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PARADA NATIONAL HIGH SCHOOL
SENIOR HIGH SCHOOL DEPARTMENT
ISSUES AND COPING MECHANISMS OF
MANAGERS IN DIVERSIFIED WORKPLACE
A Research Project
Presented to the Faculty of the
Senior High School Department
Parada National High School
In Partial Fulfillment
of the Requirements for the course
Inquiries, Investigations, and Immersion (III)
Espinocilla, Rainne Andreg B.
Miclat, Erica Marie C.
Quibranza, Godzel Aubrey T.
Timbreza, John Neri B.
March 2020
APPROVAL SHEET
In partial fulfilment of the requirements for the course inquires. Investigation,
and Immersion, this research paper entitled “ISSUES AND COPING MECHANISMS
OF MANAGERS IN DIVERSIFIED WORKPLACE,” which was proposed and
submitted by RAINNE ANDREG B. ESPINOCILLA, ERICA MARIE C. MICLAT,
GODZEL AUBREY T. QUIBRANZA, JOHN NERI B. TIMBREZA is hereby
recommended for approval and acceptance.
DAISY LYN F. MARIANO, MAEd-MathEd

Adviser
MYRON WILLIE B. ROQUE III, MAE-MAEd

Adviser
Approved in partial fulfillment of the requirements for the course Inquiries,
Investigation, and Immersion by the Oral Examination Committee.
MA. CRISTINA PERLAS, MBA

Chairperson
ANNALIZA M. DELLIMA, MIR JENNIFER DG. SAN DIEGO, MAEd-Filipino

Member Member
____________________________ ROSARIO E. BURGOS, Ed.D

Date Focal Person
Parada Senior HighSchool Department
ii
DEDICATION
This humble piece of work is lovingly dedicated to Almighty God who serves
as guidance and the source of strength and knowledge for without His guidance,
everything is futile.
This is also dedicated to the researchers’ parents who have never failed to give
them financial and moral support, for giving all their needs during the time they
developed their system and for teaching them that even the largest task can be
accomplished if it is done one step at a time.
This paper is dedicated to the researchers’ friends, all their classmates, and to
the business managers in Barangay General T. de Leon, Valenzuela City, who always
make them happy and inspired all throughout this writing.
To our Practical Research I adviser, Mr. Myron Willie B. Roque III, this paper
would not be existing without his approval in the first place.
To the beloved research adviser, Mrs. Daisy Lyn F. Mariano, without her
continued support and counsel the researchers could not have completed this process.
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ACKNOWLEDGEMENT
First and foremost, the researchers offer their sincerest gratitude to their adviser,
Mrs. Daisy Lyn F. Mariano, whose encouragement, guidance and support from the
initial to the final level enabled them to develop an understanding of the subject.
The business managers in Barangay General T. de Leon, Valenzuela City, for
accepting to become the researchers’ client, giving them the opportunity to gather data,
and the processed that was discussed to them, thanks to all.
The researchers would like to thank their parents for supporting them in their daily
lives, for going to school every day, and having them by their sides to guide them
always, their prosperity and love for them.
To the researchers’ classmates and friends, thank you for listening, offering them
advice, and supporting them through this entire process.
To the researchers’ panelist, Ms. Ma. Cristina Perlas, Ms. Jennifer San Diego, and
Mrs. Annaliza M. Dellima, they would like to thank them for guiding them and making
their research successful and reliable.
Last but not the least, to the one above all of us, the omnipresent God, for
answering the researchers’ prayers for giving them the strength to plod on despite their
constitution wanting to give up and throw in the towel, thank you so much Lord.
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ABSTRACT
Names: Espinocilla, Rainne Andreg B.
Miclat, Erica Marie C.
Quibranza, Godzel Aubrey T.
Timbreza, John Neri B.
Title: Issues and Coping Mechanisms of Managers in Diversified
Workplace
Key Concepts: Issues, Coping Mechanism, Managers, Workplace Diversity
Adviser: Mrs. Daisy Lyn F. Mariano
The purpose of the study was to identify the issues and coping mechanisms of
managers in diversified workplace. The problems of the study are: to distinguish the
existing diversity issues present in the workplace; to identify the coping mechanisms
of the managers in facing workplace issues; and to recognize the improvements that
can be made in workplace diversity.
The qualitative approach used was phenomenological. Using quota sampling,
10 business managers in General T. de Leon, Valenzuela City were selected.
Questionnaire was used as research instrument to gather information from the
respondents.
The existing diversity issues present in the respondents’ workplace are conflict
among employees and ethnic and cultural differences. The coping mechanisms of the
managers in facing workplace issues are creating inclusive policies and practices and
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providing diversity training. The improvements that can be made in workplace
diversity are creativity and productivity.
The findings regarding existing diversity issues present in the workplace shows
that conflict among employees includes personality differences, competing job duties,
etc. exist in the workplace. For ethnic and cultural differences, the study reveals that
there are still some individuals who hold prejudice against people who have different
ethnic, cultural, and religious backgrounds as their own. As for the results about the
coping mechanisms of the managers in facing workplace issues, creating inclusive
policies and practices shows that it will help to generate a work environment in which
no employees are excluded, treated unfairly, or prevented from accessing any
resources, responsibilities, etc. Providing diversity training is likely because the
managers want to prevent civil rights violations, increasing the inclusion of different
identity groups, and promoting better teamwork. The improvements that can be made
in workplace diversity are creativity, where the finding suggests that with so many
different and diverse minds coming and working together, many more solutions will
arise as every individual brings in their personal way of thinking and making decisions;
and productivity which concludes that diversity, on the other hand, can breed healthy
competition, stretching a team in a positive way to achieve their best.
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TABLE OF CONTENTS
TITLE PAGE………………………………………………………………………….i
APPROVAL SHEET…………………………………………………………………ii
DEDICATION……………………………………………………………………….iii
ACKNOWLEDGEMENT…………………………………………………………...iv
ABSTRACT…………………………………………………………………………..v
TABLE OF CONTENTS……………………………………………………………vii
LIST OF FIGURES………………………………………………………………......ix
LIST OF APPENDICES.……………………………………………………………..x
CHAPTER 1: THE PROBLEM AND LITERATURE REVIEW

