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Document Code: DCAVRKMI-F-URPF
MANUEL S. ENVERGA UNIVERSITY FOUNDATION

Lucena City Document Title: Undergraduate Research Proposal Form
An Autonomous University Page No.: Page 1 of 56
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DR. CESAR A. VILLARIBA RESEARCH AND Effectivity Date: August 2017
KNOWLEDGE MANAGEMENT INSTITUTE Prepared by: DCAVRKMI
Reviewed by: QMR
QUALITY FORM Approved by: President
UNDERGRADUATE RESEARCH PROPOSAL FORM
I. Research The Role of Government Personnel in Manpower Training in
Title: Barangay Ibabang Dupay University Site Lucena City
II. Name of Researcher : Marneill G. Vidal
Degree : Bachelor of Arts Major in Political Science
Specialization
Researcher’s Contact :
09065735068
Details
Name of Research :
Dr. Maria Azela Tamayo
Adviser
III. Research Proposal
1. Platform/s Thematic Areas (Based on MSEUF Research Agenda 2019 – 2030)
Check applicable boxes:

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☐ Technology, Engineering, and Industry 4.0 Research
☐ Environmental Protection, Development, and Conservation Research
☐ Business, Economics and Industry 4.0 Research
☒ Politics, Society, and Culture Research
☐ Legal, Law Enforcement, and Criminology Research
☐ Health Research, Development, Innovation, and Extension
☐ Education 4.0 and Workforce 4.0 Research
2. Sustainable Development Goals (SDGs)
(Depending on the platform, you may check more than one SDG)
☐ SDG 1. End poverty in all its forms everywhere.
☐ SDG 2. End hunger, achieve food security and improved nutrition and promote
sustainable agriculture.
☐ SDG 3. Ensure healthy lives and promote well-being for all at all ages.
☐ SDG 4. Ensure inclusive and equitable quality education and promote lifelong
learning opportunities for all.
☐ SDG 5. Achieve gender equality and empower all women and girls
☐ SDG 6. Ensure availability and sustainable management of water and
sanitation for all.
☐ SDG 7. Ensure access to affordable, reliable, sustainable & modern energy for
all
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☐ SDG 8. Promote sustained, inclusive and sustainable economic growth, full
and productive employment and decent work for all.
☐ SDG 9. Build resilient infrastructure, promote inclusive and sustainable
industrialization and foster innovation.
☐ SDG 10. Reduce inequality within and among countries.
☐ SDG 11. Make cities and human settlements inclusive, safe, resilient and
sustainable.
☐ SDG 12. Ensure sustainable consumption and production patterns.
☐ SDG 13. Take urgent action to combat climate change and its impacts.
☐ SDG 14. Conserve and sustainably use the oceans, seas and marine resources
for sustainable development.
☐ SDG 15. Protect restore and promote sustainable use of terrestrial ecosystems,
sustainably manage forests, combat desertification and reverse land
degradation and halt biodiversity loss.
☒ SDG 16. Promote peaceful and inclusive societies for sustainable development,
provide access to justice for all and build effective, accountable and
inclusive institutions at all levels.
1. Abstract of the proposal (maximum of 250 words)
Manpower training is an essential component of vocational or career
development and is quickly becoming a global and pervasive phenomenon in any

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establishment, the absence of which spells doom for such an institution or organization
and the presence of which determines the success of any enterprise. To comprehend
the concept of manpower training, it is necessary to first comprehend the term
"manpower" as it pertains to this research. The total supply of personnel available or
engaged for a specific job is referred to as manpower. It is also regarded as one of the
most important assets required for the production of goods and services, as well as the
primary instrument for promoting rapid national development and effective service
delivery. Manpower training promotes motivation for job performance This happens
because an institution's performance is determined by the collective performance of its
employees. There are many important considerations that organizations must recognize
as they face the future. This alone implies that an organization's success is dependent
on who works to achieve the organization's goal, which is the existence of trained
manpower. An evaluation of the factors, effects, and challenges that will be gathered
from the survey questionnaires will be done to determine the effectiveness of the study
on the improvements of manpower training at different barangays. Employers can
specify the information and skills they want their staff to possess by offering training and
development opportunities to workers. Employees can learn new skills or receive
updates on honed ones through training and development programs, which can
increase productivity. The respondents will be the ten major barangay officials of
Barangay Ibabang Dupay University Site at Lucena City. Barangay Ibabang officials is
known for its active participaions in every project that aids poverty in their barangay.
From its clean updrive activity to feeding program every week. Employees and tanods
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alike are expected to carry out their statutory tasks at the community level by, among
other things, preserving public order, upholding laws and regulations, putting applicable
programs into place, and advancing the common welfare. Their supporters view them
as the leaders in public service. They essentially represent the grassroots level given
this. Opinions of the participants will be gathered to gather real observations and
experiences of the participants to further relate the analyzed data and ensure its
relevance.
2. Background
2.1. Rationale of the Research
Keywords: Government Personnel, Role of Government Personnel in Manpower
Training, Manpower Training and Development, Organizational Effectiveness,
Factors Militating Against Manpower Training, Effect of Manpower Training to
Performance of Government Personnel, Challenges of Government Personnel in
Handling Manpower Training
Employees of the government are routinely trained in their duties and
responsibilities. While the approach may differ depending on the agency or government
level, general requirements tend to be shared by all departments regardless of the
program's mission. These duties and responsibilities are critical components of
organizational consistency that are expected of all employees. The need for manpower
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in any organization, whether governmental, private, commercial, or non-profit, for long-
term productivity is constant (Lutzenberger, T., 2019).
However, the impact of training and manpower development on employee
productivity and organizational performance has piqued the analytical and empirical
literature's interest. Government employees are held to specific standards that apply to
all government agencies, regardless of the level of government. Every government
employee is expected to uphold the programs' honesty, integrity, and impartiality. This
expectation of good behavior and cooperation is critical in order to safeguard the
agency and the taxpayer funds used for operations. The requirement for effective and
efficient manpower training and development in the face of global challenges caused by
technological advancement cannot be met without the involvement of organizational
professionals. The implementation of modern technical staff training programs and
strategies has become appropriate to employee culture and organizational climate
(ResearchClue., 2022). They are the least well-appreciated among government
employees in terms of pay, benefits, and other employment privileges, despite being the
representatives of the government who are closest to the general public. Although they
only have a limited amount of resources, they try their best to provide local services.
Therefore, it is only fitting that the State properly acknowledges these workers by
providing them with rewards and incentives that they merit. Barangay officials are
regarded as normal government workers who are entitled to set salary, allowances,
insurance, medical and dental coverage, retirement benefits, and other ancillary
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benefits. The barangay officials have been ordered by the Department of the Interior
and Local Government to take part in the training for the GRAT (Grassroots Renewal
and Empowerment for Accountable and Transparent) barangay program. The Local
Government Academy was used to create and carry out the Newly Elected Officials
(NEO) Program, a DILG ongoing program for building capacity. It seeks to equip newly
elected local government officials for their roles as political leaders and area
development managers. This will enable them to transform their vision and agenda for
their LGUs into a workable plan, making their LGUs competitive on a national and
regional level. The NEO is a learning method based on terms. LGA also created an
online platform through a Webinar series. The NEO Webinar addresses the access gap
to capacity development through a time- and money-efficient training modality. It
expands the coverage and reach to as many local governments as feasible across the
country.
Organizations today face numerous challenges in managing their manpower
training, ranging from constant changes in the organizational environment to an
unmotivated workforce to skill shortages even in the face of heavy unemployment
syndromes. Thereby, manpower training and development play a monumental role that
outweighs most other organizational functions. Manpower is one of the most important
ingredients and unavoidable resources available to an organization. Their level of
competence in terms of skills, attitude and knowledge, experience, and loyalty heavily
influence and determine the extent to which the organization's goals and objectives are
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met. Employee training and development are critical to job productivity as well as
organizational performance because the formal educational system does not adequate
provision specific job skills for a position in a specific organization While few people
have the necessary skills, knowledge, abilities, and competencies to fit into a specific
job function, others may require extensive training to acquire the necessary skills to fit
into a specific job function while also contributing significantly to the organization's
performance. (Maryville University, 2022).
An employee may have the ability and determination, as well as the necessary
equipment and managerial support, but he or she may be underproductive. In most
cases, the missing factor is a lack of adequate skills and knowledge, which can be
acquired through training and manpower development. This means that for any
organization to achieve the goals of its training program, the design and implementation
must be planned and systematic, with a focus on improving performance and
productivity. Global organizations must plan effectively in order to efficiently recruit and
hire the best manpower, both permanent and temporary. Managing a diverse employee
population's development needs typically entails assessing performance issues and
designing, developing, and deploying training solutions. Because technology is
constantly changing, business professionals must keep up by taking courses designed
to improve their technical skills and knowledge. Programs like the Microsoft Certified
Professional certification offer comprehensive training, practice, and testing to business
professionals looking to advance their careers. Flexible options such as web-based

