Chapter 12

Republic of the Philippines
EULOGIO “AMANG” RODRIGUEZ

INSTITUTE OF SCIENCE AND TECHNOLOGY
Cavite Campus
General Mariano Alvarez, Cavite
EXTENT OF IMPLEMENTATION PRACTICES OF HRMO IN THE EMPLOYEES WORK
ENGAGEMENT AND PRODUCTIVITY IN THE MUNICIPALITY OF IMUS CAVITE
A Thesis
Presented to the
Faculty of
Eulogio “Amang” Rodriguez Institute of
Science and Technology,
Cavite, Campus
In Partial Fulfilment
of the Requirements for the Degree
Bachelor of Science in Office Administration
by
BOLIMA JR, RODOLFO T.
DE JESUS,JADE A.
DE PEDRO, DESIREE JADE L.
PASTOR, EARL DAVIDSON C.
RESTRIVERA, FRELY MAE A.
2023
Cavite Campus
CHAPTER I
The Problem and Its Background
Introduction
The city of IMUS is a de facto capital of the province of
Cavite. Under the recollects, it became an independent
municipality in 1975. in October 2019, Republic Act 9727
reapportiones Cavite into seven districts making Imus the Third
Legislative District. On April 12, 2012, Republic Act 10161 was
enacted into law, converting the municipality of Imus into a
City. The peopple of Imus ratified this later on through a
plebiscite on June 30, 2012. The city’s rich history is evident
in its various heritage sites. The Imus cathedral, Imus City
Plaza, and Imus Heritage Site.
The Human Resource Management Office (HRMO) is one of those
officers which encounters problems as other offices do. Human
Resource Management (HRM) consists of an organization “people
practices” which includes the policies, practices and system
that influence employees, behavior, attitudes, and performance.
HRM influence people to work for the organization and how people
work.
Cavite Campus
Rules and Regulation help employees to be efficient and
effective to achieve goals and to meet the standards in one
organization towards of tits success. HRMO should be strategic
and align their existing HRM practices with the changing times.
Such alignment, will help these institutions motivate the
employees, enable them to deliver effective work outputs which
will result to productivity less turnover and thus good business
outcomes.
In its offices, there are problems that can occur like the
management in each offices. The distribution of works in offices
can be troublesome since the working environment is newly
constructed.
In this study it shows the extent of rules and regulations
in the past years and for the future. In the work process the
skills of the employees will be enhanced therefore, they will be
focused on their jobs and the interruption will be lesser.

Cavite Campus
Theoretical Framework
According to John P. Crop bell describe job performance as
an individual level variable, or something a single person does.
There are many variables that affect the performance of employee
at workplace. These variables include manager’s attitude,
organizational culture, personal problems, job content,
financial rewards and rules and regulation. All of these
variables have positive impact on the performances of the
employees except personal problems or the employees that hinders
the performance of the employees.
Rules and regulation shall apply to all employees inside
the office of all times including the basic rules. Each employee
must act in accordance and with the officerules and regulation,
orders and guidelines applicable from time to time. It will help
to the employee to conduct themselves on the job in the manner
that contributes to operating effectiveness, productivity,
safety andharmonious work and environment. If employees do not
meetthe office or the company expectations of performance
orconduct necessary corrective action may be taken.
This will see the “Extent of Implementation and Practices
of HRMO in the Employees on work engagement in the Municipality
of IMUS.” Statement of the Problem: This study aims to determine

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the “Extent of implementation and practices of HRMO rules and
Work Engagement in the Municipality of IMUS” specifically; it
will answer the following sub-problem.