Background of the Study………………………………………………………....1
Literature Review………………………………………………………………...4
Synthesis…………………………………………………………………………8
Theoretical Framework…………………………………………………………..9
Conceptual Framework…………………………………………………………11
Research Problem……………………………………………………………….15
Definition of Terms……………………………………………………………..15
CHAPTER 2: METHODS
Qualitative Design………………………………………………………………16
Selection Criteria and Participants……………………………………………...17
Research Site……………………………………………………………………17
Instrument………………………………………………………………………18
Data Collection………………………………………………………………….18
Data Analysis…………………………………………………………………...19
Role of Researchers……………………………………………………………..20
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Ethical Considerations………………………………………………………….21
Methods of Validation………………………………………………………….22
CHAPTER 3: RESULTS AND DISCUSSIONS…………………………………24
CHAPTER 4: SUMMARY, CONCLUSION AND RECOMMENDATION

Summary of the Study…………………………………………………………..28
Summaryof Result……………………………………………………………....28
Limitation of the Study……………………….………………………………...29
Conclusions……………………………………………………………………..29
Recommendations………………………………………………………………31
BIBLIOGRAPHY………………………………………………………………….32
APPENDICES……………………………………………………………………...37
CURRICULUM VITAE…………………………………………………………...59
viii
LIST OF FIGURES
FIGURE TITLE
1 Social Identity Chart……………………………………………...11
2 Paradigm of the Study……………………………………………14
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LIST OF APPENDICES
APPENDIX TITLE
A Letter of Request for Permission to the Principal……………38
B Parent’s Consent…………………………………………….40
C Researchers’ Made Survey Questionnaire…………………..45
D Photo Documentation……………………………………….46
E Plagiarism Test………………………………………………47
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CHAPTER 1
THE PROBLEM AND LITERATURE REVIEW
Background of the Study
Workplace diversity means creating an inclusive environment that accepts each
individual's differences, embraces their strengths and provides opportunities for all
staff to achieve their full potential (McDevitt, 2015). According to Patrick and Kumar
(2012), the idea of workplace diversity incorporates acknowledgment and regard. It
implies understanding that every individual is one of a kind, and perceiving our
individual contrasts. These can be along the elements of race, ethnicity, sex, sexual
orientation, financial status, age, physical capacities, religious beliefs, political beliefs,
or different belief systems. It is the investigation of these distinctions in a protected,
positive, and encouraging condition. It is tied in with seeing one another and moving
past basic resilience to grasping and commending the rich elements of diversity
contained inside every person.
Diversity is a lot of cognizant practices that include understanding and
acknowledging association of mankind, societies, and the indigenous habitat;
rehearsing shared regard for characteristics and encounters that are unique in relation
to our own; understanding that diversity incorporates methods for being as well as
methods for knowing; perceiving that individual, social, and systematized
discrimination makes and continues benefits for a few while making and supporting
burdens for other people; and building partnerships crosswise over contrasts with the
goal that people can cooperate to kill all types of discrimination. Diversity includes
how individuals see themselves as well as how they see others. For a wide variety of
representatives to work adequately as an association, human asset experts need to
bargain viably with issues, for example, correspondence, flexibility, and change.
Diversity management is a procedure planned to make and keep up a positive
workplace where the similitudes and contrasts of people are esteemed, with the goal
that all can achieve their potential and boost their commitments to an association's key
objectives and destinations (Patrick and Kumar, 2012).
Good workforce diversity practices in area of human resource management are
expected to improve and augment employee and organizational performance (Ellison
and Mullin, 2014). As organizational performance is affected by the performance of
an individual employee, so the positive consequences of workforce diversity at the
employee level would also go about as inherent and variables in developing employee
cooperation. Smith (2010) states that good workforce diversity traditions in the human
resources field are understood to boost the performance of employees and
organizations. There is a high positive relationship between workplace diversity
practices and effectiveness and /or profitability of the firms based on recent studies
(Kampf, 2011). Diversity contributes to improved inventiveness, broad viewpoints,
better problem description and problem solving. Furthermore, employee diversity
allows increased creativity, a wider range of perspectives, better problem definition,
more alternatives and better solutions (Krajcsák & Gyökér, 2013). Motivation of
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employees and management of human resources has a direct influence on
improvement of individual performance of any employee. Improving satisfaction of an
employee is the foundation of commitment, which has been described as “the source
of any organizations power and competitiveness” that amounts to improved
performance (Krajcsák & Gyökér, 2013).
As the significance of diversity in the authoritative setting has expanded
complex, most associations might want to inquire about on diversity– hierarchical
culture linkage, its impact on diversity openness, and between diversity and execution
both at individual and hierarchical dimensions. Patrick (2010) found that decent variety
decides not just the impacts of the assorted variety inside an association yet in addition
the dimension of receptiveness to difference qualities among the association's
individuals, work gatherings, and culture. Regardless of the innovative marvels of the
present correspondence, global relations expect us to manage each other on an
individual to-individual premise. This may require the psychological end of terms like
outsider and view the person as having a foundation that is extraordinary (Moran et al.,
2011).
The purpose of this study was to identify the issues and coping mechanisms of
managers in diversified workplace. The results of the study will be of great benefit to
the business managers for it will help them to initiate collaboration among employees
in diverse workplace; and to the employees for it will help them improve their working
performance.
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Literature Review
Issues in Workplace Diversity
Social identity diversity is a term that links a person to the social world and other
contexts in which interactions occur. Moreover, issues arising from the complexity of
social identity may not inherently be interpreted as mono-causal or based on a single
type of differentiation. Since some individuals that encounter multiple forms of
difference that cause inequality at the same time, frameworks are required to critically
examine how these individuals manage the complexities of their social identity to gain
acceptance, happiness, and high-performance levels (Byrd, 2014).
