Fundamentals of Research

1. Part-time versus full-time employment status differences: A replication and extension

Understanding the Links between Work Status, the Psychological Contract, and Attitudes

2. Employment Status

3. Employment Rate
4. EMPLOYEE RELATIONS AND IT EFFECTS ON EMPLOYEE
PRODUCTIVITY

Chenee Mae M. De Leon

Christian Rae R. Hisarza
Flonniel B. Hernandes
Antonio C. Camado
Jian C. Villanueva
Rensel Q. Ojerio
1. Part-time versus full-time employment status differences: A replication
and extension Understanding the Links between Work Status, the
Psychological Contract, and Attitudes
Abstract
Two groups of part-time employees were compared to full-time employees on several organizationally relevant reactions and
behaviors in order to replicate and extend research on potential employment status differences. After controlling for
demographics, it was found that there were mean differences between the groups; however, no evidence was found for
differences in how the various groups ‘process’ organizational experience. Based on the results, implications for managing part-
time versus full-time employees are discussed. Research findings comparing the work attitudes of full-time and part-time
employees have been inconsistent and inconclusive. Furthermore, empirical studies have tended to be a theoretical, and there are
few convincing psychological explanations to explain differences were found. This article tests the psychological contract as an
explanatory framework for attitudinal differences across work status, whether employed on a part-time or fulltime basis. The
model is tested across samples from two different organizations using structural equation modeling. The analysis reveals that
part-time and full-time employees differed on a number of attitudes and that psychological contract fulfillment could be used to
explain differences in certain attitudes (e.g., satisfaction) but not others (e.g., affective commitment). Analyses also show that the
relationships between psychological contract fulfillment and outcomes were rarely moderated by work status, suggesting that
part-time employees will respond in a similar way as full-time employees to adjustments in their psychological contract. While
the part-time workforce is clearly important in terms of its size and its utility, organizational
researchers have lagged behind in their understanding of part-time employment and our
understanding of the psychological experience of part-time work remains limited. In this article,
we propose the psychological contract as a framework that may be useful in explaining attitude
differences found across work status, and we empirically test this across samples drawn from
two different organizations. More specifically, this article identifies a number of reasons why
part-time employees may differ from full-time employees in terms of psychological contract
fulfillment and proposes that this, in turn, can be used to explain any differences in attitudes and
behaviors found across work status. In addition, through testing work status as a moderator of
relationships between psychological contract fulfillment and outcomes, this article examines
whether the psychological contract is of equal utility in explaining attitudes for part-time and
full-time employees. In so doing, the article addresses the major limitations of previous research
on this subject, which has had limited success in providing adequate theoretical explanations to
account for any differences found across work status..
2. Employment status

Abstract

In 2013, the annual employment rate was estimated at 92.7 percent and the annual unemployment rate, at 7.3
percent.  Meanwhile, the underemployment rate was 19.8 percent. These annualized rates are based on the
results of the quarterly Labor Force Survey (LFS) conducted in 2013, that is, in January, April and July of year
2013.

The total employed persons reached approximately 38.0 million in 2013 (Table 1).  Employed persons are
grouped into three major sectors, namely, agriculture, industry and services sector.  Workers in the services
sector comprised the largest proportion of the population who are employed, making up 53.4 percent of the
total employed.  Those engaged in the wholesale and retail trade or in the repair of motor vehicles and
motorcycles accounted for 34.8 percent of the total employed in this sector or 18.6 percent of the total
employed. Workers in the agriculture sector comprised the second largest group (30.9%), followed by workers
in the industry sector (15.7%).

Occupation-wise, the laborers remain the largest group making up 32.6 percent of the total employed. Officials
of the Government and special-interest organizations, corporate executives, managers, managing proprietors
and supervisors (16.2% of the total employed) comprised the second largest occupation group, followed by
farmers, forestry workers and fishermen (13.0%), and service workers and shop/market sales workers
(12.3%). 

Employed persons fall into any of these classes of workers: wage and salary workers, self-employed workers
without any paid employee, employers in own family-operated farm or business, and unpaid family workers. 
Wage and salary workers comprised 58.6 percent of the total employed persons, numbering approximately
22.3 million.  Among the wage and salary workers, the workers in private establishments accounted for the
largest percentage (45.0%), followed by workers in government and government-controlled corporations
(8.0%), workers in private households (5.2%) and workers with pay in own family-operated farms or
businesses (0.4%).  Self-employed workers without any paid employee accounted for 27.9 percent of the total
employed, whereas the unpaid family workers, 10.1 percent.

