Chapter 2

PRESENTATION, ANALYSIS AND INTERPRETATION OF DATA

This chapter deals with the presentation of the data gathered in this study, were then
subjected to appropriate statistical treatment and analyzed and interpreted accordingly.

Age Sex (Table Frequency Percent Length of Service Frequency Percent

(Table
1.2) (Table 1.3)
1.1) Frequency Percent
19 1 2.0 Male 14 27.45 2–9 16 31.4
20 1 2.0 Female 37 72.55 10 – 17 14 27.5
21 3 5.9 18 – 25 15 29.4
22 11 21.6 26 – 33 1 2
23 8 15.7 34 – 41 4 7.8
24 7 13.7 42 - 49 1 2
25 6 11.8
26 2 3.9
27 6 11.8
28 1 2.0
30 1 2.0
31 1 2.0
37 2 3.9
38 1 2.0
Total 51 100.0 51 100.0 51 100.0
RESPONDENT’S SOCIO-DEMOGRAPHIC PROFILE

(AGE, SEX AND LENGTH OF SERVICE)

Table 1

Table 1 displays the responders' profiles, which include their age, sex, and length
of service. In table 1.1, 21.6 percent of 51 respondents are under the age of 22,
indicating that the majority of employees are between the ages of 21 and 27. Table 1.2
and another element, Sex, demonstrate that the majority of employees are female, with
72.55 percent of total respondents being male and 27.45 males. According to table 1.3,
the majority of employees have a length of service of 2-9 months (31.4 percent),
followed by 18-25 months (29.4 percent) as shown in table 1.
 CAUSES OF WORKPLACE INTERPERSONAL CONFLICT AMONG BPO
EMPLOYEES

Table 2.1

Poor Communication Mean Description

1. I received consistent information from 3.80 Sometimes
my team leader.
2. We listen to each other’s sentiments. 3.55 Sometimes
3. I feel restricted to share my thoughts 2.33 Rarely
and feelings in the workplace.
4. I am confident that management 3.20 Sometimes
considers my ideas and concerns.
SECTION MEAN 3.22 Sometimes

Table 2.1 shows the impact of poor communication on employee performance in

selected BPOs in Tagbilaran City, with a mean score of 3.22 and translated as
"sometimes." This means that poor communication can occasionally lead to
interpersonal conflict in the workplace. Table 2.1 item 1, "I received consistent
information from my team leader," was described occasionally and received a mean of
3.80. This is most likely due to the team leader being too preoccupied to communicate
information. The findings revealed that the participants had inadequate communication
in the workplace, yet they sometimes listen to one other's thoughts and feel confident
that the management considers their ideas and concerns. Table item 3 was defined as
rarely, indicating that workplace participants rarely felt prevented from sharing their
views and feelings.

Table 2.2

Unhealthy Interdepartmental Competition Mean Description

1. There is stiff competition in the workplace 2.92 Rarely
2. Co-workers risk everything even good 2.08 Rarely
relationships with others in exchange of
money merit and recognition.
3. No support from teammates when I face 1.73 Never
difficulties at work
4. Competition improves my performance. 2.98 Rarely
SECTION MEAN 2.43 Rarely
 The impact on employee performance at selected BPOs in Tagbilaran City in
terms of "Unhealthy interdepartmental competition" with a mean score of 2.43 and
classified as "rarely" is reflected in Table 2.2. It also demonstrates that participants
rarely face intense competition at work, and co-worker risk everything, even excellent
relationships with others, in return for money, merit, and recognition. According to the
data, when participants face difficulties at work, they never receive no support from their
coworkers. Furthermore, the findings reveal that participants rarely improved their
performance through workplace competition. As a result, BPO personnel rarely faced
toxic interdepartmental competition.

Table 2.3

Shifting rotation in work schedule Mean Description

1. I find it difficult to adjust to the changing 3.08 Sometimes
shift schedules.
2. I am less effective on a graveyard or night 2.53 Rarely
shift.
3. My health and lifestyle affected by my job. 3.00 Sometimes
4. I am more motivated to work during the 2.75 Rarely
night.
SECTION MEAN 2.84 Rarely