Ng and Rumens (2017) discussed how organizational literature on workplace
issues related to lesbian, gay, bisexual and transgender (LGBT) has developed over the
past three decades or so. It focuses on why LGBT workplace issues have not always
been given ongoing scholarly attention that it deserves, especially noting the barriers
that have impeded research in this area and the consequences of this in terms of current
knowledge gaps. Similarly, the study examined some of the major developments that
have centered on diversity and inclusion in recent years in scholarly research on LGBT
workplace issues. Here, the study highlighted how scholars approached these issues
from different and novel theoretical and empirical angles, signaling new horizons in
the years to come to advance organizational research on LGBT topics.
Wengrzyn (2014) said that wherever the organization has its headquarters, there
will be a period when every company will have to deal with discrimination
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stereotyping, racism or ageism. While each of these aspects has a cultural component,
the general point of view remains fairly constant around the world-none of these
aspects are deemed good or ethical. For each of these there are different cultural
elements which might very well come into play depending on where the business is
located. Discrimination involves treating people on the basis of an arbitrary or
unsubstantiated definition, differently. Simplified, it is refusing a person's fair
treatment, prompted by some preconceived notion of who the person is.Often this can
be seen in race, nationality or religious affiliations.
According to Ejikeme (2016), workplace diversity refers to the differences
between people who work within an organization. It encompasses ethnic groups, age,
personality, and more. It is about how people perceive themselves and how people
perceive others. The effectiveness of a company depends on its ability to grasp the
advantages of diversity. To achieve organizational success and competitiveness
companies need to manage diversity. If diversity is not managed properly, it may lead
to conflict. Conflict is a situation that arises where a party within an organization
perceives that there is a threat to its right.
There may be no better incentive for promoting diversity than the idea that diverse
teams and organizations are more innovative, apart from financial, political and moral
motives for supporting a more diverse workplace. While diverse team composition
does seem to confer an advantage when it comes to generating a wider range of original
and useful ideas, experimental studies suggest that such advantages vanish when the
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team decides which ideas to pick and execute, possibly because diversity impedes
consensus. Therefore, it would make sense for companies to increase diversity in teams
based on discovery or development of ideas, and to use more homogeneous teams to
curate and execute those ideas (Premuzic, 2017).
Managing Workplace Diversity
Organizations connect with different cultures and clients by managing diversity.
This increases innovation, efficiency, new habits, new language competencies,
international knowledge, new processes, and new solutions to difficult issues. Greater
flexibility, deeper insight into the business, stronger customer and community loyalty
creativity, and improved recruitment and retention of employees. Companies that fail
to see the importance of diversity and inclusion may find themselves unable to attract
and retain the kinds of customers, employees, and business partners that people are
heading into in the future in the era of International Human Resource Management
(Wangombe et al., 2013).
Organizations will not benefit from diversity management until there is a
supportive environment that is inclusive in the minority workplace orientation. The
study of Rawat and Basergekar (2016) was carried out in three organizations in India.
The independent variable was a supportive work environment. The dependent variable
was performance management score of various categories of employees. The term
minority workforce refers to women employees, employees belonging to religions
other than Hinduism and those preferring not to disclose their sexual orientation. A
6 6
comparison was made between those who are taking care of responsibilities at home
and those who have no such responsibilities back home. The results showed that the
work environment was supportive and led to high performance scores.
According to Mondal (2020), inclusion is an environment of collaboration,
support and respect which increases the participation and contribution of all
employees. The interesting thing to note is that employees perceive their enterprise as
diverse and inclusive based on practices that are not even directly related to diversity
such as focusing on innovation and creativeness. Diversity and inclusion in the
workplace are of prime importance these days and will only grow in importance as
companies continue to invest in their diversity and inclusion programs. If a manager is
able to implement at least some of the best practices and methods for recruiting
diversity, he will be offering himself one of today’s biggest competitive advantages.
Diversity and inclusion are the mission, policies and activities of an organization to
promote a diverse workforce and maximize the benefits of diversity to gain a
competitive advantage in business.
Mckinney (2015) discussed that diversity training gives employers a chance to
educate employees about diversity. Though diversity training cannot completely
change the views of a person, it does have the ability to raise awareness, impart
information, and educate workers on how to embrace differences among fellow
employees. Organizations are using diversity training to get the best in their
employees. Organizations also want to break down barriers which divide different
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types of employees, such as racial, social and political barriers, so that they can work
together and be successful as a team.
According to Johnson (2019), workplace diversity can bring productivity gains
and competitive advantages. Because of new ideas and processes brought into the
organization, employers can offer more solutions to customers. Workplace diversity
often improves employee morale and makes employees want to work more effectively
and more productive. Diversity in leadership within a firm allows managers to bring
in new strategies and approaches within their departments to achieve cohesion.
Synthesis
Literatures indicated that workplace diversity is an unquestionable requirement
have for all organizations in a nation in the event that they need to have social,
monetary and political additions. It points out that there have been countless studies
on work place diversity. This study is provoked by the gap left unfilled by a substantial
number of research works that has been conducted on workplace diversity and its
issues and managers’ coping mechanisms. One study (Wangombe, et. al., 2013) of