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training, coaching and mentoring, or recorded multimedia sessions allow busy
professionals to train for a higher-level position or even a career change (Duggan, T.,
2019).
The productivity of every organization depends on its efficient employees and all
human resources to guide its workforce which is what helps determine the
organizational success. Even so, it has been shown in previous and current research
that it has been demonstrated that most managers or superiors do not pay attention to
their employees, resulting in a vacancy in their organization and a drop in productivity.
Because the available employees are insufficient to complete the task, training is a
critical component for improved organizational effectiveness; it raises the level of
individual and organizational competence. It contributes to closing the gap between
what should and should not happen between desired targets or standards and actual
levels of work performance. As a result, the research focuses on the role of government
personnel in manpower training and development in order to improve organizational
effectiveness and efficiency in Brgy. Ibabang Dupay University Site, Lucena City.
2.2. Purpose of the Research (includes research questions)
The general objective is this study is to examine the role of government
personnel in manpower training and development to enhance organizational
effectiveness and efficiency in Brgy.Ibabang Dupay University Site in Lucena City;

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This study will specifically attempt to provide answers to the following important
questions:
1.What are the factors militating against manpower training in Brgy. Ibabang
Dupay University Site in Lucena City?
To determine the roles of government officials in manpower training in terms
of :of:
1.1 Professional growth
1.2 DisicplineDiscipline
1.3 Responsibilities
2. To identify the What are the effect of manpower training to the performance of
government personneofficials l in Brgy. Ibabang Dupay University Site in Lucena City?
3. To identify the What are the challenges of government personnel in handling
manpower training in Brgy. Ibabang Dupay University Site in Lucena City?
2.3. Theoretical Framework
The theoretical framework presents and analyzes the theory underlying the
research topic. Our study seeks to investigate the role of government personnel in
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manpower training and development in order to improve organizational effectiveness
and efficiency in Lucena City is the home of Brgy. Ibabang Dupay. The primary
objective of theoretical research is to provide foundational information for empirical
research. Its purpose is to concentrate on explicit variables and to describe the specific
viewpoint framework that the researcher will employ in breaking down and decoding the
material to be gathered. It would also aid the researcher in facilitating the
comprehension of ideas and variables gathered by the researcher. It assists
researchers in focusing their study's goals and objectives, as well as charting a course
for what they want their research to be.
This study was based on Human Capital Theory by Becker (1962) and Rosen
(1976), that revolves on the theory’s concepts and practices. It seeks to look into the
role of government personnel in manpower training and development in order to
improve organizational effectiveness and efficiency in Brgy. Ibabang Dupay, located in
Lucena City. A phenomenological study was used in this study, which included normal
daily life experiences such as interactions, beliefs, and decisions. It also employs a
qualitative approach, as all data collected will be analyzed using thematic analysis.
According to the Health Assured team. (2021) that previous research has
suggested that human capital theory is concerned with the idea of humans increasing
their productivity and efficiency through a greater emphasis on education and training.
However, significant investment is required in functional education for human training
and development. In practice, an organization's performance is determined by its

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trained government employees. Knowledge and skills gained through education and
training increase government personnel productivity in the workplace. According to this
quotation, wage disparities should not be considered solely on the basis of qualification
and training, but a suitable policy measure to cater to the needs of employees should be
structured and implemented. The significance of informal learning and training on
employee productivity should not be overlooked. Over the years, the theory has steadily
improved. During this period of development, more emphasis has been placed on
employee training, which is the theory's focal point. Human capital investment can be
defined as any action aimed at improving an employee's performance or efficiency. The
human capital theory is appropriate for explaining the impact of workforce training on
government employee productivity in Brgy. Ibabang Dupay located in Lucena City.
Investing in government personnel manpower training will yield numerous benefits,
including (i) increased productivity, (ii) improved workers' ability to adapt to
technological changes, and (iii) improved employees' ability to obtain and decipher
information about expenditures and production features of others.
According to Ambrositti, 2015 There are several random components in current
driver-learning strategies that make for a bad learning environment. Despite train drivers
requesting mentorship opportunities, mentoring seems to be occurring incidentally. It is
crucial to consider the unexpected consequences of using a compressed "classroom"
curriculum while building and planning new driver-learning frameworks. By adding a
mentorship mechanism, the current condensed and accelerated driver-learning