Table 2.3 demonstrates the changing rotation of work schedules and the impact
on staff performance in selected Tagbilaran City BPOs, with a mean score of 2.84 and
being described as 'rarely'. This means that participants are rarely bothered by
scheduling changes. According to its findings for Item 1, 'I find it difficult to adjust to the
shifting shift schedule', with a mean of 3.08 as mentioned sometimes Item 2 has a mean
score of 2.53, showing that it is less successful on a graveyard or night shift described
as rarely. Item 3 is about how the relocation affects employees' health and lifestyle, and
it has a mean score of 3.00 as indicated rarely. Item 4, "I am more motivated to work at
night," illustrates that a mean of 2.84 is rarely used to explain this. As a result, the
shifting rotation of work can have a minor impact on employee performance.
Table 2.4
Differences in values Mean Description
1. Struggle in adapting values due to age 1.96 Never
gaps.
2. There is freedom of expression on 3.53 Sometimes
politics, religious beliefs, and etc.
3. I am not given a chance to express my 1.86
feelings and opinions or beliefs. Never

4. People respect individual differences. 3.71 Sometimes

SECTION MEAN 2.77 Rarely

Table 2.4 depicts the impact on employee performance in selected BPOs in

Tagbilaran City in terms of value differences with a mean score of 2.77 and described
as rarely. The challenge in adapting values owing to age gaps was stated as never in
table Item 1, meaning that it will have no effect on employees' performance in terms of
adapting values due to age difference. With a mean score of 3.83 for Item 2, it is stated
that there is freedom of speech on politics, religion, beliefs, and so on, as it is
sometimes noticed because employees are granted freedom of expression, religion,
and beliefs in their working environment. Furthermore, Item 3 is defined as never since
it has just 1.86 mean, and it states that "I am not given a chance to express my feelings,
opinions, or beliefs." Item 4 is described as individuals accept individual differences
because it has 3.71 mean. Item 4 indicated that individuals value individual differences;
it provides 3.71 mean sometimes describes. As a result, it is uncommon to find that
differences in values have an impact on employee performance.

Table 2.5
Poor leadership Mean Description
1. Team leader supports our decisions 3.61 Sometimes
during the coaching sessions.
2. Team leader always reprimands us 3.41 Sometimes
when we make mistakes or have low
performance.
3. Team leaders are less sensitive to the 2.53 Rarely
struggles of employees when reporting at
work.
4. Team leader provides constructive 3.37 Sometimes
criticisms and feedback on job
performance.
SECTION MEAN 3.23 Sometimes

Table 2.5 depicts the influence of Poor Leadership on employee performance in

selected BPOs in Tagbilaran City, with a mean score of 3.23 and classified as
sometimes. With a mean score of 3.61, table item 1 "Team leader supports our
decisions during the coaching sessions" was assessed as "sometimes, probably the
employee experience supports their decisions during the coaching sessions from their
team leader." When they make mistakes or perform poorly, their team leader always
reprimands them and provides constructive criticism and feedback on job performance.
With a mean score of 2.53 and a description of rarely, table item 3 "Team leaders are
less sensitive to the struggles of employees when reporting at work" demonstrates that
employees have fewer struggles when reporting at work because their team leader is
less sensitive. The findings indicate that it has an effect on staff performance in a few
Tagbilaran City BPOs.

Table 2.6
Stress Mean Description
1. I have sleeping difficulties 3.06 Sometimes
2. I fell the pressure of reporting at work 2.71 Rarely
3. I constantly sweat even if I am not 1.92 Never
working.
4. Lack of focus. 2.57 Rarely
SECTION MEAN 2.56 Rarely

Table 2.6 depicts the influence of stress on employee performance at selected

BPOs in Tagbilaran City, with a mean score of 2.56 and classed as rarely. In table item 1
"I have sleeping difficulties," with a mean score of 3.06 and a description of
"sometimes," the employee presumably experiences sleep difficulties owing to the
amount of hours worked, which sometimes affects their performance at work.
Employees rarely feel the pressure of reporting to work, sweating constantly while
working, and losing attention, indicating that stress has little effect on their performance
at work.

Table 2.7
Increase workloads Mean Description
1. My job is enriched due to additional 2.67 Rarely
workloads.
2. I find it unfair to have more workloads 2.67 Rarely
but receive the same pay.
3. I feel exhausted because of the 2.67 Rarely
increased workload
4. My performance declined because of 2.45 Rarely
having more assigned tasks.
SECTION MEAN 2.61 Rarely

Table 2.7 indicates the influence of increased workloads on staff performance in

selected BPOs in Tagbilaran City, with a mean score of 2.61 and described as rarely.
Table item 1 "My job is enriched due to additional workloads" was classified as rarely
with a mean score of 2.67, indicating that they are probably rarely given additional
workloads that would lead to the employee's job being enriched; it also shows that all of
the items were described as rarely, indicating that an increase in workloads has little
effect on the performance of the BPO's employee in Tagbilaran City.

