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June 2022
viii
4 5 6
This Research entitled "THE EFFECTS OF COVID-19 PANDEMIC TO EMPLOYEE'S
PRODUCTIVITY AMONG BPO COMPANIES IN DAVAO
7
CITY" prepared and submitted by Bea Noreen Santos, Debbie Balandan and
Sharrah Rizzano for the compilation of requirements of BAHR 301 with the
VICENTE E. MONTAÑO
Dean
College of Business Administration Education
1084-0305 (2022)
10
Date of Final Defense: August 11, 2022
4 11 12
This research is entitled "" THE EFFECTS OF COVID-19 PANDEMIC TO
13 14
EMPLOYEE'S PRODUCTIVITY AMONG BPO COMPANIES
IN DAVAO CITY" prepared and submitted by Bea Noreen Santos, Debbie
15
Balandan, and Sharrah Rizano.as partial fulfillment of the requirements of
16 1
BAHR 301 under theCollege of Business Administration Education of University
of Mindanao.
NOREEN J. NATIVIDAD
Research Adviser
PANEL OF EXAMINERS
18 19 20
Accepted and approved, after examination in final defense per requirements in
the Research Protocol of the College of Business Administration Education,
ABSTRACT
21,27 22,23
This study aimed to determine if there is a significant effect of influence of
24,27 25 26
internet usage to the academic performance of students in University of
Mindanao. The theoretical and conceptual framework of this study is
28
composed of the variables and indicators of: (1) Work From Home Setup; (2)
29 30
Productivity Impact; and (3) Data Security Compliance which is being anchored
on a theory. The survey was conducted via google forms and was able to find
23,31 32
answers significant effect of Influence of internet usage towards the academic
33 34
performance of the students in University of Mindanao. The research method
35,36
approach that was used is the quantitative method. A total of 100 respondents
37 38 39
of (Business Process Outsourcing) BPO Employees that are working Davao City.
40 41,42
It found out that there is a significant effect on the employee's productivity
among business process outsourcing (BPO) companies in Davao City during
Covid-19 Pandemic. The discovery and outcome ought to be favorable for the
43
Business Process Outsourcing (BPO) Employees, and future researchers for this
44
same study.
ACKNOWLEDGEMENT
We praise God for giving us the strength to seek and complete our Bachelor's
degree in Business Administration Program. We are grateful and blessed to the
individuals and organizations listed below who committed their time, effort,
assistance, and love to the successful completion of this paper. This project
45
would not have been possible without the support of many people; especially
46
those who read our numerous revisions and helped us make some sense of the
confusion.
To Prof. Noreen Natividad, our Study Adviser, we thank you for your advice,
assistance, and patiently editing and revising our research work.
To Prof. Jesson Rey F. Sabado, our class adviser and one of the panel members,
4 48
for guiding them through this research and helping them improve this research
47
paper and statistician, for reviewing and interpreting the data collected.
49 50
To the panels, Prof. Jesson Rey F. Sabado, and Romeo G. Pajigal for their
51 52
comments on how to improve this work.
To our Families and Friends who have graciously supplied all of the resources
53
we require, as well as all of the support and love we have received. Above all
else. To the Father Almighty and the Lord Jesus Christ. We are grateful that you
gave them the power to accomplish every struggle to grow so they could
achieve their objectives.
The Researchers
TABLE OF CONTENTS
Title page i
Acceptance ii
Approval and Endorsement Sheet iii
Abstract iv
Acknowledgment v
Table of Contents vi
List of Tables ix
List of Figures x
Chapter PAGE
INTRODUCTION
54
Background of the Study 1
Statement of the Problem 3
55 56
Hypothesis of the Study 3
Review of Related Literature 4
Theoretical and Conceptual Framework 22
57
Significance of the Study 26
Definition of Terms 26
METHOD
Research Design 27
Research Respondents 28
Research Instrument 28
Research Procedures 31
Statistical Treatment of Data 31
PRESENTATIONS AND ANALYSIS OF FINDINGS
Profile of Respondents 33
58 59
Effects of Covid-19 Pandemic to Employee's 34
Productivity Among Business Process Outsourcing (BPO) Companies in Davao
City
60
Significant difference on the extent of Discrimination
Effects of Covid-19 Pandemic on Employee's 35
Productivity Among Business Process Outsourcing (BPO) Companies in Davao
City When Grouped According to their Profile by Sex.
Effects of Covid-19 Pandemic on Employee's 36
Productivity Among Business Process Outsourcing (BPO) Companies in Davao
City When Grouped According to their Profile by Length of Service.
Effects of Covid-19 Pandemic on Employee's 37
Productivity Among Business Process Outsourcing (BPO) Companies in Davao
City When Grouped According to their Profile by Age.
61
SUMMARY, CONCLUSIONS AND RECOMMENDATION
Summary 39
Conclusions 40
Recommendations 40
REFERENCES APPENDICES
A
Letter of Permission to Conduct Study
45
B
Survey Questionnaire
46
C
Summary of Evaluator's Rating
49
D
Validation Sheet
50
E
Letter to the Adviser
52
F
Letter to Statistician
55
G
Certification from the Statistician
56
H
Turnitin Results
57
I
Grammarly Certification
58
J
Tables
59
K
Curriculum Vitae
60
LIST OF TABLES
LIST OF FIGURES
65
1 Conceptual Framework of the Study 2
CHAPTER 1
INTRODUCTION
66
The productivity of employees is a metric measured on the basis of a project's
67
performance relative to the time required. It may also be compared to a pattern
or "foundation" of efficiency for a group of workers doing identical tasks. The
68 69
productivity of workers shows the efficiency of employees for a project or task.
70
The quicker you turn around and the better the results the more effective your
71
workers. It is mostly performance. The number of tables a waiter may serve in a
72 73
change of place, cocktails served in a bar or items manufactured on a cloth
74 75
manufacturing process can differ according to the industry, (Planday, 2020).