Cavite Campus
Conceptual Framework
INPUT PROCESS OUTPUT
1. Extent of
Implemetation
and Practices of
HRMO
1.1 Objectives 1. Information
1.2 Processes Gathering
1.2.1 Administr 2. Distribution

ation of the Survey
Questionnaire
1.2.2 Employee
3. Statistical
1.2.3 Sanction Proposed Policy
Treatment of
1.3 Accountabili Data Enhancement
ty Program
4. Data Analysis
5. Formulation
2. Level of of Conclusions
Employee Work and
Engagement Recommendations
2.1 Cooperation
2.2 Resourcefuln
ess
2.3 Disposition
Feedback
Figure 1. Conceptual Framework on the Work Preparedness of BSOA
Graduates at ECC
Cavite Campus
Statement of the Problem
This study aims to determine the Extent implementation
practices of HRMO employees Work Engagement in the Offices of
Municipality of Imus Cavite.
Specifically, this seeks answer to the following questions.
1. What is the demographic profile of HRMO in Municipality
of Imus, Cavite?
1.1 Age
1.2 Gender
1.3 Department
1.4 Number of Employees
2. What is the extent of Implementation and practices in
terms of:
1.1 Objectives
1.2 Process
1.2.1 Administration
1.2.2 Employee
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1.2.3 Sanction
3. What are the practices implemented for the work
engagement and productivity of employees?
4. What are the challenges encountered as to above mention?
5. Is there a significant relationship between the
demographic profile and work engagement and productivity in the
municipality of Imus Cavite.
Hypothesis
There is no significance correlation between the extent of
Implementation and Practices of HRMO Rules and the level of
employees work engagement.
Scope and Limitations
This study focuses on the “Extent of Implementation and
Practices of HRMO of Rules and Employees work engagement in the
Municipality of Imus”.
Cavite Campus
Significance of the Study
This research is made with the aim to provide information
and knowledge regarding the chosen topics from the respondents,
recent studies or thesis, and related sites needed for the
expected importance to the individuals as follow:
Employees. This study may help the employees to determine the
task that they need to perform according to their
specifications.
Researchers. This enables them to look for strong evidences and
responses from the respondents. It improves their research
skills.
Future Researchers. It would definitely ascribe an additional
knowledge and gain information in this study by a lot of data
were being learned. The information presented may be use as a
reference data in conducting new research.

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Definition of Terms
The following terms are defined operationally and lexically
to provide a common frame of reference:
Accountability. It refers to the quality or state of being
responsible.
Administration. It refers to a method of tending to or managing
the affairs so some groups of people.
Communication. It refers to the imparting or exchanging of
information or news.
Disposition. It refers to the usual attitude or mood of a person
or employee.
Engagement. It refers to the act of sharing in the activities of
a group.
Management. It refers to the act of controlling and making
decisions about a business, department, sports team, etc.
Performance. It deals with the action or process of carrying out
or accomplishing an action, task, or function of the employees
in the organization.
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Regulation. It means to a law, rule, or other order prescribes
by authority, especially to regulate conduct.
Sanction. It refers to imposed the penalty if the policy is
followed.
Technology. It refers to a machinery and equipment developed
from the application of scientific knowledge.

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CHAPTER II
Review of Related Literature and Studies
Local Literature
According to Crispina R. Corpuz (2013), in her work Human
Resources Management”, states that one of the flaws point to the
fact that the companies must not only look at the performance
review as the mechanical administration of personnel evaluation
forms. The evaluator must be able to inform an employee that
best performance is less than the required standard less than
what he/is capable of giving, or that he has an attitude or
behavior problem that is limiting his contributions adversely
affecting his collogues. This is why there is a need to focus on
performance management rather than just evaluating the
employee’s performance.
According to Cynthia A. Zarate (2011), in her work
“Business Policy and Strategy” states that as a form of
corrective action, strategies are changed which are more
appropriate to the objectives. There may be times also that the
structure of system is changed. One underlying reason is an
error in the organizational structure and reporting

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relationships. But the most common corrective action is seen in
the activities or programs during the implementation of the
strategies.
Ranulfo Payos (2010), in his work “Human Resources
Management” (from the practitioner’s point of view) Human
Resources Management in the business sense are people who do the
actual work in organization. They were once viewed as costs and
therefore, people were treated just the way they treated other
costs-by cutting. When companies want to improve their profit
per cut losses, they reduced their manpower. But in the early
90’s, a new concept treating human resources has evolved.
Organizations are beginning to go beyond the usual mantra
“People are our greatest assets”. in a higher form, people are
no longer treated as a cost but assets. People are treated as
investors. They bring into the company their talent, knowledge,
skills, competence, values, time, and effort. Having investment
in this treasure trove of qualities and attributes vital to
organizations success, people demand a fair return of their
investments.
Human Resources, is also referred to the ‘Human capital”-
the people in the organization with different values,