workplace diversity tells that by overseeing workplace diversity, organizations
collaborate with various societies and customers. This is similar to the researchers’
study because they were able to determine the advantages of having a diverse
workplace despite of its issues and challenges.
Diversity management is a procedure planned to make and keep up a positive
workplace where the similarities and differences people are esteemed. Different
8
studies on diversity management has for the most part underlined on organization
culture, its effect on diversity openness, human resource management practices,
institutional situations and hierarchical settings to diversity-related pressures,
necessities and incentives, perceived practices and organizational results identified
with managing employee diversity, and a few different issues. The study of Rawat and
Basergekar (2016) tells that organizations will not benefit from diversity management
until there is a supportive environment that is inclusive in the minority workplace
orientation. Researches examine potential hindrances to workplace diversity
recommends techniques to improve workplace diversity and comprehensiveness. It is
based on different methods on how the researches were conducted. The studies
presume effectively managing diversity can prompt more dedicated, better fulfilled,
better performing workers and conceivably better financial performance for an
organization.
Theoretical Framework
This study is anchored to Social Identity Theory, developed by Tajfel and Turner
in 1979, that predicts intergroup behavior based on the perceived differences between
groups. Self-Categorization, developed by Turner, describes the conditions under which
individuals will perceive themselves or others as belong to a group.
These theories, jointly referred to as the social identity perspective, recognize
that people’s individual characteristics and their group memberships play a significant
role in shaping attitudes, values, beliefs, and behavior. Given this focus, interest in these
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theories mirrors the growing popularity of group-based management techniques applied
to topics such as group decision-making, team building, group performance,
organizational culture and organizational change. Although both theories, Social
Identity Theory and Self-Categorization Theory, are different, one could argue that they
are similar to an extent. This is because both theories explore how identities are
internalized and are used by individuals to define themselves. However, there are
several differences between Social Identity Theory and Self-Categorization Theory and
the way in which they account for group influence.
Organizations can implement policies that remove barriers to advancing and
promoting members of disadvantaged groups and thus open ways to improve their
social identity for members of these groups, as well as for groups as a whole. For
example, it can open up opportunities for development and promotion by offering
networking opportunities and mentoring programs for members of diverse groups.
Organizations may attempt to create the perception that the entire organization is a
group that is different compared to other organizations. This makes those within the
organization the “in-group” and all others part of the “out-group”. This would create a
feeling of togetherness between employees within the organization and make
employees feel like they belong. Therefore, these opportunities will boost their
organizations ' access to power as well as enhance their salary and benefit package.
These components, in turn, lead to enhanced group standing as well as social identity
of group members.
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Figure 1
Social Identity Chart
People tend to categorize themselves into groups in order to gain a greater sense
of who they are, with consequences for self-esteem, and prejudice and stereotyping.
Conceptual Framework
A conceptual framework is a synthesis of literature by the researcher about how
to explain a phenomenon. It maps the actions required in the course of the study given
his prior knowledge of the point of view of other researchers and his observations on
the research topic (Regoniel, 2015).
According to Selection Partner (2017) from “Top 10 Diversity Issues at Work,”
most employees face issues like: respect in the workplace, which establishing
teamwork and mutual respect among employees is the key component in achieving a
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favorably diversified workplace; conflict, which becomes inevitable when prejudice,
racism, discrimination and a lack of respect creep into a work environment; lifestyle
acceptance, though someone’s personal life should not affect their job performance;
ethnic and cultural differences, where some individuals harbor unfair prejudices
against people of different colors, cultures, ethnicity or religion than their own; gender,
where “men vs. women” topic is one of the oldest and most common diversity issues
in the workplace; harassment, which can sometimes be an issue in a diversified work
environment, but should never ever be tolerated; communication, which a diversified
workplace can bring about even when no prejudice exits among employees; generation
gaps, which can become an issue and the age differences can trigger “cliques” and
separation of the company as a cohesive unit; disabilities where unfortunately, workers
who have a mental or physical disability can sometimes encounter discriminatory
behavior from insensitive peers; and consistency, which is essential in molding a
positive and productive workplace with a daily practice of company behavior policies.
Shaw (2016), from “7 Ways To Handle Diversity,” there are seven ways to help a
manager continue to grow into a modern 21st century business if he wants his diverse
teams to thrive: first is that communication is the key, where crystal clear and easy-to-
understand policies, health and safety information and company ethos that everyone is
aware of and is easy to interpret; clarity of what people are accountable for and
everyone being treated equally; a diverse team enables a culture of recognizing people
as individuals and not stereotypes; different religions have different taboos, where
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people with various challenges may need extra consideration such as access to
buildings, certain types of chairs or computer screens; setting up a working lunch once
a month, with each team member taking it in turns to explain what it is like being in a
certain age group, a different cultural or social background, or living with an
impairment of some kind; some people argue that diversity should be the norm and
therefore differences are irrelevant and unnecessary to mention; and respect, tolerance
and compassion should be at the core of a well-oiled working team. It is up to the
senior people to show that they are proactive in embracing all kinds of people who will
bring value to the business and that it is healthy and beneficial to learn from one
another.
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Input
●The existing Processes