76,77 78,80,81 79
A longer week of work does not actually lead to greater production in many
81 82
countries around the world. Based on the report of Organisation for Economic
83 84
Co-operation and Development (OECD) workers in Mexico, South Korea and
85
Greece have some of the longest annual shifts on the planet, averaging 2,257,
86 87 88
2,024 and 2,018 hours per year respectively in 2015. The statistics show
89,91
definitely that the principle of a four-day working week is not so far-fetched
91
and will potentially improve competitiveness and correspond to current
90 75
economic performance, (Niall McCarthy, 2019).
The productivity of labor varies by industry. In the Philippines, manufacturing
92 93 94 95 96
and business production are best and agriculture lowest. In the services
97
market, more industrial activity is undertaken, with poor labor
10
98
productivity relative to the development sector. In the service sector, more than
99
half of workers are in agriculture, and a smaller proportion is in production. The
countries which are developed or industrialized are countries that increase
100 75
labor productivity in the WBG survey, (Cecilia, 2020).
124 125
with customers and higher operating costs, albeit on a smaller footing relative
126
to the tourism market.
4 127
The purpose of this research is to find out the effects of Covid to employee
128
productivity among business process outsourcing (BPO) company in Davao City.
What is the profile of the respondents in terms of:
Age;
Sex; and
Length of Service?
133 130
Is there a significant difference in the level of effects of Covid-19 pandemic on
134
employee's productivity among business process outsourcing (BPO) companies
in Davao City when grouped according to their profile?
135
Hypothesis of the Study
137 138,139
This chapter presents the literature that was compiled from journals, books,
official documents, news reports, and internet sources. This knowledge is
140,141
compiled to support the study of researchers.
Work From Home
130
Due to the inconvenience created by the Covid-19 pandemic, BPO firms and
142
other export-oriented companies were granted a time limit to introduce
suitable work-from-home plans for workers. When quarantine policies were
143
first enforced across Luzon BPO businesses, they were permitted to resume
144
operations provided they could make use of skeletal personnel, sustain social
distances, and provide temporary housing or secure shuttle service to homes in
145 75
the immediate vicinity, (Oxford, 2020). While many workers welcome the
convenience and protection of operating from home, BPO companies have been
146 148 147
generally unprepared for the overall work-from-home paradigm and have had
to address obstacles relating to internet connectivity, equipment transfers, and
customer clearance criteria. In the new Speedtest Global Index published in
March, out of 139 countries surveyed, the Philippines came in at position 104
149 150
the typical fixed broadband speeds.
130 151
The pandemic of the coronavirus has changed the workplace considerably.
Some businesses have moved to remote jobs to delay the propagation of the
infection and secure workers, eliminating video calls and text messages and
opening room conversations. Some, including many Silicon Valley giants, have
said they would encourage staff to operate indefinitely from home. However,
vast sections of the workforce cannot function remotely, and economists
believe this will have significant consequences for the environment,
inequalities and future of the major cities, Siripurapu, 2020. He also added that
152
In 30 countries including the United States, researchers at the Massachusetts
Institute of Technology (MIT) compared the ease of transfer to remote labor. The
153
most advanced nations, including Germany, Belgium, Canada, Sweden, with
154 155 156
higher internet service rate, a combination of jobs and pro-worker policies were
157
of course the strongest. The overall number of workers in the United States
159 158
who just need to be physically close to others in order to do their occupations
was ranked eleventh.
160
As per Courtney, 2020 there are now several remote jobs with adjustable
scheduling, which allows employees to start and finish their days as long as the
161 162
work is done and the outcomes are satisfactory. The control you have over your
163
work schedule might be crucial for addressing your personal demands. It is
simpler to juggle tasks when you work from home, whether you need to pick up
orders, drop kids off at school, participate in an early morning online workout
164
class, or be home with a client. Having to work from home has many benefits,
165
including greater access to career opportunities that are not limited by
166
location. Job seekers in remote areas and small towns who are looking for local
166
employment may find this to be incredibly beneficial. If there is no established
workplace, entirely remote employees can still fly and live in a meaningful
profession as digital nomads. While it is a full-fledged nomadic way of life,
167 168
when boundaries open, it remains a definite advantage. Working remotely is a
169
great method to avoid high-rent and high-mortgage places, especially for
professions like technology that formerly required relocating to a city with high
170
living expenses. You don't need to live in a big metropolitan city any more for
171
remote
172 173
jobs to get a job you enjoy. Employing people from different socioeconomic,
geographic, and cultural backgrounds and experiences also enables
businesses to encourage diversity and inclusion, which can be challenging
when hiring from an area where no one is required to live or can afford to do so.
174
And as businesses hire people who can live in communities where theyare more
175
secure and welcomed from home, they tend to embrace diversity, society and
the family. Remote work provides those with a hard time seeking a permanent
position on site, such as disabled people, who need a flexible schedule, with a
176
chance to pursue their career aspirations without worried about traveling in
and out of a job.
There are two groups when it comes to working from home. One group typically
177
believes that people won't act, while the other group believes that employees
177 178 179,180
are comfortable and more effective. It is likely that your response depends
178,181
heavilyon how you work personally from home. While some people swear 40
182
hours a week in their offices, the second camp of the workers is increasingly
183
supportedby people who are finding themselves more productive at home.