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paradigm could be improved. The article closes a significant research gap in the area of
mentorship and workplace learning in the rail industry. The topics and results offer a
foundation for why mentoring has to be included in the training procedure. It
emphasizes the significance of the situational environment and supports communities of
practice by describing key factors for a comprehensive mentoring model in the rail
sector.
Despite the systematic approach to training and development, the results
showed inadequacy caused by a strong emphasis on conventional methods throughout
the three stages, especially the formal in-house training; the current system does not
offer a holistic approach to meet the challenging needs for management development.
In order to shed light on management development and training in Palestine's private
sector, the study utilizes an exploratory in-depth empirical examination in Palestinian
telecommunication organizations. It has significant theoretical and practical
ramifications for the improvement of managerial effectiveness in the area and
elsewhere. The findings will have practical relevance for the researcher and
practitioners to design, implement, and systematically assess the effectiveness of
training development projects because the dichotomous method analyzes the full
process rather than just implementation. The importance of training and development in
Palestinian telecommunication organizations is emphasized in this paper, along with the
necessity of creating programs that can effectively take both individual and
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organizational development needs into account. This paper provides both professionals
and academics with a new perspective on the topic.
2.4. Literature Survey
This chapter investigates the various studies and other literature relevant to the
project that have been researched by both foreign and domestic researchers. Using the
conceptual framework, this research chapter provides an overview of key literature and
theories that contribute significantly to the research. The purpose of this research is to
look into the role of government personnel in human resource training and development
in order to improve organizational effectiveness and efficiency in Brgy. Ibabang Dupay
located in Lucena City.
Government Personnel
According to Labor law. PH. (2022) that all officers, officials, and employees of
the government are considered government personnel. Any person or entity and all
employees of such entity retained by the government as a consultant under a
government contract is considered government personnel. A civil servant, also known
as a public servant, is a person who works in the public sector for a government
department or agency. Civil servants collaborate with the federal and state governments
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and are not affiliated with any political party. Indeed, some public relations people at
least those specializing in publicity are driven by a need to get their employer or clients'
names and stories reported by the news media. In order to achieve the goal of
development and productivity in the public sector, the federal government decided to
provide civil servants with the necessary management and administration training.
Thus, if the federal government is to improve performance and productivity in the public
sector, it must prioritize strategies for manpower training and retraining of government
employees.
Role of Government Personnel in Manpower Training
Meanwhile, as stated by Project PNG. (2016) that Local government is a system
of Local Communities and towns that are organized to maintain law and order, provide a
limited range of social services, and advise people to collaborate in order to enhance
their living conditions. This implied that local government provides the community with a
formal organizational framework that allows them to conduct their affairs effectively and
regulates their members' actions. Today, it is recognized that the reason why most local
governments are unable to fully utilize both human and material nonhuman resources
available to them. Therefore, Manpower training is an important factor in the economic
development of the local government system.
The government plays an important role in the country's development. It performs
the functions of a planner, regulator, catalyst, controller, and investor. Its policies and
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practices directly influence the scope and direction of HRD activities in institutions and
organizations directly controlled by the government, such as administrative machinery
and public sector organizations. Indirectly, the government's policies and procedures
create an atmosphere and foster an environment that may dissuade or inspire HRD
activities in non-governmental organizations. Thereby, HRD plays a strategic role in
government. That is, its own policies and procedures have a domino effect with wide
reaching effect on other areas of society. This is especially true in a partly managed
economy like India's, in which the government governs even private sector
organizations' activities. In general, there are two conceptions of HRD in government.
The first is that it refers to human resource development initiatives in numerous
ministries, departments, and government organizations. The second view is that it
relates to the proper influence of government at the macroenvironmental level; policies
and circumstances that impact HRD in different other organizations. For example,
government policies and directives regarding employment and employment
circumstances of certain parts of society, including the weaker sections of society, have
a substantial impact on HRD policies and practices at the micro-organizational level
(Egyankosh, n.d.).
Government institutions are massive, complex systems. To deal with the various
administrative chores, government organizations and institutions tend to be quite
diversified in nature and spread across the country. Because of the sheer size,
dispersion, diversity, and complexity of the administrative machinery, the HRD role in
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government is extremely complicated. The historical background of governmental
bodies is a second aspect. Although the legislative branches of government may shift
frequently in a democratic system. The executive branches, which include
administrative departments and affiliated organizations, are very stable. As a result, the
structure, culture, procedures, and behavior of these departments or organizations tend
to be historically consistent. The goal of HRD must be to prepare administrators not only
for today's needs, but also for tomorrows. By training development administrators, HRD
programs can bridge the knowledge gap between society's leaders and the general
public. The effectiveness of any development program is dependent on a variety of
aspects, one of which is training. Administration training, education, and development,
or HRD, are believed to offer the necessary impetus to launch surges of transition in the
administrative machinery, leading to enhanced accuracy, productivity, and
administrative effectiveness. Indeed, there has recently been a major expansion and
even propagation of the training structure, as well as a rise in cash outlays and a
corresponding rise in the number of training options for administrators (Caravatti, n.d.).
Manpower Training and Development
Furthermore, several studies tackled by Baba, A. (2012) that as shown by
organizational experts, in any organization, planned human resource development
through training is critical for increased productivity, higher morale, lower costs, and
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greater organizational stability and flexibility to adapt to changing external requirements.
Training and development should begin with induction and continue systematically and
progressively throughout the subsequent services for a plan to be effective. Manpower
training is an essential component of vocational or career development and is quickly
becoming a global and pervasive phenomenon in any establishment, the absence of
which spells doom for such an institution or organization and the presence of which
determines the success of any enterprise. To comprehend the concept of manpower
training, it is necessary to first comprehend the term "manpower" as it pertains to this
research. The total supply of personnel available or engaged for a specific job is
referred to as manpower. It is also regarded as one of the most important assets
required for the production of goods and services, as well as the primary instrument for
promoting rapid national development and effective service delivery. Manpower refers
to men and women who make up a country's total labor force and are the ultimate
source of a country's wealth. As a result, manpower is an important component for
coordinating other resources for national development. Organizations cannot achieve
their goals without the assistance of a labor force. As a result, manpower has become
an indispensable tool for increasing organizational productivity. This implies that these
characteristics highlight manpower training as a critical component of training, providing
the employee with the necessary skills for the effective performance of duties and
routine assignments. This has an effect on productivity and the realization of
organizational goals
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Training and development of employees is critical to the success of any firm.
Despite the internet and technology have allowed global cooperation and
competitiveness, the organization's competitive advantage remains its personnel.
Human resource training and development enables individuals to gain the skills and
competencies required to improve bottom-line performance for their organizations.
Every organization exists to serve a certain function. The objective of any organization
is accomplished by man, who is the organization's source of existence. As a result,
personnel training and development are essential. Manpower development and training
aims to improve the performance of work units, departments, and the entire
organization. It examines where an organization is now in relation to the position it
wants to be in the future, and it produces the talents and resources necessary to get
there. The main objective of employee training and development is to help the
organization become more effective in fulfilling its purpose and mission (Chinelo, 2011).
Training is a procedure that builds and enhances performance-related skills.
According to Blum and Naylor (n.d.), effective training programs can lead to enhanced
production, lower employee turnover, and higher employer satisfaction. Training is the
deliberate improvement of employees' knowledge, abilities, and attitudes needed to
perform properly on a given activity or employment. Employees who haven't received
enough training prior to being allocated tasks lack the required confidence to carry out
their responsibilities. Comprehensive training and development should assist an
employee in assuming greater responsibility. Training is referred to as the formal

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methods that an organization uses to support employees' understanding so that their
subsequent conduct leads to the achievement of both the organization's and the
individual's targets and objectives.
Furthermore, Nwachukwu (n.d.) defines training as an organizational effort
targeted at assisting a person in acquiring basic skills essential for the successful
performance of the responsibilities for which he was engaged or employed. In contrast,
he defines development as the efforts conducted to expose an employee to greater
responsibilities and places of significance in the organizational hierarchy. Training, as it
is commonly understood, lays bare employees to skills necessary for efficient job
performance, whereas development goes further to enable employees with the
knowledge needed to take on additional responsibility to a specific task more efficiently
and effectively than before. Development may also include exposing an employee to
more difficult tasks. Training is described as any learning exercise aimed at developing
specific information and skills for the objectives of a job or task. He claims that the job or
task is the emphasis of training. Yet, he defines development as any learning activity
that is oriented toward future demands rather than present needs and is focused with
career advancement instead of instant performance. He continues by stating that the
focus of development is mainly on an organization's future personnel requirements, and
secondly, on the requirements of people at work for progress.