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aspirations, cultural, and family background, education,
attitudes, and temper. It takes a lot of kills adroitness,
people- sensitivity to manage this group of human beings. The
key is to be flexible and avoid implementing “one size fits all”
policies and actions to respond everyone’s needs. Different
people have different needs and companies must respond
accordingly.
Robert G. Medina (2010), I his work “Entrepreneurship and
Small Business Management”, states that the expectations of high
rewards for committing unethical behavior motivates a person to
do it. However, when he thinks that there is possibility that he
would be censured, his motivation is diminished. A code of
ethics is sufficient for some people; however, this may not be
enough to motivate them to act ethically. If the entrepreneur
wants to have some measure of control over the behavior of its
personnel, a system of reward and punishment must be instituted.
Foreign Literature
Cavite Campus
Sr. Lucy Wanra (2016), states that change management affect
employee ‘performance in various dimensions. This study sought
to investigate the influence of change management on employee
performance at Eldoret University in Kenya. Change management
was measured in terms leadership, technology, structure and
culture. Technology has both positive and negative on employee
performance. Generally, it is used in communication purpose like
sending mails to ease movement and online services. The changes
in technology have influenced the changes in structure. To ease
workload, computers are the most available and affordable
technology used.
Nkuraru (2016), pointed out that a strong and positive
organizational culture will help make everyone more efficient
and successful. Leadership in an organization provides
direction. A leader influences others to follow. The attitude
and behaviors of the leaders substantially influence the
performance of their subordinates, a quality leadership skill
evaluates the relationship between leadership style and employee
levels of organizational commitment, job satisfaction, and job
involvement. A positive attitude and good behaviors and
performance of the employees at work.

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The La Tran Thach Thao (2015), study is all about the
leadership attitude that affects employee performance. If the
leaders coach, empower or enhance the employee’s participation
to do the job, the employees are willing to work energetically.
The performance of the employee is raised positively if the
control and attitudes of leaders are interactive and promoting
the employees work in a betterment of the organization. If the
manager is unbiased towards employee, these organizations
progress more than others. It is necessary that manager is
unbiased and treats every employee without discrimination.
According to Aguinis (2009) performance does not include
the result of an employee’s behavior but the behaviors
themselves. It is about behavior or what employees do, not about
what employees produce or the outcomes of their work” The
Perceived employee about his behavior and contributions in the
success of the organization. Employee performance may be taken
in the perspective of three factors which makes possible to
perform better than others, determinants of performance may be
such as “declarative knowledge”, “procedural knowledge” and
“motivation”, HR practices have the positive impact on
performances of individuals.
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Meyer and Gagne (2008) proposed that a unifying theory of
engagement should be founded in motivation theory and, more
specifically, self-determination theory (SDT) comprises three
component needs; competence, autonomy and relatedness.
Autonomous regulation, a concept similar to engagement, results
from these three needs being met repetition. The SDT approach
takes into account both the importance attached to motivation
and the requirement for a more holistic approach to engagement.
In Pena research report (2007) emphasized that work has the
potential to be valuable way of bringing employers and employees
closer together to the benefit of both where employees
experience a sense of community, the space to be themselves and
the opportunity to make a contribution, Employees want to work
in the organizations in which they find meaning at work. He also
come up with a new model called “Hierarchy of engagement” which
resembles Maslow’s need hierarchy model. In the bottom line
there are basic need of pay and benefits. Once an employee is
satisfied with these needs, then the employee looks to
development opportunities, the possibility for promotion and
then leadership style will be introduced. Finally, when all the
lower level aspirations have been satisfied the employee looks

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to an alignment of value-meaning, which is displayed by a true
sense of connection, a common purpose and a shared sense of
meaning at work.
Johnson and Johnson (2008) define employee engagement as
‘the degree to which employees are satisfied with their jobs,
feel valued, and experience collaboration and trust. Engaged
employees will stay with the company longer and continually find
smarter, more effective ways to add value to the organization.
The end result is a high performing company where people are
flourishing and productivity is increased and sustained’.
Saks (2006) defined work engagement as ‘a distant and
unique construct consisting of cognitive, emotional, and
behavioral components - associated with individual role
performance’. Conceptualizing work engagement as a construct
that include long-term emotional involvement with the work role.
He emphasized its consequential side. It exerts its positive
influence on workers’ motivation and several positive
organizational outcomes double service. Work engagement has been
referred to as workers’ psychological immersion, striving,
absorption, and involvement in their work roles (Bakker 2011;
Macey, Schneider, Barbara & Young, 2009.

