CHAPTER IV

RESULT AND DISCUSSION

This chapter presents the interpretation of data gathered from the respondents.
The discussion of statistical presentation follows the order in the problem purposely in
the first chapter of the study.

Challenges of Banking Institution in San Jose, Occidental Mindoro

Based on weighted mean analysis in Table 1, the results show that the extent of
challenges of banking institutions in San Jose, Occidental Mindoro is “high” with the
grand mean of 3.92. Despite the changes with their working environment, working
schedule, and salary and benefits, organizations ensure that their employees were
following safety protocols and ensuring fairness across the whole workforce.
The findings of this study concur with the research study of Moorthi et al.(2020),
that the changes in the banking policy reflect not only on the economy of the nation,
but also to customers and employees. Banking industry is not an exception to
emotional distress due to Covid-19 pandemic. Amidst this stress, the banking
employees worked unhindered to ensure customer service without disruption. They
have been consistently working on the frontline to provide fund in the time of this
adversity. At times of pandemic, bank employees face challenges particularly when
associated with increased workload and stress with high risk of infection.
Moreover, the findings show that the extent of challenges of banking institutions
in San Jose, Occidental Mindoro in terms of working environment is interpreted as
“high” with the overall mean of 4.03. The study shows the cooperation and
compliance of clients on health protocols is interpreted as “high” (4.16). Adjustment
in the workplace for social distancing is interpreted as “high” (3.97). In terms of
limited face to face interaction, employees find it not difficult to concentrate in work
because of limited face to face interaction in work between colleagues and customers
is interpreted as “high” (3.77). While supporting different populations of workers and
ensuring fairness across the whole workforce is interpreted as “high” (4.13). Also,
opportunities for teamwork and collaboration among workers is interpreted as “high”
(4.10).
The result contradict with the statement of Mo et al. (2021),the uncertainty
caused by the Covid-19 pandemic may disrupt the flow of work, resulting in role
overload, role ambiguity, and role conflicts, which may lead to increased stress and
poor performance in organizations. The banking industry is widely regarded as a
stressful profession, characterized by strict regulatory policies, heavy workloads, and
ever-changing customer demand. Employees’ psychological and physical health may
suffer as a result of these challenges. Similarly, employees in the banking sector are
subjected to more stressful situations under the current Covid-19 situation.
Furthermore, the overall mean of 3.85 is interpreted as “high” in terms of
working schedule. The study shows that ensuring minimal contact between employees
and flexible work arrangements is interpreted as “high” (3.77). Besides, reducing
work week, reducing hours per day, or compressing work schedule is interpreted as
“high” (3.87). While changing the working schedule, with skeleton crews, remote
work, and social distancing is interpreted as “high” (3.61). As well as the work
backlogs brought by lockdowns and mandatory quarantine of employees is interpreted
as “high” (3.87). Also, compliance to deadlines and submission of reports is
interpreted as “high” (4.10).

Table 1. Weighted mean and interpretation of the extent of challenges of banking

institutions in San Jose, Occidental Mindoro.
Indicator Mean Interpretation
Working Environment
Cooperation and compliance of clients on health protocols. 4.16 High
Adjustment in the workplace for social distancing. 3.97 High
It is not difficult to concentrate in work because of limited 3.77 High
face to face interaction in work between colleagues and
customers.
Supporting different populations of workers and ensuring 4.13 High
fairness across the whole workforce.
Opportunities for teamwork and collaboration among 4.10 High
Workers.
Overall mean 4.03 High
Working Schedule
Ensuring minimal contact between employees and flexible 3.77 High
work arrangements.
Reducing work week, reducing hours per day, or compressing 3.87 High
work schedule.
Changing the working schedule, with skeleton crews, remote 3.61 High
work and social distancing.
Work backlogs brought by lockdowns and mandatory 3.87 High
quarantine of employees.
Compliance to deadlines and submission of reports. 4.10 High
Overall Mean 3.85 High
Salary and Benefits
Reduce pay brought by flexible work schedule. (R) 3.90 High
Delayed salary due to pandemic. (R) 3.84 High
Unfair amount of salary among workers due to work 3.77 High
adjustment. (R)
Reduced incentives due to Covid-19 pandemic. (R) 3.94 High
Change in employment status affecting salary and benefits. (R) 3.97 High
Overall Mean 3.88 High
Grand Mean - Challenges Encountered 3.92 High
Scale: 1.00-1.50 Very Low; 1.51-2.50 Low; 2.51-3.50 Moderate; 3.51-4.50 High;
4.51-5.00 Very High