Recent surveys have confirmed that working from home can boost productivity
and lower stress for the right people. A further benefit for the employer is that
4 184 185
research indicates that businesses who support and encourage a homework
policy ultimately save money. Since most technology companies operate online
and rely heavily on technology when employees work from home, the sector is
186
well known for its flexible work hours and usage of telecommunications. With
video chats, conference calls, VPNs, and wireless Internet, we can always stay
187
connected as if we were at the office rather than at home. While remote labor is
more prevalent in the
188,189 190
technological sphere in several different sectors. It may be due to the nature of
191
most technological occupations, especially for developers and programmers,
that they demand considerable attention to detail and sustained focus. These
employees may have fewer interruptions when working from home. Employees
who cannot afford to be distracted numerous times per day may benefit from a
192
controlled atmosphere. The amount of time they spend on a project might be
193
extended when they work from home because it reduces interruptions. It
194
makes sense that companies would eventually gain from these remote workers
by getting their tasks finished faster and with fewer mistakes. Everyone is
different when it comes to a company's home policy work. As a remote
195 196
employee, your productivity and overall success depends completely on your
197 198
preferred working style. That is also why it is difficult to find solid information
199 199
as to whether people at home are more productive or not. It looks anecdotal to
200 201
the character and work you do. We are all different and some of us cannot
206
understand how to get work done with a TV in the area around us and all our
202 203 204
home comforts while others find it difficult to remain concentrated
205
inbureaucratic conversations and other distractions. People working from
home eat healthily and achieve a manageable balance between work and life.
Healthier eating and spending more time with your family can help you feel
207
lessstressful, making your workday happier. A 2011 Staples study found that
208
25% less stress fell on employees who were working from home. Employees
have also reported that they can maintain and eat more healthy work/life
balance, Sarah White 2020.
Sammi Caramela offered her perspectives on working from home in 2019 as a
209
result of technical advancements that made remote work possible,
Both employees and business owners frequently work from home. For an
increasing number of Americans, this is the norm. Is it a productive
210
arrangement, considering the recent COVID-19 outbreak, for most businesses
211
and their employees? It is understandable that employers have seen a decrease
in productivity, but the opposite is true, given all the modern comforts of home
212
which we focus on. Telecommuters have "working 1,4 days more each month or
16,8 days more each year," as per the Airtasker study. However, researchers
213
found it more stressful to work from home than towork in the office.
Approximately 29% of survey participants in the telecoms industry stated it is
challenging to keep a healthy work/life balance. Among the managers, just 23%
reported the same altercation. Here are some suggestions for assisting your
185
team in remaining focused and productive during this home-work phase while
214
battling stress and maintaining work-life balance. Moreover, 54% of remote
workers and 49% of employees said, "too much stress during working days,"
45% of remote workers and 42% of employees "went into high anxiety during
their working day," and 37% of remote and 35% of office workers said, "the task
215
has been procrastinated until its expiry date." According to the Airtasker survey,
the most effective way to keep remote workers productive was to pause (37
4 216 217
percent). The research foundthat the number of office workers feel shorter,
even if longer breaks showed that productivity increased. Encourage your team
218 219
to get up often, particularly when they are extremely fatigued or busy, to eat a
healthy snack, to walk around the house, to call a friend, to meditate, etc. The
220
second-best strategy for keeping workers productive at home is to establish
221
defined working hours (33 percent). Encourage workers to stick to the same
222 223
routine as when they first arrived at the office. Your staff will feel more
224 225
organized and effective with a routine, which will help them concentrate. Track
226 227
your staff's achievements on a daily basis so that they don't jump from task to
228
task. Communication is key while working remotely with your team. It's
229
important to communicate. Establish weekly or daily meetings to discuss
initiatives, including deadlines, and order them so you can stay organized.
230
Moreover, according to Caramela, 2019 study, one of the disadvantages of
working from home is that connecting with your colleagues can be more
231 233
difficult for employees. According to the study, 70% of respondents said it was
232 233
just as important to maintain relations with their colleagues as to work for
234 235
them. Only 19% said that work was a priority over relations, However, only 11%
of participants answered that getting along with coworkers was their top
priority. To ensure that your staff members remain a part of the team, think
236
about using virtual meetings at least once a week. That being said, excessive
contact could adversely affect performance. While being friends with your
colleagues is nice, researchers have found that relationships like these can be
237
a distraction. Office staff spend on non-work issues an average of 66 minutes a
238
day, whereas remote employees have spent only 29 minutes discussing the
239
same. Managers were especially distracting as they spent almost 70 minutes
254
domestic workers' efficiency in comparison to pre-crisis levels. In a recent
interview, Nick Bloom from Stanford University noted that "We work with our
children in inappropriate places with no option and no working days," and he
previously observed considerable advancements in the use of telework among
75 255 256
Chinese call center employees in typical situations (Bloom et al. 2015) . This
75
creates a disaster for companies' productivity" (Gorlick, 2020). Nevertheless, a
257 258 259
lock-down poll undertaken from one of Japan's research facilities found that
75
self-reported productivity was decreasing (Morikawa, 2020). In contrary,
260 261
another survey conducted by the American employ management revealed that
managers are more likely to earn from relatively brief improved productivity
262
than to incur losses as a consequence of remote work. (Ozimek, 2020), Over the
longer term, productivity can improve to the extent that the crisis can catalyze
263 264 265
the wider and intelligent use of effective telework practices. This could
increase worker welfare and efficiency and reduce company costs. In a recent
266
American poll 61.9 percent of recruiting managers said they intend to build on
remote work in the future. (Ozimek, 2020).
267
Organizations can make required modifications and mitigate any dangers and
268
via proposed study. According to the brief, public and social partner policy
269
dialogue can play a critical role in the transition to greater usage of
270
telecommunications. It addresses how policies might help to increase the
271
usage of efficient and welfare-enhancing telework in the mid to long term when
272,273 274
the urgent health-care crisis subsides. This not only recently examines the
275
output relationship and a few important policies that result in increased
276
efficiency and employees job well-being advantages for firms and people. The
277
proposal is divided into two sections. The first discusses the prevalence of
278,280 279,280
telework before to the Covid 19 period in order to assess the extent to which
telework may be employed more generally following the crisis. Second, it
analyzes strategies for maximizing the potential benefits of expanded
telecommunications.