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Organizational Effectiveness
Organizational effectiveness is a term that assesses how accurately and
thoroughly a firm fulfills its objectives. An effective organization functions like a well-
oiled machine. Its moving elements work together seamlessly to provide the results that
the company set out to attain with minimal loss of resources or time. The more
productive an organization is, the more certain it is to survive and thrive in the long run.
It is important to note that organizational effectiveness cannot be attained through a
cycle of repeating activities to improve your company's efficiency. The conduct must be
acquired and integrated into the business's day-to-day operations and continuing review
(Maloney, 2019).
According to Bhasin (2020), Organizational effectiveness is described as a term
that measures an organization's efficiency in reaching its objectives with the help of
available resources while putting unnecessary burden on its people. It pertains to how
the company can meet its product limit, how productive its processes is, and the amount
of waste generated. Whenever the leadership system is functioning at its best,
performance naturally advances. Leadership functions include establishing the future,
providing leadership, getting organized, generating strategies, successfully implement
them, transparency in directions, good communication, commitment and motivation,
developing talent, fostering accountability, assigning funds, and delivering outcomes. To
fulfill its objectives, a business must have a defined mission and vision that can cope
with a constantly shifting industry. Understand that people resources are beneficial, and
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it should be a company entity's priority to maintain, motivate, and develop in order to
attain organizational effectiveness.
Organizational effectiveness refers to the method by which an organization
achieves its objectives in an efficient manner. It refers to how effective an organization's
system is at creating the desired number of products and services. Organizational
effectiveness is a management approach that aims to increase a company's productivity
while maintaining the value of its products and services. An effective organization
comprises one that is prosperous and likely to survive. Attaining effectiveness, like
continuous development, is a continual process. It is constantly learned and practiced.
Continuous evaluation and review are carried out in order to learn what succeeds and
what doesn't and to continue to improve. The secret to organizational success is using
the correct methods and tools to accomplish the organizational objectives.
Organizational effectiveness guarantees that the company is managed effectively.
Management can only improve with revised policies and more interaction among
managers and employees. Other aspects become apparent when an organization is
effective. There is minimal space for error because they are constantly looking for ways
to develop and be better. Organizational effectiveness allows them to have a stronger
grip over the organization's issues. Whenever an organization is effective, its expenses
will automatically fall as the organization becomes more efficient. Waste will be
reduced, and wasteful operations will be eliminated. By striving for productivity and
effectiveness, companies search for methods for achieving company goals without
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consuming more than necessary, which automatically reduces expenses. They
understand what their clients want because of customer feedback. Thus, wasting time
and resources is no longer acceptable (Sweet Process, 2020).
Factors Militating Against Manpower Training
Hence, there are issues affecting training and development programs in Enugu
North that discourage employees from contributing their full human potential, which is
required for higher productivity, profitability, and growth. Personnel management has
been defined in a variety of ways. It is the field of study that encompasses all activities
performed from the identification of human resources for employment to the full
utilization of people and planning for their retirement. The personnel management
function entails recruiting, hiring, developing participation, communication, motivation,
and remunerating employees. Many problems exist in the field of management, and
these problems have an impact on human resource development. This issue is more
complicated than simple neglect or financial scarcity. Manpower training efforts were
viewed as problematic at times because they entailed the expenditure of public funds to
develop human resources over which the organization had no real control and benefits.
Organizations such as the military, on the other hand, have linked many of their training
programs to contractual agreements in which individuals promise to stay with the

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organization for a set period of time or even provide reimbursement for the training
received (UniProjects., 2022)
Training is a systematic method of improving employee performance by bridging
the gap between job requirements and current job specifications. Furthermore, training
takes time, effort, and money. At this point, organizations must identify the requirements
for evaluating training programs and assessing their influence on trainee performance
and behavior. Employee training is an important aspect in achieving any organization's
goals and objectives. Training is a necessary component for increasing staff
competence and productivity in order to keep the organization running. The major
reason is to enhance employees' knowledge and abilities in accordance with job
requirements and to avoid performance issues. As a result, trainees will be able to
comprehend the full job needs of the firm where they are hired after completing the
training (Schaefar, 2015).
Companies typically run training programs to improve employee productivity, and
new hires will be included in these initiatives after their recruitment to become
acquainted with the company's regulations, policies, and processes. These training
programs are designed to improve employees' behavior towards their superiors,
subordinates, and colleagues, as well as to prepare them for future careers. In other
words, skilled people may assist the firm in achieving the top position in the industry.
Members may be able to learn the proper processes to keep up with the requirements
of the job by participating in training. Training demonstrates the company's commitment

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to its personnel, making them feel appreciated, challenged, and more content with their
jobs. Organizations should increase their production and profitability by requiring
required training to maximize employee potential. Employees will gain a competitive
advantage as a result of these training sessions. When creating training programs, it is
also vital to consider whether the activities will meet the demands of teams and
individual employees. Furthermore, tangible benefits may be recognized in the
workplace following training, for example, trainees may be able to convey their new
knowledge and abilities to other employees (Surbhi, 2015).
Training content is a critical component of training effectiveness. According to
McNamara (2016), it is critical to choose training activities that will undoubtedly improve
the teaching and learning experience, such as instructor-led seminars, computer-based
education, web-based coaching, and self-directed, participatory, or multimedia-inspired
classes. New recruits could be able to enhance their abilities, understanding, and
mindset toward the training course by picking the most appropriate media and tools.
Training design should be tested during the development process to ensure that the
content is intelligible and relevant to the trainees. Several critical areas must be
examined, including the authenticity of the contents, the sense of direction of things to
be provided, and the planned course, learning objectives, and goals that are appropriate
for people who will attend the course.
The training environment has a significant impact on training effectiveness. A
variety of things can either help or hinder from a training opportunity when receiving
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training. These elements could include the building's space and colors, seating
arrangements, environmental aspects, trainee attitudes, and other aspects that may
influence a favorable learning atmosphere. The trainer is crucial in creating the ideal
training atmosphere. Trainers must establish a positive impression as role models via
their demeanor, the clothes they are wearing, and their enthusiasm and involvement in
the participants. Trainers establish the conditions for training during training sessions in
order to attain training goals and objectives (Orey, 2014).
An excellent training facility should provide a versatile and technically
sophisticated environment for learning. This means that the surroundings must be
secure, pleasant, and accessible in order to adjust to new situations. Training materials
provided by trainers are another aspect that may influence training efficacy. The primary
goal of using training materials is to engage trainees in the activity, increase active
engagement among them, facilitate faster learning, and aid in improving
comprehension. These training resources are typically composed of video clips, audio,
and hands-on tools designed to enhance trainees' learning experiences. Indoor
surroundings in training facilities must be of excellent quality in order to influence and
motivate trainee job performance and mental concentration (wbdg.org, 2016)
The training plan schedule is another component that may influence training
efficacy. The major purpose is to encourage individuals to actively participate in the
training program. This training regimen is intended to handle any pertinent issues that
may arise throughout training. Similarly, training schedules aid in the development of
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appropriate answers to any associated eventualities that may occur during the training
procedure (Silverman, 2015).
The presentation style of trainers is another aspect that may influence training
efficacy. The trainer's primary purpose is to motivate trainees and boost their willingness
to learn new concepts and abilities. At this point, the PS utilized assists trainees in
learning and remembering. This could be accomplished if trainers produce vivid and
fascinating presentation methods (Silverman, 2015).
Effect of Manpower Training to Performance of Government Personnel
On the contrary, the Effect of Manpower Training on Employee Motivation
According to the study, training improves employee motivation because it allows for
employee recognition within the organization. Similarly, at the National Intelligence
Agency, training helps employees align with organizational goals. Training, on the other
hand, strengthens positive leadership traits in the organization's leaders. Finally, training
promotes motivation for job performance This happens because an institution's
performance is determined by the collective performance of its employees. There are
many important considerations that organizations must recognize as they face the
future. This alone implies that an organization's success is dependent on who works to
achieve the organization's goal which is the existence of trained manpower (Sakpere,
R., 2013)
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Enhanced work efficiency, productivity, and performance are critical
organizational goals that each organization must pursue in order to thrive in today's
increasingly competitive business climate. This, however, is mostly determined by the
quality of personnel who must convert available inputs into required outputs in order to
accomplish the organization's intended goals. Organizational employees must have the
skills needed, understanding, strengths, and proficiencies to do so. The need for well-
qualified, adaptable, and assertive employees to assist organizations in meeting the
ever-increasing challenges of competitiveness, technical progress, global sourcing, and
increased productivity has made personnel related training and development a critical
human resources practice that no manager can ignore in today's business world.
Manpower training and development are now at the heart of staff engagement,
dedication, increased productivity, enthusiasm, and development, and are critical for
increased organizational productivity. The quality of the individuals who work in an
organization to attain such organizational goals strongly influences its performance. The
quality of training and development acquired by the personnel determines the level of
their skills, knowledge, abilities, capabilities, and expertise. Organizations today place a
strong focus on employee training and development, which has an inherent importance
on productivity because any organization that neglects to place a great focus on training
and development is getting ready for employee obsolescence and inflexibility in
adapting to our fast-paced changing environment. Thus, companies' survival, growth,
and efficiency would be difficult to achieve in the lack of prompt and efficient personnel
training and development (Nwaeke, 2017).