diversity issues ● Analyzing data
present in the from questionnaire Output
workplace ● Identifying Issues and Coping
●The coping issues in a diverse Mechanisms of
mechanisms of the workplace Managers in
managers in facing ● Identifying tips Diversified
workplace issues on how managers Workplace
●Improvements cope up on a
that can be made to diverse workplace
improve diversity
at a company
Figure 2
Paradigm of the Study
Figure 2 shows how the researchers determined the issues and coping
mechanisms of managers in diversified workplace. Issues in diversified workplace
were distinguished, coping mechanisms of the managers in facing the issues were
identified, and improvements that can be made to improve diversity at a company were
recognized. Issues and Coping Mechanisms of Managers in Diversified Workplace was
served as the output.
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Research Problem
The study aimed to identify the issues and coping mechanisms of managers
in diversified workplace.
Specifically, this study sought to answer to the following problems:
1. What are the existing diversity issues present in the workplace?
2. What are the coping mechanisms of the managers in facing workplace issues?
3. What improvements can be made in workplace diversity?
Definition of Terms
Coping Mechanism. Strategies managers often use in the face of stress to help
manage workplace diversity issues.
Diversity Issue. An important topic or problem for discussion that diversity often
raises that need to be considered by a cautious business leader if he wants to maintain
a diverse workplace.
Diversity Training. An initiative that most companies take to raise awareness of
diversity issues and create cohesiveness within teams.
Workplace Diversity. Employing people who may be different from each other and
who do not all come from the same background.
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CHAPTER 2
METHODS
This chapter briefly presents the different methods that are used by the
researchers in doing the study. It consists of the qualitative design, the selection
criteria and participants, the research site, instrument, and data collection. This also
includes the data analysis, role of researchers, ethical considerations, and methods of
validation.
Qualitative Design
The research was conducted with the design of qualitative research, which
gathers and works with non-numerical data and seeks to interpret meaning from these
data that helps to understand social life by studying targeted populations or places
(Crossman, 2019), and with the phenomenology approach, which focuses on
experiences, events and occurrences with disregard or minimum regard for the external
and physical reality (Dudovskiy, 2018).
The goal of phenomenology is to develop an understanding of a phenomenon
through the specific human experience of the phenomenon, in order to better
understand that experience of being in that 'life-world'. It serves to understand the
managers’ experiences rather than to provide causal explanation of those experiences.