According to Bloom's 2020 research, the spread of Covid-19 and efforts to limit
281 282
it are anticipated to have significant effects on productivity. The shock's
283 284
impacts on various economic sectors have been uneven, with the hardest hit
285,286
being those that involve the most social interaction in consumer spending. We
utilize survey information from the Decision Maker Panel (DMP), a sizable and
287 288,289
informative monthly panel poll of UK companies that was launched in 2016. Our
analysis breaks down the aggregate impacts into "within-firm" and "between-
290 291
firms" effects, demonstrating that these claimed impacts are largely
292 293,294 295
responsible for the changes that were actually realized in the firmlevel data.
296
Weekly, clever assessment of the news is provided by The Daily Discussion.
297
Between 2020 Q2 and 2021 Q2, Covid-19 will have a generally 3% reduction in
total factor productivity in the UK's private sector, with a peak of 5% in 2020
298
Q4. Businesses foresee a significant decline in internal productivity, in part
299
because efforts to restrict COVID-19 are anticipated to raise intermediate
130
prices. According to our projections, Over the longer term, the pandemic will
300
diminish total factor production by about 0.7%, which is roughly equal to one
301
year's worth of productivity growth in the UK prior to the epidemic. It is
302 303
estimated that the impacts on output per worker for every 60 minutes have
fallen by around 40%.
304
Whereas during Covid-19 epidemic, most businesses adopted new methods of
operation. Numerous staff left, talking to clients and peers digitally. Others
remain at work day after day, albeit in very diverse ways. You all do your best.
305
But just how efficient and effective were businesses in regard to their
306 130
placement before to Covid-19 during the pandemic? The average of our top
quartiles, or the businesses, manage time, talent, and energy the best and are
40% more productive than the other businesses (the average of the remaining
three quartiles). The best organizations benefit greatly from this enormous
productivity differential as a source of competitive advantage. Three factors
that
307
determine labor productivity—time, talent, and energy—were impacted by
308
COVID-19. But feeling the impact differently is the wisest course of action.
309,310
Before the epidemic, businesses were efficient and productive, therefore they
311
continued to remain so even through lockouts and other disturbances. Stay-at-
312
home jobs gave workers extra time and scheduling flexibility, allowing them to
focus more on their duties. The average workday was 48,5 minutes during the
130
early weeks of the pandemic, according to an analysis of 3.1 million emails and
meetings conducted by researchers in 16 cities around the world. The length of
313
the typical workday has grown over the years, the study found, (Eric Garton and
75
Michael Mankins, 2020).
314
In a survey of 800 employers, 94 per cent said their employees' productivity is
315 316 130
equal or higher than prior to the Ebola and World War Two pandemic. The study
317
was carried out by Roy Maurer,2020 a consulting firm on HR and employment
said: "For a long time, companies with strong remote-work programs have
326
reported excellent productivity, and our own surveys year after year find that
people who work remotely say they're more productive or as productive at
home." The most unexpected aspect of this, she continued, is that productivity
327
has held steady despite the unfavorable circumstances for working remotely.
"Think about how freelancers during the pandemic had to deal with the intense
stress of a worldwide global health crisis, as well as the added responsibilities
of having kids, friends, spouses, or peers at home, and yet they were capable of
staying efficient or even improve their effectiveness."
328
Mason stated that in reaction to the outbreak of the coronavirus in February
and March, companies first sent employees home with numerous challenges in
acquiring their staff equipment and configuring their VPN networks to assure
accessibility. "For many people, things went well once these problems were
for jobs, but flourish in the post-COVID-19 labor market. The COVID-19
130
pandemic had substantial economic and labor market implications worldwide,
especially in the Philippines. These anti-virus measures have essentially shut
down important economic sectors and had a significant, direct impact on
340
employment. The studies show that, in comparison to the pre-COVID scenario,
almost 2.1 million employees may have lost their jobs by the end of 2020. The
unemployment rate for this group of workers could increase to 1,5 million
341
(about 68%) in 2020, from 5.1% in 2019. There might be a total departure of
342 343
389,000 additional workers, or about 18%. The largest job losses in the industry
344
(8%) are due to around 500,000 losses in construction and 100,000 in
345
manufacturing. There is a dramatic decrease in jobs in areas of the tourism-
346 34
dependent services sector. Displaced workers may shift into lower productivity
jobs for farming or informal employment in low-productivity services.
355 357
in its presentation that the city's performance for the year's first quarter had
356 358
been consistently strong, with a capitalization gain of 3%. She said that being
359
the service economy had serious repercussions as businesses, mainly the
360
service sector, shutdown or temporarily closed because of the crisis. The
361
capitalisation of the Davao City enterprises climbed from 40,499 P272.06
362
billion in 2017 to 41,296 and P286.59 billion at the end of 2019. First vice
president of Damosa Land, Inc., Ricardo F. Lagdameo, stated during his
appearance as a webinar guest speaker that the city benefited from the
363
business continuity in a variety of ways.
Data Security Compliance
Reading sensitive information from customers, such as credit cards and social
369
security numbers, frequently necessitates the deployment of methods and
technologies to prevent information from being read or intercepted by
370
unauthorized persons. An optimal technology alignment is built to optimize
mutual understanding, data, and process processes while complying with data
protection standards. Another critical concern for the long-term viability of the
"new normal" in commercial services is digital skills. The anonymity,
accessibility, and validity of the information to be synthesized, as well as
openness and revision-proof storage, are also top objectives. The accessibility
371
and reliability of digital infrastructure is also crucial to BPO service providers'
372
productivity. These agents often maintain consumer records, the majority of
373
which include very sensitive information. The businesses were able to retain
374
the agents answering calls, but we are now learning how confidentially is being
violated. Some BPO firms are undertaking security audits or are being
375
compelled to do audits since their clients' security needs were far down their
376 377
to- do list before their ability to survive the crisis was jeopardized. However,
378
given that everyone is working from home, the security procedures they've
75
hurried out are enough for the night (Intelligent Sourcing, 2020).