Table 2.8
Lack of Collaboration and Work Mean Description
Dynamics
1. Open communication is encouraged in 3.65 Sometimes
the workplace.
2. There is a lack of teamwork in the 2.14 Rarely
workplace.
3. The management encourages us to 3.71 Sometimes
work professionally.
4. The company has a poor management 2.14 Rarely
culture.
SECTION MEAN 2.91 Rarely

The impacts of poor collaboration and dynamics on employee performance in a

sample of Tagbilaran City BPOs with a mean score of 2.91 and a rarely category are
shown in Table 2.8. With a mean score of 3.65 for table item 1 "Open communication is
encouraged in the workplace" and a mean score of 3.71 for table item 3 "The
management encourages to work professionally," it is likely that employees are
occasionally encouraged by their managers to always communicate, but to do so
professionally and to set aside any personal matters that may affect their performance.
Furthermore, the fact that the other two criteria were rarely cited illustrates the lack of
teamwork and a poor management culture in the Tagbilaran City BPOs that were
chosen.

Table 2.9
Unclear job expectations Mean Description
1. Roles are not clearly defined in the 1.92 Never
workplace.
2. The company has unfair job policies. 2.12 Rarely
3. There is job mismatch in the workplace. 2.06 Rarely
4. There is inconsistency in providing job 2.12 Rarely
responsibilities.
SECTION MEAN 2.05 Rarely

As shown in Table 2.9, the influence of unclear job expectations on employee

performance in selected BPOs in Tagbilaran City. Employees in general answered
"Rarely" with an average weighted mean of 2.05. This further demonstrates that unclear
job expectations rarely impact employee performance in selected BPOs in Tagbilaran
City. In Table 2.9 item 1 "Roles are not clearly defined in the workplace" with a mean
score of 1.92 and described as never, the employee has probably never impacted the
roles that are not clearly defined in the workplace. Table 2.9 item 3, "There is a job
mismatch in the workplace," with a mean score of 2.06 and classified as rarely, reveals
that just a few workers predict job mismatch in the workplace, and the result shows that
it rarely influences employee performance in chosen Tagbilaran City BPOs.

PERCEIVE IMPACTS OF INTERPERSONAL CONFLICT ON THE PERFORMANCE

OF SELECTED BPO EMPLOYEES

Table 3

Indicators Mean Description

Reduced productivity and efficiency due to 3 To a moderate extent

gossiping, bullying, harassment.

I find it difficult to cooperate or communicate 3 To a moderate extent

effectively when conflict arises.

Physical illness and other health issues that 3 To a moderate extent

weaken the immune system.

I easily feel demotivated when I argue with my 2 To a small extent

colleagues over little things.

I constantly overthink about organizational 2.71 To a small extent

changes or issues.

I am not satisfied with how the company treats 2.37 To a small extent
its employees.

I am easily affected due to decrease sales and 2 To a small extent

job performance.

I constantly think of resigning or leaving the 3 To a moderate extent

company.

I am physically, emotionally, and mentally 3 To a moderate extent

exhausted.

I have excessive absences due to workplace 2 To a small extent

pressure.

I am demotivated in attending workplace 3 To a moderate extent

activities.
 I am discouraged when there is no teamwork. 4 To a large extent

Lack of focus on things that are work-related. 3 To a moderate extent

I lost my confidence due to disagreements. 3 To a moderate extent

I have trust issues with my colleagues. 3 To a moderate extent

I have behavioral changes due to stress 3 To a moderate extent

I felt less important than others. 2 To a small extent

I regularly procrastinate. 3 To a moderate extent

I am frequent worrying. 3 To a moderate extent

I have sleeping problems. 3 To a moderate extent

I have loss of appetite. 3 To a moderate extent

Burnout 3 To a moderate extent

SECTION MEAN 2.82 To a small extent

Table 3 depicts how selected BPO employees assess the effects of interpersonal
conflict on their performance. We have 22 indicators and as shown in the table, the
indicator "I am discouraged when there is no teamwork" has the highest mean score of
4, which is defined as 'to a large extent'. This suggests that one of the effects of
workplace interpersonal conflict in selected BPO employees is being discouraged when
there is no teamwork. The majority of the indicators only describe to a limited or
small extent, which is obvious because our section mean is 2.82, which goes beneath to
a small extent. This suggests that the majority of these indicators have only minor
effects on interpersonal conflict at the workplace of the chosen BPO employees.
RELATIONSHIP BETWEEN THE RESPONDENT’S PROFILE AND THE PERCEIVED
IMPACTS OF INTERPERSONAL CONFLICT ON THE PERFORMANCE OF
SELECTED BPO EMPLOYEES