Selection Criteria and Participants
Researchers used quota sampling for the study. According to Foley (2018),
quota sampling is a non-probability sampling method in which researchers look for a
specific characteristic in their participants and then take a tailor-made sample in
proportion to a population of interest.
In addition to this, the researchers have ensured that the final sample
composition to be used in the study follows the quota criteria for the research. The
researchers wished to understand the issues and coping mechanisms of managers in
diversified workplace. Participants were managers from big or small businesses within
Valenzuela City only. According to BusinessList.ph (2019), there are 1,687 companies
listed in Valenzuela City. The researchers used a quota sample of 10 because that is an
enough number of participants that could answer the research problem. In order to find
out if they are really managers in their workplace, the researchers looked for proof
such as valid ID given by their company.
Research Site
This study was based in large- or small-scale businesses in Valenzuela City,
Philippines. The respondents answered the questionnaires in their workplaces.
According to Business Mirror (2017), Valenzuela City is the gateway to the north and
one of the country’s best in terms of business and industry so this place of
implementation was chosen because gave the researchers the needed information from
managers who are having some issues regarding workplace diversity and on how they
17
can be able to cope with it. The questionnaire was distributed to the businesses in
barangay General T. de Leon, Valenzuela City.
Instrument
Researchers’ Made Questionnaire
For the research study, the use of questionnaire was chosen to garner information
from the respondents as the primary data. Researchers’ made questionnaire indicates
that the questionnaire that was used was made by the researchers and it was modiﬁed
to suit the preference in how the data was gathered. Questions consist of: the existing
diversity issues present in the workplace; the coping mechanisms of the managers in
facing workplace issues; and the improvements that can be made to improve diversity
at a company.
Researchers personally handed out the questionnaire to the respondents. The
questionnaire was presented to the researchers’ adviser for validation and evaluation.
The comments and suggestions of the adviser was the basis of modifying and
improving the survey questionnaire.
Data Collection
The researchers made a letter of request for permission to conduct the study in
different businesses within Valenzuela City. The letter was noted by the senior high
school focal person and was approved by the researchers’ school principal. Data was
gathered using questionnaires. Researchers distributed paper questionnaires for
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participants to answer. Researchers analyzed the results using phenomenological data
analysis.
Data Analysis
As with all qualitative data, phenomenological data analysis involves such
processes as coding (open, axial, and selective), categorizing and making sense of the
essential meanings of the phenomenon. As the researchers live with the rich descriptive
data, then common themes or essences begin to emerge. This stage of analysis
essentially involves total immersion for as long as it is necessary in order to ensure
both a pure as well as thorough description of the phenomenon.
The structure of phenomena is the greatest discovery of any descriptive
phenomenological inquiry. This structure is based upon the essential meanings that
are present in the descriptions of the participants and is determined both by analysis,
and also by the researchers’ (intuitive) insights.
First is to read the questionnaire in its entirety in order to get a global sense of the
whole. Then, read the questionnaire a second time–this time more slowly–in order to
divide the data into meaningful sections or units. Next is to integrate those sections
that the researchers have identified as having a similar focus or content and make sense
of them. Subject integrated meaningful sections to a process that is known as free
imaginative variation, which is the process that determines which of the researchers’
integrated meaningful units are essential for, and are made up of, a fixed identity for
the phenomena that are being studied. Then, elaborate on the findings which include
19
descriptions of the essential meanings that were discovered through the process of free
imaginative variation. Revisit the raw data descriptions again in order to justify
interpretations of both the essential meanings and the general structure. Researchers
really do have to prove that the accuracy of all the findings can be substantiated by
reference to the raw data.
Once the analysis of the data has completed, researchers follow this with a critical
analysis of work within the research study. This critical analysis will include
verification that: the participants obtained concrete, detailed descriptions; the
phenomenological reduction was maintained throughout the analysis; essential
meanings were discovered; and a structure was articulated; the raw data verified the
results (Kleiman, 2004).
Role of Researchers
The role of the researchers in qualitative research is to attempt to access the
thoughts and feelings of study participants. This is not an easy task, as it involves
asking people to talk about things that may be very personal to them. Sometimes the
experiences being explored are fresh in the participant’s mind, whereas on other
occasions reliving past experiences may be difficult However, the data are being
collected, and the researcher's primary responsibility is to safeguard the participants
and their data. Mechanisms for such safeguarding must be clearly articulated with the
participants and must be approved before the research begins by a relevant research
ethics review board. Researchers and practitioners new to qualitative research should
20
seek advice from an experienced qualitative researcher before embarking on their
project (Austin & Sutton, 2015).
The researchers physically went to the participants of the study, location, setting,
or site and did not manipulate the situation.
Ethical Considerations
The following ethical considerations were implemented in this study:
Informed Consent
Informed Consent is a voluntary consent to participate in research. Obtaining
consent involves informing the managers about their rights, the purpose of the study,
the procedures to be undergone, and the potential risks and benefits of participation.
Participants in the study, which are the managers, must participate willingly. Informed
consent must be a discussion about the purpose, duration, experimental procedures,
alternatives, risks, and benefits of the research. When consenting to a human subject,
the place where the consent is being addressed, the physical, emotional and
psychological potential of the participants must be taken into account.
Voluntary Participation
Voluntary participation refers to the exercise of free will by a human research
subject in deciding whether to participate in a research activity in deciding whether
participation is voluntary, special attention must be paid to the socioeconomic
circumstances of the likely participants in determining which steps to protect the
exercise of free will must be put in place. Therefore, special care must be taken to
21
remove unnecessary (real and perceived) pressure while research subjects have a
diminished capacity to decline.
Confidentiality
This refers to a condition where the researchers know a research subject's identity
but take steps to protect that identity from being discovered by others. Most research
on human subjects requires that participants collect a sign consent agreement, and
therefore researchers are aware of the identity of their subjects. Maintaining
confidentiality in such cases is a key measure for safeguarding private information.
Anonymity
This alludes to information gathered from respondents who are totally obscure to
anybody related with the overview. That is, just the respondent realizes that the person
in question partook in the review, and the study analyst can't distinguish the members.
All the more frequently, obscurity alludes to information gathered in studies in which
the respondents are de-distinguished and all conceivable recognizing qualities are
isolated from the openly accessible information.
Methods of Validation
Selecting a well-trained and professional moderator (or facilitator) is one way to
ensure validity. The researchers’ adviser was the moderator to test the door for personal
bias and expectations. She is indeed interested in learning as much of the research
participants' candid information and respectful neutrality is a must if the aim is valid
qualitative study. For some academic applications, as a matter of full disclosure the
22
researchers' adviser may reveal her viewpoints and prejudices in reporting the results.
For qualitative research, ethical recruiting is an important issue, because data collected
from individuals who are not really representative of their segment will not contribute
to reliable results.
While the techniques for establishing validity in qualitative research that seem
less specific and established than in some other scientific disciplines, strong research
techniques can, in fact, ensure a suitable level of validity in qualitative research
(Statistics Solutions, 2019).
23
CHAPTER 3
RESULTS AND DISCUSSIONS
This chapter presents and discusses the results of the study with reference to
the aim of the study, which was to identify the issues and coping mechanisms of
managers in diversified workplace.
Problem 1: What are the existing diversity issues present in the workplace?
The coded responses about the existing diversity issues present in the workplace
are:
Conflict Among Employees
In any company, conflict may arise when employees of different backgrounds and
priorities work together. Conflict can be conveyed in many ways including threats,
non-cooperation, intimidation and anger. Responses of the managers include “Disputes
among co-workers,” “Disagreement of ideas,” and “Inggit.” The causes vary from
personality clashes and mistaken contact to mismanagement of the organization.
The study of Ejikeme (2016) indicated that conflict is a situation that arises
whereby a party perceives there is a threat to its right within an organization. When
diversity is not managed properly, it may lead to conflict.
Ethnic and Cultural Differences
Unfortunately, some people hold unjust biases against people of different races,
backgrounds, ethnicity or religion than their own. Responses of the managers include:
“Prejudice in the workplace,” “Discrimination of social groups,” and “Racism of