Malin Strandell-Jansson, Daniel Mikkelsen, and Henning Soller, 2020: In
130
response to the catastrophic Covid-19 pandemic, authorities, groups dedicated
273
to healthcare, businesses, and individuals have taken unprecedented steps to
379 380
protect lives and livelihoods. To safeguard the public's health, restrictions on
381
movement and systems for monitoring and reporting health are implemented.
382
These measures, which include tracking of contacts, software for self-
392,393
difficult situation as they explore virus-control measures that may severely
restrict people's rights and freedoms whose lives they are attempting to save. A
394 395
accompanying analysis is rooted in the latest advancements in global health
394
and privacy laws in Europe. Circumstances are still unfolding, and our
396 397 398
assessment is based on past pandemic experience at a certain point in time
(May 2020). (Malin Strandell-Jansson Daniel Mikkelsen, and Henning Soller,
2020).
399 400
JD Supra performed studies on this topic and 2020 Fenwick polls, Remote
safety measures, data protection standards, and a variety of critical safeguards
are frequently lacking in businesses. Different organizations throughout the
401
world are working hard to address the threats to confidentiality posed by the
402
Coronavirus pandemic; people deal with major concerns to employee command
and control and logistical health and safety challenges caused by
403 404
unpredictability and/or decreasing customer behavior, and to enable a remote
405
workforce. Analysts, attorneys, and senior executives in the technological and
273
healthcare industries, as well as those in the disciplines of private information,
cybersecurity, human resource management, and other legal and compliance
406
stakeholders as well as the financial services sectors, participated In June,
they participated in a real-time survey on data acquisition from their
407
employers, COVID-19 diagnosis, and work-from-home. The findings show that
businesses typically lack adequate data protection processes and remote
408
security checks, and they also take into account various return-to-work
4
protection strategies. To explain the gathering and handling of customer and/or
employee health information, 70% of businesses have revised or developed
new privacy reports.
410
The Reports have been updated involving information on thermostats, health
411
concerns and concerns, and a record of traveling and statistical moment, as
412,414
well as other technologies. A survey must be completed before to returning to
414 413
work, as well as a corporate update on employee confidentiality, and an
415
updated notice issued to employees were all equally distributed. This included
416
formal or one-time notices to employees, special data protection notices, and
417
signs for the building lobby. Currently, 90% of the workforce processes IP,
confidential, and personal data at home. More than 60% of respondents said
they manage sensitive personal data, such as financial data (36%), health
information (16%), and other types of sensitive personal data, at home,
418
including other company-owned information and intellectual property rights
(88%). (16 percent). According to the statistics, businesses have chosen to
419
spread virally by spreading returns out over time, rearranging desks in their
420 421
workspace, using hand sanitizer, and other EPP goods. These methods have
422 423
less potential to compromise privacy but are seen as being more effective.
425 424
Companies haven't used more complicated solutions or solutions with greater
privacy consequences, including contact tracing or moving or replacing an
HVAC system.
Based on the study of Supra, 2020 companies should consider important
regulatory guidelines and protocols, such as creating a vital office strategy and
426
astonishing employee returns, as more and more workers show an increased
desire to return to the company. Developing processes with clear guidelines
427 428
and continuously monitoring quickly changing situations are often the biggest
429 430
issues faced by businesses (includes balancing recommendations
431
from government representatives, public safety, health care institutions, and
international procedures authorities).
Gonzales conducted a local data security study in 2020 as Filipinos set up to
432 433
work from home, and the national privacy commission (NPC) demands public
434
and commercial firms to provide personal data protection for their employees
during the 2019 coronavirus sickness (COVID-19) pandemic. The NPC stated
435
that in order for this effort to be sustainable, sensitive information must be
secured to the best of one's abilities, as specified by the Data Privature Act of
2012. Under NPC Public Health Emergency Bulletin No. 12, the Commission
436
recognised that working from home is a viable alternative for ongoing physical
distance for work operations. In its oversight, the NPC emphasized that
enterprises wishing to implement telecom should use "well-defined" security
437
measures in compliance with their contingency plan. This entails, along with
many other factors, taking proactive steps to safeguard against malicious
438,440 440 440 439 441
attacks to and the stealing of personal collected data. Personnel ought to only
442
utilize telepresence facilities offered by there own companies in accordance
443
with their businesses' confidentiality and safety standards.
444
Numerous businesses already use a virtual since amidst March, with
445
employees shut off from workplaces as well as other designated areas pending
446 447
notice. Given that a portion of Filipinos engage in remote employment, the
country is becoming more vulnerable to cyberattacks and criminality.
Companies are vulnerable to "insider threats," which refer to a worker or a
project owner who uses their the use of data or information exchange devices
448
and components that has been approved to maliciously or unintentionally
cause
449 450
harm to the by association misusing, stealing, or destroying records.
Employees now have remote access to company confidential and private data
451
from the comfort of their homes. Insider risks reportedly cost businesses
4
$11.45 million globally, according to a recent Ponemom Institute study. Insiders
452
who are negligent or reckless in their work, insiders who are criminally or
maliciously motivated, or authenticated thieves are the three main categories
468 469
personal use, they run the risk of being exposed to unsafe information or
websites. They could infect devices with malware or viruses, compromising the
company's reputational data and customer information. Employees are under a
470
lot of mental and emotional stress as a result of the economic uncertainties
471
around COVID-19. Competitors could take advantage of weak and troubled
472
employees to steal confidential information for their own benefit. The main
priority must be a powerful and efficient network security strategy that
473,474 475 476 75
emphasizes on which category social action plays, (Manantan, 2020).
487
employment scheme includes several notable elements that address all
488
stakeholder concerns in order to fulfill its objectives and supply the required
resources.
During the Covid-19 epidemic, a few trials produced productivity statistics
based on employee or business questionnaires. Etheridge is one of many
(2020). Based on a US-based study, Barrero et al. (2020) found that most
respondents who used home labor methods reported higher productivity than
130
they anticipated before the pandemic started. There were, however, little and
incomplete quantitative data on WFH productivity during the epidemic, which
489
was unfortunate given its importance..