The findings agree Bell (2020) that the effective employee scheduling provides
managers with immediate insight into how to handle and how many staff members to
schedule at any given time, as well as optimizes planning breaks setting vacations,
adding time for training, and unplanned absences. This effective employee scheduling
has an impact on an employee’s productivity and work quality, and organizations
should give employees time and support to adjust to these changes.
Additionally, the overall mean of 3.88 is interpreted as “high” in terms of salary
and benefits. The study shows that the reduce pay brought by flexible work schedule
is interpreted as high (3.90). While delayed salary due to pandemic is interpreted as
“high” (3.84). It also shown that the unfair amount of salary among workers due to
work adjustments is interpreted as “high” (3.77). Reduce incentives due to Covid-19
pandemic is interpreted as “high” (3.94). As well as the change in employment status
affecting salary and benefits is interpreted as “high” (3.97).
The result agree with the statement of Goodwin (2020), it was clear that it would
greatly affect the economy and banking industry as well as the wages, incentives and
salary of the employees. Aside from new revenue challenges and their impacts on
direct employee compensation, indirect forms of compensation also need immediate
strategy adjustments, it affects the rewards and recognition, benefits, and other
employee perks. In this time of financial distress, an employer may wish to conserve
cash for operations or to try to avoid layoffs by implementing a board-based salary
reduction program. Kopsch (2020) suggested that this work;related scheduling can
harm employees’ wages and may affect their eligibility for bonuses, overtime, or
benefits, and employers face additional pressure when employees fail to show up for
work and may adjust staffing models as a result of Covid-19.
 In the overall perspective the extent of challenges of banking institutions in San
Jose, Occidental Mindoro is “high” (3.92). It is highest in working environment (4.03)
and least in working schedule (3.85).

Table 2. Summary of weighted mean and interpretation of the extent of challenges of

banking institutions in San Jose, Occidental Mindoro.

Indicator Mean Interpretation

Working Environment 4.03 High
Working Schedule 3.85 High
Salary and Benefits 3.88 High
Challenges Encountered 3.92 High
Scale: 1.00-1.50 Very Low; 1.51-2.50 Low; 2.51-3.50 Moderate; 3.51-4.50 High;
4.51-5.00 Very High

Level of Employee Performance

Based on weighted mean analysis in Table 3, the results show that the level of
employee performance of banking institutions is “high” with the grand mean of 4.35
According to findings, despite the fact that their daily routine and employment
arrangements present problems and adjustments, the pandemic is not an excuse to
obstruct their work progress. The result agree with the statement of Srivasta and
Kanpur (2014) that high degree of QWL leads to job satisfaction which ultimately
results in effective and efficient performance. Effective quality of work life practices
in organization result great impact on employee performance which leads high human
resource productivity and employee retention. As well as the training and
development programs improve the quality of work-life by creating a supportive
workplace for employees in times of changes in the situation. Basquille (2013)
explained that the managers should be supported by the executive to provide growth
help, career support, and recognition. These elements have a significant impact on
employee engagement.
Furthermore, with the indicator of punctuality and work time is interpreted as
“high” with the overall mean of 4.23. The findings show that the employee reports to
work before time has become their habit is interpreted as “high” (4.39). Further tot
hat, employees’ punctuality has influenced co-workers is interpreted as “high” (4.23).
While reporting very early for work to meet deadline is interpreted as “high” (4.06).
Thus, employees’ work time is extended when necessary is interpreted as “high”
(4.29). Also, their working time is not wasted for personal matters is interpreted as
“high” (4.16).
The results agree with White (2012), punctuality aims at ensuring that employees
attend office daily and also complete working hours. Punctual employees are valuable
assets to any organization that wants to be performant. Employees who do not respect
punctuality constitute mere burdens on the system and do not contribute much to the
overall productivity of the organization. Managers need to ensure that organization’s
employees reach office on time and do not unnecessarily sit until late.