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Due to the necessity of successful employee training and development,
companies spend a significant amount of cash and effort on training in order to assist
workers learn job-related skills, and employee competencies typically contribute to
organizational productivity. Employee training and development is a job activity that may
have a substantial impact on an organization's overall performance and profitability.
Thus, training is a must for every firm that wishes to maximize production through the
effective and efficient performance of its staff. The present emphasis on manpower
training stems from the knowledge that personnel are the foundation of every firm. It is
emphasized that the necessity for staff training and development is recognized that
human resources are the most precious assets of any business and that without man
power, nothing gets done with machinery, materials, or even money. The importance of
human resource training and development in the life of any business cannot be
overstated. Every day, technological advances occur, rendering today's skills and
procedures obsolete for tomorrow's operations. Thus, one of the most essential duties
of the executive and personnel administrator is to guarantee that workers are assisted
in acquiring necessary skills, and that those who already have them are assisted in
updating them. It has been demonstrated and strongly preserved that training and
development are the primary reasons for workers, organizations, and nations
performing well. Employees who have been taught become more active and rapid in
responding to and accepting essential adjustments, as well as developing inner
confidence and awareness of the acceptance of their peers (Singh and Mohanty, 2012).
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The desire to reach organizational productivity goals, as well as the necessity to
actively do one's work and know how to lead others, are adequate grounds for training
and development. Any business that places little or no focus on training and
development encourages staff obsolescence, inflexibility, and seems to be unaware of
the environmental changes in which it works. The growth of an organization
corresponds to the development of the individuals who comprise it. They believed that
training may solve a range of man-power issues that impede an organization's ideal
productivity by increasing an individual's capability to contribute effectively to the
organization’s success. Training is particularly worried with initiatives performed to
disclose an employee to perform extra responsibilities and conscious act of importance
in the organizational hierarchy, whereas development is concerned with initiatives
performed to expose an employee to carry out extra duties and assume positions of
importance in the organizational hierarchy. Training frequently enhances workers'
abilities and motivates them. Training must include application in order to be effective.
As a result, successful training needs theory, demonstration, and application.
Furthermore, training and development attempt to enhance technical, human,
conceptual, and managerial capabilities for the advancement of an organization's
growth and better productivity (Ameeq and Hanif, 2013).
Challenges of Government Personnel in Handling Manpower Training

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For instance, as discussed by Oino, P. (2021), regardless of the fact that formal
training on work performance remains subjective and sometimes doubtful due to a lack
of sufficient direct transfer to the workplace, formal training remains an important
strategy through which organizations ensure their employees' competencies in their
respective roles. The ever-changing work environment necessitates a continuous
training plan that most organizations may be unable to budget for. As a result of a lack
of qualified personnel, local governments are unable to carry out their responsibilities
effectively and efficiently. Furthermore, it was discovered that various local governments
around the world lack proper training policies and programs, and as a result, are
ineffective in employee training. There is a constant conflict between an employee's
assumed training needs and his or her actual training needs. The management's
responsibility is to ensure equity for both parties. Despite these issues, public sector
organizations have begun to place a greater emphasis on human resource training;
indeed, a growing number of both private and public sector organizations are becoming
involved in training programs. These training providers directly market their programs to
employees at all levels in order to amuse their interest and stimulate demand for
manpower training. Furthermore, employers have begun to support training programs
because they anticipate receiving a fair share of training program opportunities to
develop and reward their employees
Human capital managers in government organizations confront several hurdles
as a result of stringent budgets, established compliance procedures, and an

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organizational aversion to change. These obstacles typically hinder companies from
offering creative initiatives to younger staff, using remuneration as a performance
motivator, or touting growth chances, which are typically determined by longevity
instead of performance. As a result, 71% of local and state government employees are
dissatisfied with their jobs. Succession planning is critical to developing a well-trained
manpower; 36% of leaders say working to improve succession planning is their most
pressing staff development requirement, and 70% assume they are investing heavily in
leadership development. However, in order to develop a pipeline of future leaders,
organizations must prioritize succession planning. It is critical to foster a culture that
incorporates training, learning, and career advancement for all employees. Furthermore,
change management is the most often stated obstacle stopping agencies from meeting
their people management objectives. To successfully launch new initiatives, HCM
executives must first get the support of organizational leaders. HCM executives should
approach change management incrementally. Discuss the new initiative's aims,
advantages, and rollout strategy in a number of settings, provide early adopters with the
resources they need to spread the news, and be upfront and unambiguous in
messaging (Dobberowsky, 2020).
The capacity of any business in a competitive society to develop its people
resources to be dynamic, innovative, and imaginative will automatically improve
performance and boost competitive advantage. Human resource training encompasses
changes in skills, knowledge, attitude, and/or social conduct. Changes in these areas
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are required to remain competitive (Ivancevich, et al, n.d.). He defines training as the
systematic process of changing employees' behavior to advance company goals. It is a
planned exercise that aims to improve people's thinking and behavior in order for them
to accomplish their tasks more efficiently. Training activities must be directed at fulfilling
the needs of both the business and the individual employees. In a competitive world, the
ability of any organization to develop its human capital to be dynamic, inventive, and
imaginative will instantly increase performance and raise competitive advantage.
Improvements in skills, knowledge, attitude, and/or social behavior are all aspects of
human resource development. To stay competitive, changes in these areas are
essential (Ivancevich, et al, n.d.). He describes training as a systematic process of
modifying employees' behavior in order to promote the company's aims. It is a
scheduled activity designed to enhance people's thoughts and conduct so that they can
do their activities more effectively. Training efforts must be focused on meeting the
needs of both the company and the employees of the company.
Training will be difficult if the department provides less assistance or if the
training environment is undesirable. Openness to new ideas is also an important
mediator of training efficacy. It has been shown that training is more successful when
participants and trainers collaborate with open minds. The style of training provided,
training material, and trainer competence all have an impact on training results. The
success of a training program is always determined by how the training was delivered,
what the subject was, and who the teacher was (Punia and Kant, 2013).
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2.5. Significance of the Research
The purpose of the study is to examine the role of government personnel in
manpower training to enhance organizational effectiveness and efficiency in Brgy.
Ibabang Dupay University Site in Lucena City. Specifically, this study will benefit the
following:
Government officialsPersonnel. The study will benefit government personnel
by providing them an approach to the challenges encountered in manpower training
allowing them to further improve organizational effectiveness.
Governmental Institutions. The study will benefit governmental institutions
since the study will provide an approach in improving manpower training allowing them
to be more productive.
Future Researchers. The study will benefit future researchers since they would be
able to collect relevant literature from the study conducted.
2.6. Definition of Terms
In this study, the following terms found in the researcher paper will be defined.
Government PersonnelOfficials. It refers to personnel employed by the
National Government or any of its political subdivisions, including those engaged in
government-owned and/or controlled corporations