490
In accordance with a study on data security compliance by Mikkelsen, Henning
Soller, and Malin Strandell-Jansson (2020), states, public health organizations,
enterprises, and individuals have taken extraordinary measures to protect both
human life and livelihoods. Businesses and organizations increased the
sensitivity of their data following the adoption in 2018 of the European General
Data Protection Regulation (GDPR) and a planned "ePrivacy Regulation." As
stated in the GDPR, the most recent regulations apply stricter data security and
491
privacy regulations and establish wide standards for the rights and freedoms of
492 493
data subjects across the globeAlong with the findings of Smith & Howard
494
(2020) contend stated firms' main goals have been ensuring the security of
495
client information and company operations when employees work offsite.
Whenever an organization gets compromised as a result of poor security,
497 496
operations are disrupted as employees work anywhere outside of the office,
498 499
sales may be lost, and credibility is likely to suffer. To prevent this, businesses
500
must assess their IT infrastructure's strength and security weaknesses.
501 502,503
Figure 1 demonstrates the substantial association in between moderating
504
variables and the major variables, with the moderating variables' indicators
including age, gender, educational attainment, and length of service for the
505
main variables work from home setup, productivity impact, and data security
compliance.
Main Variables
Moderating Variables
Age Gender
Educational Attainment Length of Service
For the sake of clarity and comprehension of the terminology used in the
507
analysis, the following concepts are defined operationally:
4
Employee Productivity. This research focuses on the worker's efficiency and
508
tenacity at work amid the Covid-19 crisis.
Business Process Outsourcing or BPO. It involves appointing a third party to
carry out standard business processes on the company's behalf. Payroll, HR,
accounting, and customer support are among the services that BPO offers.
27
27
CHAPTER 2
METHOD
509 509
In this chapter, the study design, the research instrument, the responder, and
509
the statistical analysis of the data are all covered.
Research Design
The descriptive research design was employed to carry out this investigation.
510 511
The purpose of the study is to evaluate the relationship among the major and
512
moderating factors. A population, circumstance, or phenomena is to be
513
precisely and methodically described using this technique, according to
McCombes (2019). It may respond to the where, when, and how inquiries.
5
Additionally, it makes it possible to get behavioral data not being dependent on
515
the sincerity and accuracy of responders. Behavioral, sociological, and data
analysts frequently employ this technique to comprehend how individuals
behave in real-world settings. The study of tangible reality and occurrences is
517 518 5
aided greatly by investigation in the natural sciences. Prior developing testable
520
hypothesis, frameworks, or theorems, the topic under investigation must first
be observed and systematically described. Through the help of the
521 522
aforementioned considerations, academics are better able to manage the
523
aforementioned factors, which limits the uncertainty of reality when every
524 525 526
factor is closely examined. The factors gathered help academics to consider
527
the various cause-and-effect relationships where a material, theory, or idea
might produce. Researchers were able to explore the possibilities even more
and
28
4 532 533
The participants in this research comprised of various BPO personnel from
534
various BPO firms in Davao City who are currently working and remain in an
535 536
active position despite the Covid-19 epidemic. By this study, the researchers
537,538
wanted a certain number of participants, thus they employed stratified random
539
sampling to get that amount. Stratified random sampling was described by
Parsons (2017) as a sort of sample selection used in sample surveys. The
540
objective demographic's constituent parts are separated into several classes
or segments, where the constituent parts of each stratum have the same traits
541
that are significant to the survey. In order to increase the effectiveness of the
sample design in terms of survey expenses and estimate accuracy,
542
stratification is also employed. As per statistician and researcher Niles (1999),
a sample size of 100 for a survey-type questionnaire will signal a high level of
relevance of the data in a study. In addition, 80 respondents from various BPO
firms in Davao City were chosen at random by the researchers to take part in
543 544 545
the study. 100 respondents working and in active status in various BPO
546
businesses in Davao City will receive the internet questionnaires, which is a
Google form.
Research Instrument
4,547 548
A modified and adapted version of the research's questionnaire with the title,
"Report: Perceptions of the COVID-19 Work-at-Home Transition" and "12
Employee Survey Questions You Need to Ask During the Pandemic". Given that
549 550 551
it is not recommended to do a live interview caused by Covid-19 outbreak,
552 553
a web - based survey instrument makes it easy and convenient to the
554
participants. Making our online survey with Google Form as the tool. In
addition, the academics had to use a dichotomous online survey questionnaire
for the independent variable and a Likert scale questionnaire for the
555
dependent, dividing it into 2 segments to evaluate their feedback and
determine the amount of BPO employees' engagement towards the measures
556
undertaken by their own administrators during the Covid-19 to retain their
557
productivity in accordance with its independent variables, work from home
setup, productivity impact, and data security compliance.
558 559
Table1. Respondent distribution based in BPO industry
Total Frequency
Percentage
Teleperformance
25
100
560 561
The Covid-19 was used as the independent variable, and five levels on a Likert
562
scale were used as the dependent variable in the scoring guide for the BPO
employee's satisfaction with the management's actions to keep them
563
productive. The following scales will be used:
Range of Means
Verbal Description
Interpretation
4.50 - 5.00
Always Expected
564
This indicates that the action taken by Business Process Outsourcing (BPO)
management amidst Covid-19 to keep the employees productive is Exemplary
and above the expected level.
3.00
Undecided
565 566
This indicates that the action taken by Business Process Outsourcing (BPO)
567 130 568
management amidst Covid-19 pandemic to keep the employees productive is to
570
be decided/pending.
3.50- 4.49
Sometimes Expected
571
This indicates that the action taken by Business Process Outsourcing (BPO)
management amidst Covid-19 to keep the employees productive is above the
expected level.
2.50- 3.49
Rare
572
This indicates that the action taken by Business Process Outsourcing (BPO)
management amidst Covid-19 to keep the employees productive is within the
expected level.