Table 4.1

TABLE DF X2 chiCRIT P-value Decision Interpretation

1
1.05
1.14
1.18
1.45
1.64
1.68
1.73
1.77
1.82
1.86
1.95
2.05
2.14
2.18
2.32
2.41
2.5
2.55
2.59 494 109.85 546.8136 1 Accept HO Insignificant
2.64
2.68
2.73
2.77
2.95
3
3.05
3.18
3.23
3.32
3.363
3.64
3.91
4.05
4.09
4.18
4.32
4.5
4.95
 Table 4.1 shows the results of the chi square test of interpersonal conflicts: their
impact on employee performance in selected Tagbilaran City BPOs, as well as their link
to age profile. The study produced a computed probability value of 1, which is greater
than the level of significance of 0.05. As a result, the null hypothesis is accepted. As a
result, it can be inferred that there is an insignificant difference between interpersonal
disputes and their impact on employee performance in selected Tagbilaran City BPOs
and age profile. It just demonstrates that there is no substantial relationship/difference
between age and interpersonal conflict in terms of how it affects employee performance.
Table 4.2

TABLE DF X2 chiCRIT P-value Decision Interpretation

1
1.05
1.14
1.18
1.45
1.64
1.68
1.73
1.77
1.82
1.86
1.95
2.05
2.14
2.18
2.32
2.41
2.5
2.55
36.6057
2.59 38 53.38354 0.53392 Accept HO Insignificant
9
2.64
2.68
2.73
2.77
2.95
3
3.05
3.18
3.23
3.32
3.36
3.64
3.91
4.05
4.09
4.18
4.32
4.5
4.95

Table 4.2 shows the results of the chi square test of interpersonal conflicts:
their impact on employee performance in selected Tagbilaran City BPOs, as well as
their link to sex profile. The study produced a computed probability value of 0.53392,
which is greater than the level of significance of 0.05. As a result, the null hypothesis is
accepted. As a result, it can be inferred that there is an insignificant difference between
interpersonal disputes and their impact on employee performance in selected
Tagbilaran City BPOs and sex profile. It just demonstrates that there is no substantial
relationship/difference between sex and interpersonal conflict in terms of how it affects
employee performance.

Table 4.3

TABLE DF X2 chiCRIT P-value Decision Interpretation

1
1.05
1.14
1.18
1.45
1.64
1.68
1.73
1.77
1.82
1.86
1.95
2.05
2.14
2.18
2.32
2.41
2.5
2.55
2.59 190 201.852 223.16 0.26441 Accept HO Insignificant
2.64
2.68
2.73
2.77
2.95
3
3.05
3.18
3.23
3.32
3.36
3.64
3.91
4.05
4.09
4.18
4.32
4.5
4.95

Table 4.3 shows the results of the chi square test of interpersonal conflicts:
their impact on employee performance in selected Tagbilaran City BPOs, as well as
their link to length of service of the employee. The study produced a computed
probability value of 0.26441, which is greater than the level of significance of 0.05. As a
result, the null hypothesis is accepted. As a result, it can be inferred that there is an
insignificant difference between interpersonal disputes and their impact on employee
performance in selected Tagbilaran City BPOs and length of service of the employee. It
just demonstrates that there is no substantial relationship/difference between length of
service and interpersonal conflict in terms of how it affects employee performance.

COMPANY’S COURSE OF ACTION IN DEALING WITH ITS EMPLOYEES’

INTERPERSONAL CONFLICTS

Table 5

Percentage of Overall
Statement Number of Responses Responses Percentage
1 38 8.90% 74.51%
2 41 9.60% 80.39%
3 42 9.84% 82.35%
4 41 9.60% 80.39%
5 27 6.32% 52.94%
6 35 8.20% 68.63%
7 34 7.96% 66.67%
8 42 9.84% 82.35%
9 15 3.51% 29.41%
10 33 7.73% 64.71%
11 44 10.30% 86.27%
12 34 7.96% 66.67%
13 1 0.23% 1.96%
Total: 427

Table 4 illustrates the percentage of responses of chosen BPO employees to the

perceived impacts or effects of interpersonal conflict. It is clear that statement 13
(others, course of action) received only one response, with a percentage of 0.23%
designated as the lowest in percentage of responses. Statement 11 (grant employees
with incentives and rewards) had the highest percentage of 10.30% in the percentage of
responses, with 44 responses. Furthermore, the table shows 1.96% as the lowest
percentage in the overall percentage. The highest percentage in the overall percentage
is 86.27%. As a result of the percentage results, statement 13 received the lowest
percentage and statement 11 received the highest percentage of perceived impacts or
effects of interpersonal conflict among selected BPO employees.