An individual’s status as an employee (or not) is something that affects issues beyond tax –

Employee rights, national minimum wage, benefits and credits, pensions auto-enrolment (a

Significant new factor in the minds of many businesses) and others. Our work and report focuses

On tax and we use the term ‘employment status’ in this context, but we have tried to have

Proper regard to other, related aspects. We are conscious that taking forward some of our ideas

Will require joint working with government departments beyond HMT and HMRC. Our conclusion is that there is
undoubtedly a problem, it is a growing one (though perhaps not

As fast as it has been) and that a key issue for those affected (businesses and individuals) is the

Lack of certainty. Chapter 1 of our report gives considerable analysis of the current situation. The

Evidence from other countries is that all have recognized the issue – but

Approaches to managing it differ.

3. Employment Rate
Abstract
The employment rate in January 2015 was estimated at 93.4 percent.  The employment rate for January 2014 was
estimated at 92.5 percent.

Four regions, namely, National Capital Region (NCR) (90.7%), CALABARZON (91.4%), Ilocos Region (91.5%),
and Central Luzon (91.5%) had employment rates lower than the national figure (Table 4).  The labor force
participation rate (LFPR) in January 2015 was estimated at 63.8 percent.  The same LFPR (63.8%) was estimated in
January 2014.  The labor force population consists of the employed and the unemployed 15 years old and over.

Workers were grouped into three broad sectors, namely, agriculture, industry and services sector.  Workers in the
services sector comprised the largest proportion of the population who are employed.  These workers made up 54.6
percent of the total employed in January 2015 (Table 1).   Among them, those engaged in wholesale and retail trade
or in the repair of motor vehicles and motorcycles accounted for the largest percentage (34.6%) of workers in
services sector (Table 2).  In January 2014, workers in the services sector accounted for 54.1 percent of the total
employed, with those engaged in wholesale and retail trade or in the repair of motor vehicles and motorcycles
making up the largest proportion (34.5%) of workers in services sector (Tables 1 and 2).

Workers in the agriculture sector comprised the second largest group making up 29.5 percent of the total employed
in January 2015, while workers in the industry sector made up the smallest group registering 15.9 percent of the total
employed.  Similar percentages were recorded for January 2014, with workers in agriculture making up at 30.1
percent of the total employed, and workers in industry sector, 15.9 percent.  The January 2015 LFS results also
showed that in the industry sector, workers in the manufacturing subsector made up the largest group, accounting for
52.8 percent of workers in this sector, and those in construction, the second largest group, making up 41.2 percent
(Tables 1 and 2).

Among the occupation groups, the laborers and unskilled workers remained the largest group making up 31.0
percent of the total employed in January 2015 (Table 1).  In January 2014, such workers made up 31.3 percent of the
total employed in that period.  Officials of the Government and special interest organizations, corporate executives,
managers, and managing proprietors (16.5% of the total employed) comprised the second largest occupation group,
followed by farmers, forestry workers and fishermen (13.1%), and service workers and shop/market sales workers
(12.9%).
4. EMPLOYEE RELATIONS AND IT EFFECTS ON EMPLOYEE
PRODUCTIVITY
Abstract

One of the most pressing issues facing most organizations today is the need to raise employee productivity. There is
a widespread belief that productivity improvements can only be achieved through a fundamental reform in the area
of employee relations. Changes are thought to be necessary both in the organization and structure of work and in the
way in which employees are trained, remunerated and motivated. Moreover, it is argued that these changes cannot
be separated from the need to overhaul our system of interest representation and dispute resolution. The activities of
trade unions and the operations of arbitration tribunals are often viewed as impediments to management efforts to
lift the competitive performance of their organizations. The purpose of this study is to evaluate these arguments,
identify ways employee relations affect productivity, and how to improve productivity in organizations. South Akim
Rural Bank was used as a case study for this research, as various employees and management of the bank were used
as respondents for the study. Responses gotten from the employees and employers were analyzed to bring out
findings as well as recommendations for this study. With regards to the research methodology of this study, the
casual research design was chosen as the most appropriate research design for the study. Data was gathered form
both primary and secondary sources of information. Responses from questionnaires and interviews with
management of the bank formed the basis for the primary data, while books, articles and journals on employee
relations acted as the secondary data. Findings from this study revealed that employee relations practices affect
productivity through employee morale, quality and quantity of output/product. Other findings include various
challenges that employees face at workplace and various ways to enhance healthy relationship between employees
and their employers in an organization. The most valuable recommendation given is to treat employees with great
care.