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The term work engagement was first coined by Kahn (2008)
who referred to it as workers’ positive attitude at their
workplace. Accordingly, apart from psychological presence, the
workers expressed themselves physically, cognitively and
emotionally at their workplaces. In his pioneering work, He also
referred to it as workers’ ‘self-in-role’, whereby they put
their self in their work roles, thus making themselves feel
attentive, connected, integrated and focused in their work
environment. He explains that work engagement was a function of
three important factors. First, the purpose workers attached to
their work role. Second, the psychological safety workers
enjoyed to ensure that their work would not result in any
undersized reward. Finally, the accessibility and availability
of job resources that were required to perform one’s required
role.
Local Studies
Macey & Schneider (2008), research has generally conceptualized

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work engagement as a relatively stable variable because of the
continued presence of specific job and organizational
characteristics. Nevertheless, it can be assumed that there are
short-term (i.e. daily or weekly) fluctuations in the experience
of work engagement within one person. Experience sampling
studies and diary studies have indeed shown that within
individual variations in work engagement do exist. In other
words, work engagement does not only differ between individuals
but also shows within- person variability over time. To capture
these fluctuations in work engagement, used the diary study
method in the study. Weekly variations in job resources will be
related to weekly variations in work engagement.
Coates (2007), (122) describes engagement as "a broad construct
intended to encompass salient academic as well as certain non-
academic aspects of the student experience", comprising the
following:
* active and collaborative learning;
* participation in challenging academic activities;

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*formative communication with academic staff;
*involvement in enriching educational experiences;
*feeling legitimated and supported by university learning
communities
Scott (2007), as cited in Johnsrud and Rosser, (2008), advocated
positive outcomes of employee engagement to make organizations
develop the culture of engagement at work as a priority for
organization. For educational organizations, it is important to
engage administrative workers, as they are the ones who have a
significant influence on the tone, manner and style of the
entire institution and quality of their day-to-day performance
contributes to the quality of the relationships with faculties,
students and the public. Harter, Schmidt & Hayes, (2002)
research indicates that the Employee engagement can be
critically important to competitiveness in the contemporary
business environment. The Gallop Organization, which studied
employee engagement You sent more specifically, self-
determination theory (SDT) SDT comprises three component needs:
competence, autonomy and relatedness. Autonomous regulation,
engagement, results from these a concept similar to three needs
being met repetition. The SDT approach takes into account both
Cavite Campus
the importance attached to motivation and the requirement for a
more holistic approach to engagement. In Pena research report
(2007) emphasized that work has the potential to be valuable way
of bringing employers and employees closer together to the
benefit of both where employees experience a sense of community,
the space to be themselves and the opportunity to make a
contribution, Employees want to work in the organizations in
which they find meaning at work. He also come up with a new
model called "Hierarchy of engagement" which resembles Maslow's
need hierarchy model. In the bottom line there are basic needs
of pay and benefits. Once an employee is satisfied with these
needs, then the employee looks to development opportunities, the
possibility for promotion and then leadership style will be
introduced Finally, when all the lower level aspirations have
been satisfied the employee looks to an alignment of You sent
discretionary effort engaged employees bring to their work in
the form of extra time, brainpower and energy devoted to the
task and the firm.
Foreign Studies
Cavite Campus
Anitha (2014) studied and looked at the various antecedents
of engagement and the impact of engagement on employee
performance and found a statistical significance in using
employee engagement to predict employee performance. The study
found that employee performance was influenced by employee
engagement.
Wollard and Shock (2011) suggest several steps to take when
undergoing an organizational change to improve performance. The
first step is to get knowledge about the antecedents of
engagement to separate fact from opinion. Proper knowledge will
allow the organization to be more effective. The organization
would then take this knowledge and asses the individuals in the
organization to drive further conversations about engagement.
The next step would involve assessing the organizational
antecedents and focus on what the organization does to continue
to develop the engagement conversation. Finally, the researchers
proposed that each engagement intervention is to be customized
to fit the specific needs of an organization.
Personal resources are positive self- evaluation predict
goal-setting, motivation, and performance.