Table 3. Weighted mean and interpretation of level of employee performance of

banking institutions .
Indicator Mean Interpretation
Punctuality and Work Time
Reporting to work before time has become a habit 4.39 High
Punctuality has influenced co-workers. 4.23 High
Reporting very early for work to meet deadline. 4.06 High
Work Time is extended when necessary. 4.29 High
Working time is not wasted for personal matters. 4.16 High
Overall Mean 4.23 High
Employee Commitment
Not thinking of leaving this bank. 4.06 High
Helps co-workers when needed. 4.55 Very High
Provides suggestions to improve operation. 4.45 High
Gives priority for work than recreations. 4.32 High
Limited absences from work. 4.32 High
Overall mean 4.34 High
Customer Service
Assisted clients who are in need. 4.58 Very High
Addressed complaints of clients. 4.35 High
Prioritized clients than personal needs. 4.26 High
Considers clients as very valuable to organization. 4.55 Very High
Served clients honesty and politely. 4.68 High
Overall Mean 4.48 High
Grand Mean - Employee Performance 4.35 High
Scale: 1.00-1.50 Very Low; 1.51-2.50 Low; 2.51-3.50 Moderate; 3.51-4.50 High;
4.51-5.00 Very High
Moreover, the indicator of employee commitment is interpreted as “high” with
the overall mean of 4.34. The result show that the employees consider staying with
their bank is interpreted as “high (4.06).Also, employees help their co-workers when
needed is interpreted as “very high” (4.55), as well as they provide suggestions to
improve operation is interpreted as “high” (4.45). Additionally, they give priority for
work than recreations (4.32) and has limited absences from work (4.32) are both
interpreted as “high”.
The findings of the study agree with Bakhshayesh and Hojat (2015), that there is
a relationship between quality of work life and organizational commitment.
Shaemibarzoki and Sarand (2015) showed there is a significant and direct relationship
with a high correlation between organizational justice, organizational commitment
and quality work of life. Also, the study of Igella (2014), reveals that the
organizational factors like dependability, social processes and organizational climate
enhance individual factors to employee commitment. With the management support,
organizational awareness in Covid-19, and ensuring the workplace are safe fot the
employees, it increase the job satisfaction among employees as well as their job
performance and productivity. According to Georgellis (2015), unemployment is a
crucial antecedent of employee organizational commitment. Organizational
commitment is a subset of employee commitment, which includes work commitment,
career commitment, and organizational commitment.
In addition, the indicator of customer service is interpreted as “high” with the
overall mean of 4.48. The results show that the employees assisted clients who are in
need is interpreted as “very high” (4.58). Further to that, employees addressed
complaints of clients is interpreted as “high” (4.35). They prioritized their clients than
their personal needs are interpreted as “high” (4.26). As well as they consider client as
valuable to organizations (4.55) and they served clients honesty and politely (4.68) are
both interpreted as “very high”.

Underwood (2020) concluded that businesses must aim to please their clients
and provide emotional support. Before, during, and after a transaction, customer
service refers to the offering of services to consumers. This helps a company in
gaining its customers' loyalty, which means they can return if they need a similar
service or product. In this sense, a business that invests more in its customer support
department and trains its staff to have the best possible user experience can be able to
outperform the competition and produce more profits and revenue.

As stated by Elliot (2021), companies have taken small but important steps to
boost customer service, with remarkable results, they improved technology,
personalization, and communication options. All in the pursuit of improved customer
experience, they retrained and redeployed customer service teams and overcome new
obstacles.

In the overall perspective the level of employee performance of banking

institutions is "high" (4.35). It is highest in customer service (4.48) and least in
punctuality and work time (4.23).

Table 4. Summary of weighted mean and interpretation of the level of employee

performance of banking institutions.

Indicator Mean Interpretation

Punctuality and Work Time 4.23 High

Employee Commitment 4.34 High

Customer Service 4.48 High

Employee Performance 4.35 High

Scale: 1.00-1.50 Very Low; 1.51-2.50 Low; 2.51-3.50 Moderate; 3.51-4.50 High;
4.51-5.00 Very High

Relationship between Challenges and Employee Performance of Ranking

Institutions in San Jose, Occidental Mindoro

The correlation analysis in Table 5, shows that there is a significant

relationship between challenges and employee performance of banking institutions in
San Jose, Occidental Mindoro (.043).

Specifically, the findings show that the indicator of working environment

gained an overall p-value of 471 and has no significant influence on punctuality and
work time (.760), employee commitment (218), and customer service (768).
Furthermore, with the indicator of working schedule gained an overall p-value of 835
and has no significant influence on punctuality and work time (.815), employee
commitment (.582), and customer service (.766). Additionally, with the indicator of
salary and benefits gained an overall p-value of .002 and has significant influence on
customer service (.000), but not on punctuality and work time (.062) and employee
commitment (.118).
 Based on the results, it shows that the challenges faced by the employees of
banking sector has an impact to employee productivity. Thus, these factors affecting
their performance is very important to consider to maintain a good working
environment in an organization.

As stated by Chang et al. (2018), an increase in overall employee satisfaction

leads to an increase in retention. In this context, the work environment and working
conditions are critical. Employees who are satisfied with their working conditions and
environment are in the ideal situation. Employee productivity is related to the work
environment in terms of increasing employee satisfaction, motivation, and long-term
performance.

Table 5. Correlational analysis of relationship between challenges and employee

performance of banking institutions in San Jose, Occidental Mindoro.