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Human Resources. It pertains to both the individuals who work for a company or
organization and the department in charge of handling all employee-related issues.
Manpower. It refers to the amount of personnel available for work or service
Manpower Development. It is the process of optimizing an organization's use of
its human resources.
Manpower Training. It refers to training that is provided to human resources in
order to develop their skills and competence that is necessary for them to accomplish
their given tasks.
Organizational Effectiveness. It refers to rate at which the organization is able
to achieve It is stated objective and goals.
2.7. Scope and Limitation of the Study
The scope of the study is within the Brgy. Ibabang Dupay University Site in
Lucena City. As for the respondents of the study, they would be government personnel
found within the chosen research locale of the study. Furthermore, the study will focus
on examining the role of government personnel in manpower training and development
and will not focus on other irrelevant topics. This will also tackle how manpower training
achieved or develop government officials profssional growth, discipline and fulfill their
responsibilities.
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The researchers will gather data from the respondents through survey
questionnaire. Before gathering the data, the researchers will first obtain consent from
the respondents that they are willing to be part of the study. Data obtained from the
respondents will only be used in conducting the study. Moreover, personal and sensitive
information obtained throughout the data gathering procedure will not be disclosed.
2.8. Statement of Desired Outcomes
In conducting this study, the researchers intend to achieve the following desired
outcomes:
 There areDetermine the factors which would affect theing manpower training in
Brgy. Ibabang Dupay University Site in Lucena City.
 The researchers will formulate a recommendedRecommend solutions to mitigate
the effects of the factors affecting manpower training in Brgy. Ibabang Dupay
University Site in Lucena City.
 To determine the factorshere factors that affect thatAscertain the effect of
manpower training to the performance of government personnel in Brgy. Ibabang
Dupay University Site in Lucena City.
 To identify There are identifies challengesIdentify the challenges of government
personnel in handling manpower training in Brgy. Ibabang Dupay University Site in
Lucena City.
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 AnDevelop an approach that will resolve the challenges encountered in handling
manpower training in Brgy. Ibabang Dupay University Site in Lucena City.
3. Description of method or approach
3.1. Research Design/Research Instrument/Data Gathering Procedures
The researchers will utilize the quantitative-descriptive method of research. This
method will be used because of its appropriateness to the nature of the study, The Role
of Government Personnel in Manpower Training in Barangay Ibabang Dupay University
Site Lucena City, which involved data gathering, tabulation of the data gathered, inter-
pretation of the meaning of significance of what will be described, and analyze the find-
ings of the study a. nd the researchers will aim to comply with exploratory research to
obtain adequate data gathering and to correspond truthfully to this study. This study will
conform to the use of inferential statistics, which serves as a guide that the researchers
will use to be able to achieve and produce a close-ended survey questionnaire that will
be utilized to provide another solution to the problem of this study as a part of the data
that will be gathered. Moreover, the descriptive quantitative method will be used for this
study to determine the role of government personnel, factors militating against man-
power training, the effect of manpower training on the performance of government per-
sonnel, and determine challenges of government personnel in handling manpower train-
ing.
3.2. Respondents of the Study

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The researchers used simple random sampling, where it is a randomly selected
subset of a population. This means that each population member has an equal chance
of being selected. There are a total of ten barangay officials in Barangay Ibabang Dupay
at Lucena City. Barangay Ibabang is known for its consistent service and project offered
to its people. The researchers will distributedistributed the survey questionnaires to the
ten barangay officials: Punong Barangay, Seven Sangguniang Barangay Members, SK
Chairperson, and Barangay Secretary.
3.3. Sampling Design and Procedures
The researchers conducted research on the ten barangay officials in Barangay
Ibabang Dupay, because they are available and capable, and they would be more fit to
answer and participate in the research. The researchers used purposive simple random
sampling to pick their respondents so that the participants would be able to provide the
researcher with the information they needed in their research. Purposive sampling is a
non-probability sampling method where units are selected for inclusion in the sample
due to their characteristics (Mikael, 2017)
3.4. Research Locale/Study Site
The study will be conducted in the Philippines, specifically in Barangay Ibabang
Dupay at Lucena City. The respondents will be interviewed in the barangay hall or any
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comfortable place that the respondent chooses. The researchers would also consider
having an online survey distributed to cater to those who are not physically available.
The researchers chose the place of implementation because it will give the researchers
the needed information for the study.
3.5. Assumptions or Hypotheses
The following are the assumptions of the study:
1. Government personnel are a major role of manpower training.
2. There are challenges that may occur or are experienced by the
government personnel in handling manpower training.
Based on the purpose of the research, the following hypothesis are formu-
lated:
1. There is no significant role in manpower training given by the government
personnel in Barangay Ibabang, Dupay at Lucena City.
2. There is a significant role in manpower training given by the government
personnel in Barangay Ibabang Dupay at Lucena City.
3.6. Data Analysis Plan (Based on your specific objectives)

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Data analysis inspects and model data to discover useful information, and conclude,
and support decisions.
Step 1: Define Your Questions
Questions should be measurable, clear, and concise. The researchers should design
the questions to be eligible for the specific problem of the study.
Step 2: Set Clear Measurement Priorities
Composed of two steps: Decide What to Measure and Decide How to Measure It
Decide What to Measure
It is to know the kind of data that the researchers will need to answer the key question
of the study.
Decide How to Measure It
To know the factors of how to measure the data the researchers have gathered.

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Step 3: Collect Data
The organization of the collected data validates and simplifies the research’s
conclusions.
Step 4: Analyze Data
After collecting the data, the researchers will manipulate it in several different ways,
such as plotting it out and finding correlations to the study.
Step 5: Interpret Results
After analyzing the data, the researchers will interpret the results. By interpreting the
results, ask the following key questions:
Does the data answer your original question? How?
Are there any limitations on your conclusions, any angles you haven’t considered?
3.7. Research Paradigm / Conceptual Framework
Input
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Output
Roles of government
officials
1.1Professional growth
1.2Disicpline
1.3Responsibilities
Figure 1. Conceptual framework of the study.