customs and traditions.” Such prejudice in the workplace should not be tolerated in the
workplace, much less anywhere and should be dealt with in a firm and timely manner.
According to Wengrzyn (2014), regardless of where an organization is based,
there will be a time when every company will have to deal with prejudice or
stereotyping regarding ethnic and cultural differences. While each of these aspects has
a cultural component, the general point of view remains fairly constant around the
world–none of these aspects are considered good or ethical.
Problem 2: What are the coping mechanisms of the managers in facing workplace
issues?
The coded responses about the coping mechanisms of the managers in facing
workplace issues are:
Creating Inclusive Policies and Practices
As managers, they need to maintain the overall practices and policies of their
company which are inclusive of all and should not favor or discriminate against a
certain set of employees. Responses of the managers include: “Set up policies,” “Focus
on inclusion,” and “Establish a sense of belonging for everyone.”
According to Mondal (2020), diversity and inclusion is the mission, policies and
practices of an organization to promote a diverse workplace and maximize the benefits
of diversity to gain a competitive advantage in business.
25
Providing diversity training
Providing diversity training to employees, particularly those in leadership
positions, helps people understand and respect differences in religion, race, ethnicity,
cultural values, gender and thinking styles. Responses of the managers include: “Listen
to employees,” “Gamification,” and “Create a safe way for employees to communicate
any issues.” Diversity training helps employees become self-aware which plays a
critical role in helping them understand their own perceptions, assumptions and
cultural biases.
The study of Mckinney (2015) said that diversity training helps to improve the
cultural awareness, knowledge and communication of the learners. A successful
diversity training program is aimed primarily at creating a positive work environment
by helping employees identify and accept differences among coworkers.
Problem 3: What improvements can be made in workplace diversity?
The coded responses about the improvements that can be made in workplace
diversity are:
Creativity
People with different backgrounds tend to have different experiences and
therefore different thoughts. Exposure to a variety of different views and experiences
leads to greater creativity. Responses of the managers include: “Innovation,”
“Originality,” and “Pagkamaparaan ng mga empleyado.” If people who are brought
26
together see the same thing differently, managers are more likely to get a melting pot
of fresh new ideas, thus increasing workplace creativity.
To Premuzic (2017), it should also be noted that a better way to promote creativity
and diversity is to recruit employees based on their creativity as opposed to their
cognitive ability or educational credentials, primarily to improve the typical
organizational diversity level.
Productivity
Diversity brings together multiple talents all working towards a common goal,
using different skill sets. Responses of the managers include: “Efficiency,”
“Competency,” and “Effectiveness.” Companies will also benefit from every
employee by learning from the experiences of each other and applying this newly
found insight to their work. Employees from all sorts of different backgrounds get to
learn from the experiences of their colleagues from a different perspective.
According to Johnson (2019), workplace diversity an increase in productivity and
competitive advantages. Because of new ideas and processes introduced into the
organization, companies will deliver more ideas to consumers.
27
CHAPTER 4
SUMMARY, CONCLUSION, AND RECOMMENDATION
This chapter looks at a summary of findings, conclusions, recommendations and
further research suggestions.
Summary of the Study
The problem of the study aimed to identify the issues and coping mechanisms of
managers in diversified workplace. To guide the study, three research aims have been
formulated. The first one was to distinguish the existing diversity issues present in the
workplace. Next was to identify the coping mechanisms of the managers in facing
workplace issues. Lastly was to recognize the improvements that can be made in
workplace diversity.
The qualitative approach used was phenomenological. The questionnaire was
made by the researchers and it was modiﬁed to suit the preference in how the data was
gathered. Quota sampling was used to 10 business managers in General T. de Leon,
Valenzuela City. The questionnaire was distributed only in the said area. Data from
the questionnaire were analyzed using phenomenological data analysis.
Summary of Result
To be able to answer the research objectives, phenomenological data analysis was
used to analyze the gathered data. As the researchers lived with the rich descriptive
data, the common themes or essences began to emerge. The existing diversity issues
present in the respondents’ workplace are conflict among employees and ethnic and
cultural differences. The coping mechanisms of the managers in facing workplace
issues are creating inclusive policies and practices and providing diversity training.
The improvements that can be made in workplace diversity are creativity and
productivity.
Limitation of the Study
There were some limitations inherent in the study. The study was limited only to
the identification of the issues and coping mechanisms of managers in diversified
workplace. Although a small sample size was used for the study, the sample was a
convenient sample among business managers in General T. de Leon, Valenzuela City.
Conclusions
Based from the above results, the following conclusions were drawn:
1. One of the workplace diversity issues is the conflict among employees. This
revealed that personality differences, competing job duties or poor implementation
of a job description, poor communication including misunderstood remarks and
comments taken out of context, and differences over work methods or goals or
differences in perspectives attributable to age, sex or upbringing exist in the
workplace.
2. Another workplace diversity issue is the ethnic and cultural differences. The
finding suggests that there are still some individuals who hold prejudice against
people who have different ethnic, cultural, and religious backgrounds as their own.
29
3. Creating inclusive policies and practices is a coping mechanism of managers. This
shows that it will help to generate a work environment in which no employees are
excluded, marginalized, treated unfairly, or prevented from accessing any
resources, responsibilities, opportunities or benefits of employment.
4. Another coping mechanism of the managers is providing diversity training. This is
likely because the managers want to prevent civil rights violations, increasing the
inclusion of different identity groups, and promoting better teamwork.
5. One of the improvements that can be made in workplace diversity is creativity. The
finding suggests that with so many different and diverse minds coming and
working together, many more solutions will arise as every individual brings in their
personal way of thinking, operating and solving problems and making decisions.
6. Improving productivity can also be done in workplace diversity. The study
concludes that diversity, on the other hand, can breed healthy competition,
stretching a team in a positive way to achieve their best.
30
Recommendations
Based on the findings of the study, the study has made the following useful
recommendations:
1. An employee must have to be positive in order to work in a more positive
environment. Remaining positive will make it more difficult for others to behave
badly, thereby reducing the likelihood of employees becoming involved in serious
conflicts.
2. Managers should encourage open communication by making sure employees feel
comfortable discussing concerns with supervisors, HR and/or a designated person
in the workplace. If someone feels discriminated, it is important to feel safe and
comfortable bringing it up.
3. Managers must also establish a strategy to eliminate prejudice and discrimination
at work as well as disciplinary action to be taken on allegations of prejudice.
4. Increase of profits should observe by the managers as an improvement in the
diverse workplace. Companies with diverse workplace make better decisions
faster, which gives them a serious advantage over their competitors.
5. Additional research is needed from a variety of companies so that generalizations
can be more global and accurate.
31
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36
APPENDICES
APPENDIX A
LETTER OF REQUEST FOR PERMISSION TO THE PRINCIPAL
38
APPENDIX B
PARENT’S CONSENT
40
APPENDIX C
RESEARCHERS-MADE SURVEY QUESTIONNAIRE
The purpose of this study is to identify the issues and coping mechanisms of
managers in diversified workplace. You are chosen as one of the respondents of this
study. However, the researchers are asking for your willful participation as part of its
ethical considerations. To indicate your willingness to participate, please proceed to
answering this questionnaire.
Name (Optional):___________________________________ Date:____________