1.00- 2.49
Never
573
This indicates that the action taken by Business Process Outsourcing (BPO)
management amidst Covid-19 to keep the employees productive is below the
expected level.
The results that the research team gathered from the respondents will be
574 575
interpreted using the Likert scale..
Research Procedure
576
The data required to complete this investigation was gathered using the
appropriate procedures.:
577
Research team will request approval before beginning the study., "THE
578
EFFECTS OF COVID-19 PANDEMIC TO EMPLOYEE'S PRODUCTIVITY AMONG BPO
COMPANIES IN DAVAO CITY"
579 580
After these researchers received permission to perform the study.
581 582
Researcher would then move ahead to distribute the survey questionnaires to
4
the people who participated in the research.
583 584
Respondents' questionnaires will be collected for assessment..
585 586
Scoring and compiling of participants' responses.
587
In data processing and interpretation, the following methods were used.
588 589
Analysis of Variance (ANOVA) – These were done to assess whether there is a
590
statistically significant differences between UM instructors who teach via
597
helpful to indicate the relative frequency of survey replies and other data.
598 599
Frequency distributions are frequently displayed as tables, bar graphs, or pie
charts.
33
Chapter 3
The survey results are examined and analyzed in this chapter. In all, 100
participants participated in the study. The sequence of presentation of the
600 601
study's findings includes a list of the problem's remedies. Research was done
Sex
Male
48
48%
Female
52
52%
Length of Service (Months)
0-36 months
66
66%
37- 72 months
27
27%
34
4
4%
610 611
Level of Effects of Covid-19 Pandemic to Employee's Productivity Among
Business Process Outsourcing (BPO) Companies in Davao City
130
Table 2 illustrates the degree to which the Covid-19 Pandemic affected
employee productivity at Business Process Outsourcing (BPO) firms in Davao
612
City with regard to work-from-home arrangements. With an overall mean of
3.81 and a standard deviation of 0.65, employees generally agreed that their
130
employer immediately responded to the Covid-19 Pandemic by allowing them
613
to work from home. The overall mean of 4.18 and the 0.78 standard deviation
for the productivity impact indicate that even when workers work from home,
they are still productive and efficient.
614 615
Table 2. Level Of Effects of Covid-19 Pandemic to Employee's Productivity
Among Business Process Outsourcing (BPO) Companies in Davao City
Indicators
Mean
SD
Description Level
Work From Home Setup
3.81
0.65
Agree
Productivity Impact
4.18
0.78
Agree
Data Security Compliance
4.03
0.91
Agree
Overall Result
4.03
0.16
Agree
616
Significant Difference in The Level Of Effects of Covid-19 Pandemic on
617
Employee's Productivity Among Business Process Outsourcing (BPO)
Companies in Davao City When Grouped According to their Profile
Indicators
618
Sum Of Squar es
df
Mean Square
F
Sig
Decision on HO
Work From Home Setup
Between Group Within Group Total
0.040
41.960
42.000
1
98
99
0.040
0.428
0.094
0.760
Failed to Reject
2.908
62.332
65.240
1
98
99
2.908
0.636
4.572
0.035
Reject
0.016
66.744
66.760
1
98
99
0.016
0.681
0.024
0.877
Failed to Reject
619
Table 3 illustrates the significance between Business Process Outsourcing
(BPO) organizations in Davao City in the severity of the impacts of the Covid-19
epidemic on workers' productivity when grouped by their sex profiles. Work
620
from home setup implies that the null hypothesis will be accepted and that
621
there is no significant difference by showing a p-value of 0.760, which is higher
622
than the threshold of 0.05. The null hypothesis will be rejected in terms of the
respondent's sex since the productivity impact's p-value is less than the level
of significance of 0.05, indicating that substantial differences exist. Longer
term, productivity may grow to the degree that the crisis encourages wider and
wiser use of efficient telework methods, boosts employee productivity and
75
welfare, and lowers business expenses (Ozimek, 2020). A p-value of 0.877,
623
which is less than the criterion of significance of 0.05 in terms of data security
compliance, indicates that the null hypothesis will be accepted and that there
624
is no significant difference..
625
Table 4. Effects of Covid-19 Pandemic on Employee's Productivity Among
Business Process Outsourcing (BPO) Companies in Davao City When Grouped
Indicators
Sum Of Squares
df
Mean Square
F
Sig
Decision on HO
0.636
41.364
42.000
3
96
99
0.212
0.431
0.492
0.689
Failed to Reject
0.686
64.554
65.240
3
96
99
0.229
0.672
0.340
0.796
Failed to Reject
0.878
65.882
66.760
3
96
99
0.293
0.686
0.426
0.735
Failed to Reject
26-31
16
16%
32
6
6%
39
Chapter 4
632
The findings, conclusions, and recommendations from the study, "The Effects
633
of Covid-19 Pandemic to Employee's Productivity Among BPO Companies in
634
Davao City," are summarized in this chapter.
Summary
635
The following conclusions were drawn from the collected and examined data:
63
According to the respondents' gender profiles, 52% of people were women and
48% of men in the general population. The respondents reported having worked
between 0 and 36 months, with a proportion of
66. Second, a proportion of 27 between 37 and 72 months. Next, 73– 108
637 638
months with a 3 percent percentage. Lastly, with a lowest proportion of 4 for
the 109-up months.
130
The average score of the impacts of the COVID-19 pandemic on employee
productivity at business process outsourcing (BPO) firms in Davao City was
639 640
4.03, which on a descriptive level is classified as Agree. This indicates that
641
Davao City's BPO sectors have a work-from-home policy in place..
4,642
The findings of the research revealed that when business process outsourcing
643
(BPO) enterprises in Davao City were classified according to their profiles, there
was no statistically significant variation in the degree of impacts of the Covid
-19 pandemic on employees' productivity. Consequently, the theory was
644 645
rejected ..
