

Questionnaire

Name: __________________________________________

I. Personal Profile. Please provide the necessary data by putting a check mark

on the space provided.

Office/Designation:

____ Human Resource Office

____ Bids and Awards Office

____ Department Head

Gender: ____ Male ____ Female

Years of Experience in the Government:

____ 1 – 5 years

____ 6 – 10 years

____ 11 – 15 years

____ 16 – 25 years

____ more than 25 years

Educational Attainment:

39
 ____ College Graduate

____ with Masteral units

____ Completed Master’s degree

____ with units in doctoral degree

II. Strategic Planning

Please describe the effectiveness of the strategic planning undertaken in

your department. Place a check mark on the space or column which best

describes your perceptions using the following response options:

Strongly Agree - 5 (Very Effective)

Agree - 4 (Effective)

Fairly Agree - 3 (Fairly Effective)

Disagree - 2 (Less Effective)

Strongly Disagree - 1 (Not at all Effective)

Responses
Statements SA A FA D SD
Vision
1. There is a well-articulated vision
of the organization.

2. The vision has been revisited in

the last five years.

3. The vision is relevant to the

department’s mandate and
activities.

Mission

1. The organization has developed

a mission statement.

40
 2. The mission statement has been
updated or revisited in the last
five years.

3. The current mission is

compatible with the activities
carried on by the organization or
department.

4. I participated in the development

or revision of the mission
statement.
Objectives

1. There is a set of established

objectives.

2. I consider it important to
establish objectives.

3. The organization objectives

emphasize customer/client
service.

4. The objectives provide for client

satisfaction.

5. The objectives provides for

working relationship with
partners or suppliers.

6. The objectives manifest

improved management capacity
and organizational effectiveness.

Internal Analysis

1. Performance deficiencies are

identified in the organization.

2. The department compares the

current state to their desired
future state.

3. Identifies and understand gaps

that exist between the current

41
 and future states.

4. Series of actions are created that

will bridge gaps.

5. Identifies flaws in resource

allocation, and planning.

6. Evaluation of strategies are

implemented at regular intervals
during strategic implementation.

7. There is an evaluation of the

core competencies of the
department.

8. The organization creates

strategies which focus on what it
does well and that provides
unique value to its clients.

External Analysis

1. Examines regulatory
frameworks set out by
government.

2. Validates costing of the

materials for projects.

3. Considers changing legislation

and policies by the local
government and central
government

4. Takes into account demographic

changes of the constituents.

5. Gathers insight and concerns of

external stakeholders.

6. Analyzes the impacts of the

external factors.

42
Items of internal analysis from https://www.cascade.app/blog/internal-analysis.

III. Work Performance

Please describe the level of your work performance. Place a check mark

on the space or column which best describes your perceptions using the

following response options:

Strongly Agree - 5 (Very High)

Agree - 4 (High)

Fairly Agree - 3 (Fair)

Disagree - 2 (Low)

Strongly Disagree - 1 (Very Low)

Responses
Statements SA A FA D SD

Efficiency of Internal Processes

1. Ensures consistent quality

2. Eliminates bottleneck to enhance

efficiency

3. Being accountable

4. Follows directions and objective

measures of success set by the
department.

5. Focuses on the most important

activities

43
 6. Gives inputs to department
heads

7. Sets out and follows clear

guidelines in resolving problems
and handling emergency
situations.

Goals Orientation

1. Plans and organizes time and

space

2. Prioritizes work

3. Meets deadlines

4. Maintains an orderly space to

stay on top of projects and
assignments

5. Manages workload to complete

assignments on time.

http://www.thestaffingstream.com/2014/03/17/are-your-internal-processes-effective/

https://www.resume.com/career-advice/career-development/goal-oriented/#:~:text=Here

%20are%20some%20examples%20of%20goal-oriented%20skills%3A%20The,manage

%20your%20workload%20to%20complete%20assignments%20on%20time

IV. Work Productivity

Please describe the level of your work productivity. Place a check mark

on the space or column which best describes your perceptions using the

following response options:

44
 Strongly Agree - 5 (Very High)

Agree - 4 (High)

Fairly Agree - 3 (Fair)

Disagree - 2 (Low)

Strongly Disagree - 1 (Very Low)

Responses
Statements SA A FA D SD

1. I can make innovations.

2. I can create new solutions to

client’s problems.

3. I am satisfied with the quality of

my work.

4. Outputs of my work are utilized

in other projects or activities.

5. Outputs of my work are utilized

in all its potential.

6. I complete my assigned task at

allocated time.

7. Other stages of work are

completed at allocated time.

8. My clients are satisfied with

what they derived from my
work.

9. I can provide satisfactory

solutions to clients’ needs.
Literature –

https://www.cascade.app/blog/local-government-strategic-planning-process

efficiency of internal process and goals realization

45
.

Measuring performance in LGU

https://jaylovette.wordpress.com/2011/10/12/measuring-performance-in-the-philippine-

local-government-units-lgus/

46
 APPROVAL SHEET

This thesis entitled “EFFECTIVENESS OF STRATEGIC PLANNING AND

WORK PERFORMANCE AND PRODUCTIVITY OF EMPLOYEES IN THE
HUMAN RESOURCE DEPARTMENT OF THE LOCAL GOVERNMENT UNIT
IN OROQUIETA CITY” prepared and submitted by Honey Pearl B. Omay in partial
fulfillment of the requirements for the degree Master in Public Administration has been
examined and is recommended for acceptance and approval for Pre-Oral Examination.

BEVERLY B. SAMOSA, Ph.D.

Adviser
__________________________________________________________________

Panel of Examiners

Approved by the Committee on Oral Examination with a grade of_____________.

DANILO S. YOLIM, Ed.D.

Chairman

JANET D. BARRERA, Ed.D ALFREDO D. BISCOCHO, Ph.D

Member Member

MARTE M. EMPERIO, D.M.

Member

__________________________________________________________________

Accepted and approved in partial fulfillment of the requirements for the degree
Master in Public Administration

47
 DANILO S. YOLIM, Ed.D.
Dean – Graduate School

Comprehensive Examination:
Final Oral Defense:

https://onlinelibrary.wiley.com/doi/full/10.1111/puar.13104#:~:text=Meta-regression

%20analysis%20suggests%20that%20the%20positive%20impact%20of,and%20public

%29%20and%20countries%20%28U.S.%20and%20non-U.S.%20contexts%29.

- Strategic planning and organizational performance

48