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Figure 1 shows the conceptual framework of the study which serves as the
roadmap for your study that helped visualized the research project and how it would be
put it into action. The Input-Output (IPO) Model is a useful graph that lists the inputs,
outputs, and steps needed to convert inputs into outputs. The input will be the The Role
of Government Personnel in Manpower Training in Barangay Ibabang Dupay University
Site Lucena City. It is where we gather all the data that are needed in the study. The
process are the research design and methods needed to collect and analyze the data.
Lastly, the outcome is this study will be determine the Roles of government officials be
able to discuss the variables. (Professional growth, Disicpline and Responsibilities)
The first phase is to first identify important variables and factors needed in the
study. The first step is to establish the definition of manpower training to have an
overview of its importance. Next step in Phase 1 is to assess the current manpower
training in Barangay Ibabang Dupay to have a more in-depth overview about it. In the
second step, we’ll also be able to identify the variables where the independent variable
is the factors affecting manpower training of government personnel and the dependent
variable is the effects of manpower training to the performance of government
personnel.
Phase 2 is about gathering related literature, step 3 is about searching for related
and relevant literature for the study, this step would serve as the backbone of the study
since it is where information will be gathered. Step 4 is to evaluate the gathered
literature and assess its legitimacy and relevance. Step 5 is to extract the needed
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information for the study and step 6 is to develop a questionnaire based on the
information gathered.
Phase 3 focuses more on the research methodology. The seventh step is to
determine the research methodology that will be used. Next is to devise the final list of
questions that is related or is based on the constructed variables. Step 9 is to distribute
the survey questionnaires and that proceeds to the next step which is to collect the data
from the distributed questionnaires.
Phase 4 is the analyzing and concluding of the data gathered, step 11 is to state
the null and alternative hypothesis and determine which one to accept and reject. Step
12 is to compute for the probability result using the statistical treatment that is used and
step 13 which serves as the final step of the study we’ll now analyze the result and
construct the conclusions and recommendations of the study.
4. References:
Baba, A. (2012). RELEVANCE OF MANPOWER TRAINING, DEVELOPMENT AND
CHALLENGES IN ORGANIZATIONS. ResearchGate | Find and share research.
https://www.researchgate.net/publication/343587240_RELEVANCE_OF_MANPOWER_
TRAINING_DEVELOPMENT_AND_CHALLENGES_IN_ORGANIZATIONS
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Duggan, T. (2019). What are the problems of manpower, training & development?
Bizfluent.https://bizfluent.com/info-7801000-problemsmanpower-training-
development.html
Health Assured team. (2021). Human capital theory. Health Assured.
https://www.healthassured.org/blog/human-capital-theory/
Laborlaw.PH. (2022, May 29). Government employees. Labor Law PH.
https://laborlaw.ph/government-employees/10783/
Lutzenberger, T. (2019). Duties & responsibilities of government employees. Career
Trend.https://careertrend.com/about-5467824-duties-responsibilitiesgovernment-
employees.html
Maryville University. (2022). Importance of Training and Development for
Employees.online.maryville.edu.https://online.maryville.edu/blog/importance-of-
traininganddevelopment/#:~:text=They%20enhance%20employee%20performance
%2C%20boost,a%20career%20in%20human%20resources
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Oino, P. (2021). Challenges Constraining Effective Employees’ Training in Eldoret
Municipal Council in Kenya. ResearchGate | Find and share research.
https://www.researchgate.net/publication/349456822_Move_and_Learn_Perceived_Ben
efits_and_Challenges_of_Job_Rotation_in_a_Government_Hospital_in_the_Philippines
ProjectPNG. (2016, March 6). The role of manpower training and retraining in local
government. Project Topics, Download Research Materials PDF & DOC.
https://projectng.com/topic/pu37/
ResearchClue. (2022). EFFECT OF MANPOWER TRAINING AND DEVELOPMENT
IN SERVICE ORGANIZATIONS. https://nairaproject.com/.
https://nairaproject.com/projects/148.html#:~:text=It%20is%20a%20process%20for,their
%20performance%20and%20overall%20efficiency
Sakpere, R. (2013). Effect of Manpower Training and Development on Job Performance
in National Centre for Agricultural Mechanization Ilorin, Nigeria. ResearchGate | Find

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and share research.
https://www.researchgate.net/publication/256116900_Effect_of_Manpower_Training_an
d_Development_on_Job_Performance_in_National_Centre_for_Agricultural_Mechaniza
tion_Ilorin_Nigeria
UniProjects. (2022). Factors militating against human resources development.
UniProjects.Net.https://uniprojects.net/project-materials/factors-militatingagainst-human-
resources-development
Ameeq, A. and Hanif, F. (2013) Impact of Training on Employee’s Development and
Performance in Hotel Industry of Lahore, Pakistan, Journal of Business Studies
Quarterly. (4)68-82
Bhasin (2020). Organizational Effectiveness – Definition, Meaning and Six systems.
https://www.marketing91.com/organizational-effectiveness/
Blum, M. and Naylor, J. (n.d.), Industrial Psychology. New York: Harper & Row
Caravatti (n.d.). The Role of Governments in the Development of Human Resources
Training for Emplo aining for Employability: The U.S. Side ability: The U.S. Side.
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Chinelo (2011). MANPOWER TRAINING AND DEVELOPMENT IN NIGERIA PUBLIC
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COMPANY LTD (ANAMCO). https://www.unn.edu.ng/publications/files/images/IGWE
%20JACINTA%20CHINELO.pdf
Dobberowsky (2020). The Top 5 Employee Engagement Challenges That Government
Agencies Face. https://www.cornerstoneondemand.com/au/resources/article/top-5-
employee-engagement-challenges-government-agencies-face/
Egyankosh (n.d.). HRD in the Government and Public Systems.
https://egyankosh.ac.in/bitstream/123456789/6596/1/Unit-12.pdf
Ivancevich, M., Peter, L, Skinner, J, and Crosby (n.d.). Management; Quality and
Competitiveness,Von Hoffmann Press; Boston
Maloney (2019). Organizational effectiveness: the X factor for company success.
https://slack.com/blog/transformation/organizational-effectiveness-company-success
McNamara C. (2016). Employee training and development: Reasons and benefits.
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Nwaeke (2017). IMPACT OF MANPOWER TRAINING AND DEVELOPMENT ON
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https://www.researchgate.net/publication/325668756_Impact_of_manpower_training_an
d_development_on_organizational_productivity_and_performance_A_theoretical_revie
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Punia and Kant (2013). A REVIEW OF FACTORS AFFECTING TRAINING
EFFECTIVENESS VIS-À-VIS MANAGERIAL IMPLICATIONS AND FUTURE
RESEARCH DIRECTIONS. https://garph.co.uk/ijarmss/jan2013/12.pdf
Schaefer L. (2015). Measuring the effectiveness of employee training. Retrieved from
http://www.skilledup.com/insights/measuring-effectiveness-employee-training
Silverman J. (2015). The key to an effective employee training plan schedule. Retrieved
from http://trainingstation.walkme.com/
Singh, R. and Mohanty, M. (2012) Impact of Training Practices on Employee
Productivity: A comparative Study. Interscience Management Review (IMR) 2(2): 87-92

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Surbhi S. (2015). Difference between training and development. Retrieved from
http://keydifferences.com/difference-between-training-and-
development.html#ixzz4LLZJBIcP
Sweet Process (2020). A Definitive Guide to Organizational Effectiveness.
https://www.sweetprocess.com/organizational-effectiveness/
Wbdg.org. (2016). Training facility. Retrieved from https://www.wbdg.org/building-
types/education-facilities/training-facility
VI. Research Governance and Ethics
Please describe how you will The activities done throughout the research process
ensure that the activity will be will be done honestly by both the researchers and
carried out to the highest the participants. Honesty will prevail in reporting
standards of ethics and data, findings, techniques, and processes, and
research integrity. publication status truthfully. Data should not be
fabricated, falsified, or misrepresented. There will be
strong integrity between the agreements of the
participants and the researchers, especially with the
analysis and confidentiality of data. Errors and illegal
acts are heavily avoided to ensure and build a
respectable reputation for the research.