40
Conclusions
The following conclusions are made based on the study's findings that were
646,647
discussed above:
When respondents were categorized based on their profiles, there was no
discernible difference in terms of respondents' age, gender, or duration of
648 649
service, hence the hypothesis was rejected.
When respondents are categorized according to their profile by sex, the
650 651
indicator demonstrates the relevance and has a substantial impact on the
employee's productivity among business process outsourcing (BPO)
652
organizations in Davao City that received the highest mean. This was consistent
with Schooley's findings. (2019) that there is still a great deal of work to be
done to reduce the gender gap despite growing visibility and debates about the
disparities women experience in the workplace.
Recommendation
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Casey, S. (2020, March 19). The surprising facts about working from home.
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Cecilia, E. (2020, January 30). How productive is Philippine labor? – The Manila
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Colina, A. L. (2020, March 26). Pandemic to impact tourism, BPO, says Davao
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tourism-bpo-says-davao- biz-leader/
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Courtney, E. (2020, December 28). The Benefits of Working From Home: Why
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Impact of COVID-19 on employees in the Philippines, May 2020. (2020, June 26).
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more at risk of "insider threats." Retrieved April 19, 2021, from Philstar.com
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Masayuki Morikawa. (2021, March 16). How does working from home affect
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APPENDIX A
Permission to Conduct Study
10
September 1, 2021
TO THE RESPONDENT
Davao City, Philippines
Dear Sir/Ma'am:
673
The University of Mindanao's Human Resource (HR) students are doing a study
674 675 676
on "The Effects Of Covid-19Pandemic To Employee's Productivity Among Bpo
677
Companies In Davao City." This is in line with our requirements in the subject,
Business Research-HR.
678 679,680
In order to collect information for our study, we are seeking for your permission
681
to conduct an online research survey on you. The information acquired is only
682 683
going to be utilized to finish this study; it won't be used for anything else.
Researcher
Sharrah Rizano
Researcher
Research Adviser
Approval:
Recommending JESSONREY F. SABADO, MBA
or
117-4045-2021
Research Coordinat Approved By:
VICENTE SALVADOR E. MANTAÑO,
DBA
Dean
APPENDIX B
APPENDIX C
APPENDIX D
Validation Sheet
APPENDIX E
Letter to Adviser
APPENDIX F
Letter to Statistician
APPENDIX G
APPENDIX H
Turnitin Results
APPENDIX I
Grammarly Certification
APPENDIX J
Tables
APPENDIX K
Curriculum Vitae
10. August 11; April 12; March 19; April 17; Text inconsistencies Correctness
January 30; April 5; December 28; April
13; September 29; April 18; December 9;
April 29; April 19; June 26; March 16;
June 15; February 5; 19 Sep; August 12;
June 8; April 12; April 19; September 1
clauses
48. To Prof. Jesson Rey F. Sabado, our class Unclear sentences Clarity
adviser and one of the panel members,
for guiding them through this research
and helping them improve this research
paper and statistician, for reviewing and
interpreting the data collected.
52. To the panels, Prof. Jesson Rey F. Sabado, Incomplete sentences Correctness
and Romeo G. Pajigal for their comments
on how to improve this work.
53. To our Families and Friends who have Intricate text Clarity
graciously supplied all of the resources
we require, as well as all of the support
and love we have received.
75. (Planday, 2020); (Niall McCarthy, 2019); Citation style options Correctness
(Cecilia, 2020); (Oxford, 2020); (Bloom et
al. 2015); (Gorlick, 2020); (Morikawa,
2020); (Eric Garton and Michael Mankins,
2020); (Intelligent Sourcing, 2020);
81. A longer week of work does not actually Unclear sentences Clarity
lead to greater production in many
countries around the world.
106. the rates of employment and labor Passive voice misuse Clarity
productivity must be improved
123. However, Colina, 2020 added that as the Hard-to-read text Clarity
corona virus continues to exist, it will
shut down many companies in all 6
Mindanao regions and creates a huge
focus on growth in tourism and business
process outsourcing (BPO) sectors, said
John Carlo Tria, chairman of the Davao
Chamber of Commerce and Indus…
143. quarantine policies were first enforced Passive voice misuse Clarity
clauses
166. Job seekers in remote areas and small Unclear sentences Clarity
towns who are looking for local
employment may find this to be
incredibly beneficial.
177. One group typically believes that people Unclear sentences Clarity
won't act, while the other group believes
that employees are comfortable and
more effective.
199. That is also why it is difficult to find solid Unclear sentences Clarity
information as to whether people at home
are more productive or not.
223. routine as when they first arrived at the Incomplete sentences Delivery
office.
285. they were being, or they are being Incomplete sentences Delivery
296. Weekly, clever assessment of the news is Passive voice misuse Clarity
provided by The Daily Discussion.
323. The majority of employees can actually Passive voice misuse Clarity
be trusted
354. This will allow us to develop strategies for Unclear sentences Clarity
restarting the economy and restoring
regular gains, she added.
(a/an/the/this, etc.)
390. Actions taken to stop the virus's spread Unclear sentences Clarity
and maybe save lives could have a
negative impact on human rights.
440. This entails, along with many other Unclear sentences Clarity
factors, taking proactive steps to
safeguard against malicious attacks to
and the stealing of personal collected
data.
495. As stated in the GDPR, the most recent Hard-to-read text Clarity
regulations apply stricter data security
and privacy regulations and establish
506. The findings of this study might be used Passive voice misuse Clarity
by BPO workers in Davao City to evaluate
their efficacy since they would be able to
analyze the caliber of their work and
contrast their productivity before and
after the Covid-19 epidemic.
509. In this chapter, the study design, the Unclear sentences Clarity
research instrument, the responder, and
the statistical analysis of the data are all
covered.
587. the following methods were used Passive voice misuse Clarity
622. The null hypothesis will be rejected Passive voice misuse Clarity
635. The following conclusions were drawn Passive voice misuse Clarity