Company/Business:_______________________
The following questions are for analytic purposes only. They are not going to be
used to try and identify any individual. But if you feel uncomfortable responding to
any of them, do not do so.
If you leave any questions blank or not, please return your questionnaire.
Directions: Please answer the following questions.

1. What are the existing diversity issues present in your workplace?
____________________________________________________________________
____________________________________________________________________
____________________________________________________________________
____________________________________________________________________
2. As a manager, what are your coping mechanisms in facing those workplace issues?
____________________________________________________________________
____________________________________________________________________
____________________________________________________________________
____________________________________________________________________
3. What improvements can be made in workplace diversity?
____________________________________________________________________
____________________________________________________________________
____________________________________________________________________
____________________________________________________________________
46
45
APPENDIX D
PHOTO DOCUMENTATION
The researchers with business managers as respondents
in Barangay General T. de Leon, Valenzuela City
46
APPENDIX E
PLAGIARISM TEST
47
48
49
50
51
52
53
54
55
56
CURRICULUM VITAE
Name: Rainne Andreg B. Espinocilla
Contact No: 09198186857
Email Address: rainneandrey@gmail.com
Address: 4545 Kapt. Rado St., Gen T. de
Leon, Valenzuela City
Date of Birth: June 28, 2000
Place of Birth: Tondo, Manila
Civil Status: Single
Religion: Roman Catholic
EDUCATIONAL BACKGROUND
Senior High School: Parada National High School
S. De Guzman St. Parada, Valenzuela City
Junior High School: General T. de Leon National High School
Mercado St. cor. Gen. T. de Leon Rd., Valenzuela City
Elementary: General T. de Leon Elementary School
General T. de Leon Road, Valenzuela City
AWARDS RECEIVED
2020 Best in Research
2019 Second Runner-up for Overall in Science Month
2014 Second Runner-up for Dance Competition
2006-2009 Top 1 in Classroom
58
Name: Erica Marie C. Miclat
Contact No: 09100825745
Email Address: mariemiclaterica@gmail.com
Address: 88 Captain Cruz St., Parada, Valenzuela City
Date of Birth: June 27, 2001
Place of Birth: Mabalacad, Pampanga
Religion: Iglesia Ni Cristo
Senior High School: Parada National High School
Junior High School: Parada National High School
Elementary: San Fernando Elementary School
129 B. Mendoza, San Fernando, Pampanga
AWARDS RECEIVED
First Runner-up for Dancercise Competition
2017 Leadership Award
2013 Top 7 in Class
59
Name: Godzel Aubrey T. Quibranza
Contact No: 09994834510
Email Address: gdquibranza@gmail.com
Address: 4279 Diam St., Gen. T. de Leon,
Valenzuela City
Date of Birth: August 9, 2000
Place of Birth: Gen. T. de Leon, Valenzuela City
Senior High School: Parada National Highschool
S. De Guzman St., Parada, Valenzuela City
Junior High School: Sinonoc National Highschool
Sinonoc, Sinacaban, Misamis Occidental
Elementary: Kabayanan Elementary School
201 I. Francisco St., Kabayanan, San Juan City
AWARDS RECEIVED
2020 With High Honors
Best in Research
2019 With High Honors in Grade 12 First Semester
Third Placer for Science Quiz Bee Division Level
60
Third Placer for Science Quiz Bee District Level
Champion for Science Quiz Bee School Level
Best Composer for Science Jingle
Champion for Advocacy Campaign Video
First Runner-up for Pistang NCR
Champion for Folk Dance Competition
Champion for Nutri-Quiz Bee
Overall Top 1 in ABM Grade 11
2018 First Runner-up for Overall in Science Month
Champion for Science Spelling Bee School Level
61
57
Name: John Neri B. Timbreza
Contact No: 09122562537
Email Address: timbrezaneriyancy@gmail.com
Address: 2334 Pablo Angeles St., Gen. T. de Leon, Valenzuela City
Date of Birth: November 15, 2001
Place of Birth: Karuhatan Hospital, Valenzuela City
Senior High School: Parada National Highschool
Junior High School: Parada National Highschool
Elementary: Parada Elementary School
Parada Road, Valenzuela City
AWARDS RECEIVED
Champion for Advocacy Campaign Video
Champion for Folk Dance Competition
First Runner-up for Dancercise Competition
62
2018 Second Runner-up for Cheer Dance Competition
2016 Second Runner-up for Festival Dance Competition
2015 First Placer for Speech Choir Competition
2014 Second Runner-up for Christmas Carol Contest
63
62

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PARADA NATIONAL HIGH SCHOOL

SENIOR HIGH SCHOOL DEPARTMENT

ISSUES AND COPING MECHANISMS OF

MANAGERS IN DIVERSIFIED WORKPLACE

Presented to the Faculty of the

Senior High School Department

Parada National High School

of the Requirements for the course

Inquiries, Investigations, and Immersion (III)

Espinocilla, Rainne Andreg B.

Miclat, Erica Marie C.

Quibranza, Godzel Aubrey T.

Timbreza, John Neri B.

In partial fulfilment of the requirements for the course inquires. Investigation,

OF MANAGERS IN DIVERSIFIED WORKPLACE,” which was proposed and

submitted by RAINNE ANDREG B. ESPINOCILLA, ERICA MARIE C. MICLAT,

GODZEL AUBREY T. QUIBRANZA, JOHN NERI B. TIMBREZA is hereby

recommended for approval and acceptance.

DAISY LYN F. MARIANO, MAEd-MathEd

MYRON WILLIE B. ROQUE III, MAE-MAEd

MA. CRISTINA PERLAS, MBA

ANNALIZA M. DELLIMA, MIR JENNIFER DG. SAN DIEGO, MAEd-Filipino

____________________________ ROSARIO E. BURGOS, Ed.D

accomplished if it is done one step at a time.

make them happy and inspired all throughout this writing.

would not be existing without his approval in the first place.

The business managers in Barangay General T. de Leon, Valenzuela City, for

and the processed that was discussed to them, thanks to all.

always, their prosperity and love for them.

advice, and supporting them through this entire process.

their research successful and reliable.

Names: Espinocilla, Rainne Andreg B.

Miclat, Erica Marie C.

Quibranza, Godzel Aubrey T.

Timbreza, John Neri B.

Title: Issues and Coping Mechanisms of Managers in Diversified

Key Concepts: Issues, Coping Mechanism, Managers, Workplace Diversity

Adviser: Mrs. Daisy Lyn F. Mariano

can be made in workplace diversity.

The qualitative approach used was phenomenological. Using quota sampling,

10 business managers in General T. de Leon, Valenzuela City were selected.

Questionnaire was used as research instrument to gather information from the

providing diversity training. The improvements that can be made in workplace

diversity are creativity and productivity.

coping mechanisms of the managers in facing workplace issues, creating inclusive

no employees are excluded, treated unfairly, or prevented from accessing any

resources, responsibilities, etc. Providing diversity training is likely because the

competition, stretching a team in a positive way to achieve their best.

CHAPTER 1: THE PROBLEM AND LITERATURE REVIEW

CHAPTER 4: SUMMARY, CONCLUSION AND RECOMMENDATION

1 Social Identity Chart……………………………………………...11

2 Paradigm of the Study……………………………………………14

A Letter of Request for Permission to the Principal……………38

C Researchers’ Made Survey Questionnaire…………………..45

THE PROBLEM AND LITERATURE REVIEW

Background of the Study

Workplace diversity means creating an inclusive environment that accepts each

(2012), the idea of workplace diversity incorporates acknowledgment and regard. It

or different belief systems. It is the investigation of these distinctions in a protected,

contained inside every person.

Diversity is a lot of cognizant practices that include understanding and

acknowledging association of mankind, societies, and the indigenous habitat;

methods for knowing; perceiving that individual, social, and systematized