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Please describe how potential TBefore fully moving on to the construction of the
ethical health and safety research, the researchers have read and
issues arising as part of this understood well the ethical and safety issues that
collaboration have been should be known and considered in writing a
considered and how they will research. Issues like doubts about the legality and
be addressed. possible information leakage are the participants'
main concern, especially since they are working
alongside the government. Therefore, everything
should be legal and abides by the ethical values of a
research study. Researchers make sure that the
research will be done in accordance with the Data
Privacy Act and shall be monitored by the research
advisor or the dean of the university. Results
alteration and risk of plagiarism is also known
problem in research which is heavily avoided by
using proper and legal plagiarism checkers and
ensuring that the researchers have undergone great
knowledge about proper calculation to the data
analysis and plagiarism.
Will the proposed RDE involve There will be surface research on the human
research on animals, human participants since their performance and the people
participants, human tissue or or workers that they handle performance will be

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patient/participant data? evaluated to know the factors militating against
manpower training, the effects of manpower training
on their performance, and the challenges of
government personnel in handling manpower.
Has the proposed RDE been The research has been reviewed by the research
reviewed by the research ethics committee of the university, specifically, the
ethics committee? thesis adviser, which ensured the overall wellness
and professionalism of the study.
VII. Expected Outputs and Deliverables (This refers to the products of the
investigation which would contribute and increase the stock of knowledge.)
The research aims to contribute to different innovations and improvements that could
be implemented in manpower training in Barangay Ibabang, Dupay, which would be
disseminated to other barangays in Lucena City. Since different factors, effects, and
challenges will be discovered and analyzed, these will be used to avoid any problems
that may occur in the future with the manpower training in Barangay Ibabang, Dupay,
and possibly in other barangays. The knowledge that could be gathered here also
serves as awareness regarding the inclusion and improvement of manpower training
that is being conducted or should be conducted in every barangays to ensure the
proper coordination with the performance of the barangay personnel.

Revision No.: 0
Reviewed by: QMR
VIII. Target Beneficiaries of Research Results: (who and how many are the direct/
indirect beneficiaries of the study, what are the benefits that are likely to accrue in the
short or long term)
Target Beneficiaries Total
1. Government Officials 10
2. Government Employee 100
3. Labor Industry (DOLE) 1
IX. Dissemination Plan: (what is the plan for sharing/communicating research results
to different stakeholders/possible beneficiaries; please mention specific activities)
Activities Strategy
Coming up with and

determining Make the research relevant by thinking if the area of research
research objectives affects people in their everyday lives. Investigate why should
people think and care about the study that the researchers
thought of.
Finalizing the
research proposal Know the audience and the participants well and choose the
right format in tailoring the message that the researchers wish to
convey to the stakeholders.
Revision No.: 0
Reviewed by: QMR
Knowing which Researchers must make sure which stakeholders they want to
stakeholder to come upon to have a better observation and understanding of
choose how to approach them. Starting with a small organization of
stakeholders helps since the research would be able to be
integrated quickly.
Revision No.: 0
Reviewed by: QMR
IV.
Activities
Activities Months
1 2 3 4 5 6 7 8 9 10 11 12
Literature review *
Determine the methodology * *
Gathering of respondents *
Distribution of survey questionnaires * * * *
Analyzation of data * *
Conclusion and Recommendations *
5. Curriculum Vitae of the Researcher
(picture)
Name:
Age:
Place of Birth:
Religion:
Email:
Revision No.: 0
Reviewed by: QMR
Skills:
Senior high school:
Junior high school:
Elementary:
Name of mother:
Occupation:
Name of the father:
Occupation:
6. Research Instruments
7. Informed Consent

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Document Code: DCAVRKMI-F-URPF

MANUEL S. ENVERGA UNIVERSITY FOUNDATION

UNDERGRADUATE RESEARCH PROPOSAL FORM

I. Research The Role of Government Personnel in Manpower Training in

Title: Barangay Ibabang Dupay University Site Lucena City

II. Name of Researcher : Marneill G. Vidal

Degree : Bachelor of Arts Major in Political Science

III. Research Proposal

1. Platform/s Thematic Areas (Based on MSEUF Research Agenda 2019 – 2030)

Check applicable boxes:

☐ Technology, Engineering, and Industry 4.0 Research

☐ Environmental Protection, Development, and Conservation Research

☐ Business, Economics and Industry 4.0 Research

☒ Politics, Society, and Culture Research

☐ Legal, Law Enforcement, and Criminology Research

☐ Health Research, Development, Innovation, and Extension

☐ Education 4.0 and Workforce 4.0 Research

2. Sustainable Development Goals (SDGs)

☐ SDG 1. End poverty in all its forms everywhere.

learning opportunities for all.

☐ SDG 6. Ensure availability and sustainable management of water and

sanitation for all.

☐ SDG 8. Promote sustained, inclusive and sustainable economic growth, full

and productive employment and decent work for all.

☐ SDG 9. Build resilient infrastructure, promote inclusive and sustainable

industrialization and foster innovation.

☐ SDG 10. Reduce inequality within and among countries.

☐ SDG 12. Ensure sustainable consumption and production patterns.

for sustainable development.

sustainably manage forests, combat desertification and reverse land

degradation and halt biodiversity loss.

inclusive institutions at all levels.

1. Abstract of the proposal (maximum of 250 words)

Manpower training is an essential component of vocational or career

development and is quickly becoming a global and pervasive phenomenon in any

the concept of manpower training, it is necessary to first comprehend the term

"manpower" as it pertains to this research. The total supply of personnel available or

because an institution's performance is determined by the collective performance of its

on the improvements of manpower training at different barangays. Employers can

development opportunities to workers. Employees can learn new skills or receive

2.1. Rationale of the Research

Keywords: Government Personnel, Role of Government Personnel in Manpower

Training, Manpower Training and Development, Organizational Effectiveness,

Factors Militating Against Manpower Training, Effect of Manpower Training to

Performance of Government Personnel, Challenges of Government Personnel in

Handling Manpower Training

Employees of the government are routinely trained in their duties and

level, general requirements tend to be shared by all departments regardless of the

program's mission. These duties and responsibilities are critical components of

in any organization, whether governmental, private, commercial, or non-profit, for long-

term productivity is constant (Lutzenberger, T., 2019).

However, the impact of training and manpower development on employee

all government agencies, regardless of the level of government. Every government

expectation of good behavior and cooperation is critical in order to safeguard the

technological advancement cannot be met without the involvement of organizational

professionals. The implementation of modern technical staff training programs and

strategies has become appropriate to employee culture and organizational climate

(ResearchClue., 2022). They are the least well-appreciated among government

to capacity development through a time- and money-efficient training modality. It

Organizations today face numerous challenges in managing their manpower

training, ranging from constant changes in the organizational environment to an

unmotivated workforce to skill shortages even in the face of heavy unemployment

ingredients and unavoidable resources available to an organization. Their level of