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In a review done by Demerouti and Cropanzano (2010), they
analyzed the various correlations of engagement may lead to
increased performance, but it does so in various ways. The
researchers suggested that the relationship between engagement
and performance is probably not straightforward and simple”.
Employee engagement was beneficial for employee performance
but only for “highly conscientious employees”. the researchers
revealed that this is due to employees with little
conscientiousness likely needing more guidance to be motivated
to perform well unlike conscientious employees who already know
what to do and put in great effort to do those tasks (Bakker, &
Brummelhus,2011.
Synthesis
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CHAPTER III
Methodology
Research Design
Population and Sampling
Respondents of the Study
Research Instrument
Data Gathering Procedures
Statistical Treatment of Data

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Republic of the Philippines

EULOGIO “AMANG” RODRIGUEZ

EXTENT OF IMPLEMENTATION PRACTICES OF HRMO IN THE EMPLOYEES WORK

ENGAGEMENT AND PRODUCTIVITY IN THE MUNICIPALITY OF IMUS CAVITE

The Problem and Its Background

The city of IMUS is a de facto capital of the province of

Cavite. Under the recollects, it became an independent

municipality in 1975. in October 2019, Republic Act 9727

reapportiones Cavite into seven districts making Imus the Third

Legislative District. On April 12, 2012, Republic Act 10161 was

enacted into law, converting the municipality of Imus into a

City. The peopple of Imus ratified this later on through a

plebiscite on June 30, 2012. The city’s rich history is evident

in its various heritage sites. The Imus cathedral, Imus City

Plaza, and Imus Heritage Site.

The Human Resource Management Office (HRMO) is one of those

officers which encounters problems as other offices do. Human

Resource Management (HRM) consists of an organization “people

practices” which includes the policies, practices and system

that influence employees, behavior, attitudes, and performance.

Rules and Regulation help employees to be efficient and

effective to achieve goals and to meet the standards in one

organization towards of tits success. HRMO should be strategic

Such alignment, will help these institutions motivate the

employees, enable them to deliver effective work outputs which

will result to productivity less turnover and thus good business

management in each offices. The distribution of works in offices

can be troublesome since the working environment is newly

In this study it shows the extent of rules and regulations

skills of the employees will be enhanced therefore, they will be

focused on their jobs and the interruption will be lesser.

According to John P. Crop bell describe job performance as

an individual level variable, or something a single person does.

There are many variables that affect the performance of employee

at workplace. These variables include manager’s attitude,

organizational culture, personal problems, job content,

financial rewards and rules and regulation. All of these

variables have positive impact on the performances of the

employees except personal problems or the employees that hinders

the performance of the employees.

Rules and regulation shall apply to all employees inside

must act in accordance and with the officerules and regulation,

orders and guidelines applicable from time to time. It will help

to the employee to conduct themselves on the job in the manner

that contributes to operating effectiveness, productivity,

safety andharmonious work and environment. If employees do not

meetthe office or the company expectations of performance

orconduct necessary corrective action may be taken.

This will see the “Extent of Implementation and Practices

of HRMO in the Employees on work engagement in the Municipality

of IMUS.” Statement of the Problem: This study aims to determine

the “Extent of implementation and practices of HRMO rules and

Work Engagement in the Municipality of IMUS” specifically; it

will answer the following sub-problem.

INPUT PROCESS OUTPUT

1.2.1 Administr 2. Distribution

Statement of the Problem

This study aims to determine the Extent implementation

practices of HRMO employees Work Engagement in the Offices of

Municipality of Imus Cavite.

Specifically, this seeks answer to the following questions.

1. What is the demographic profile of HRMO in Municipality