De La Salle University

Ramon V. del Rosario College of Business

Management and Organization Department

Endorsement Form – Integrative Action Research (IAR) Defense

S.E.E.D

Supporting Employee Empowerment and Development through

Establishing Performance Management Program
in Company M - Service Delivery Department

Submitted by:

Maria Monica Y. Borje

On July 19, 2019 during the 3rd trimester of AY2018-2019

Has been examined and approved for presentation to the IAR defense panel.

Dr. Maria Paquita D. Bonnet

Signature over printed name / Date
 Abstract

This research focuses on establishing a Performance Management Program for Company M -

Service Delivery Department. With the help of the action research methodologies, the team

was able to drill down the array of issues and identify the focal issue which is the lack of

employee job satisfaction. Professional services being the core of the business, resources are

the primary assets that drives the day to day operations and any negative movements

concerning these resources greatly impacts the organization. As the attrition rate increases

and with the objective of employee retention, the need for an answer becomes immediate.

Together with my collaborators, we have made use of the action research cycles to deeply

analyze the situation and come up with a concrete plan to address the issue. The

implementation was aided by the Performance Management Cycle from The Peak

Performance Center partnered with the change management model of Kurt Lewin to ensure

full effectiveness of the solution. Given the two failure attempts, the team was able to finally

succeed in the implementation of the foundational organizational needs keeping the newly

hired people in the company for almost two (2) years now. Moreover, the team was able to

identify that apart from the program having the foundational segment, there is also a need to

address a more pressing concern which deals with the formational needs of an employee.

Through the action research, the team was able to change the performance management cycle

to incorporate the self - actualization activities. Having both foundational and formational

segments ensured an end to end solution to the focal issue. With the program in place, the

employee is able to establish the core that drives him/her to work and achieve positive results.

Along with it, contribute in influencing others in doing the same practice, ​“Teach

minds,Touch Hearts, Transform Lives” ​by St. John Baptist De La Salle.

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 List of Figures

Figure 1 : Service Delivery Department Organizational Chart 13

Figure 2: Areas of Performance 28

Figure 3: Performance Management Cycle 28

Figure 4: Action Research Cycle 33

Figure 5: Spiral of Action Research Cycle 34

Figure 6: General Empirical Method 38

Figure 7: ORJI Framework 38

Figure 8: Ladder of Inference 40

Figure 9: Kurt Lewin’s Change Management Model 43

Figure 10: Action Research Cycle 1- 5 WHYs 46

Figure 11: Action Research Cycle 1 - Force Field Analysis 47

Figure 12: Action Research Cycle 2- 5 WHYs 52

Figure 13: Action Research Cycle 2 - Force Field Analysis 52

Figure 14: Proposed Performance Management Cycle 79

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 List of Tables

Table 1: Performance Planning and Development Variables 24

Table 2: Employees Involvement and Empowerment Variables 25

Table 3: Organization - Employee Rapport Variables 26

Table 4: List of Collaborators 36

Table 5: Intervention Activity Monitoring Sheet - Cycle 1 48

Table 6: Performance Management Program Cycle 1 49

Table 7: Intervention Activity Monitoring Sheet - Cycle 2 54

Table 8: List of Documentations 60

Table 9: Outline of Service Delivery Department Performance 62

Management

Table 10: Final Outline of Service Delivery Department Performance 69

Management Program

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 Acknowledgements

First and foremost, I would like to give gratitude to almighty God, for all the

unknown works He continuously does so I may possibly be the best version of myself, -for

our loved ones, for our community, and ultimately, for His glory.

I would also like to thank my family and friends for the trust and support during the

completion of this requirement that forms part of my experience in accomplishing my MBA.

You continue to inspire me to be the best version of myself. To my parents and siblings for

the unconditional love and understanding.You are the reason for me to strive harder. To my

hubby, your truly an inspiration. your love, understanding and patience made me strong in

my doubting moments. To Tito Gomer and Tita Jean for all your love, care and support.

I would also like to thank my collaborators, you’ve touched my life more than you

guys know, my colleagues for sharing me their experiences in every project that they have

handled. My immediate superior, Mr. Sherwin Torres for being understanding in times that I

need to adjust the time going to work because I need to finish my term paper. To our COO,

Mr. Dave De Leon, not only have you been a good mentor to me, but you have taught me

how to mentor other people. Thank you for being such a great role model.

Lastly, I would like to thank my mentor, ​Dr. Maria Paquita D. Bonnet ​of De La Salle

University RVR COB. Her inspiring and systematic method of encouraging knowledge and

wisdom guided me towards an enlightened understanding of the IAR concepts, techniques

and methodologies work in the corporate industry. She has always made herself approachable

through personal and online queries in times we needed guidance.

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 Table of Contents

Abstract 1

List of Figures 2

List of Tables 3

Acknowledgements 4

Purpose and Rationale 7

Background and Context 9

Industry Background 9
Profile of the Organization 10
Organization Chart 12
Array of Issues 14
Focal Issue 17
Review of Related Literature 19
Conceptual Framework 28
Action Research Project 29

Methodology and Methods of Inquiry 31

Action Research Cycle 32
Data Generation and Reflection Process Tools 37
General Empirical Method 37
ORJI Framework 39
The Ladder of Inference 40
Change Management Strategy 42
Role Duality 43
Organizational Politics and Ethics 44
Action Research Cycle 1 45
Constructing 45
Taking Action 48
Evaluating Action 50
Action Research Cycle 2 51
Constructing 51
Planning Action 53
Taking Action 54
Evaluation Action 55
Summary of Activities and Interventions 55

Stories and Outcomes 56

Outcomes 56

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 Story of Action Research Cycle 1 57
Outcome 57
Story 58
Story of Action Research Cycle 2 63
Outcome 63
Story 64

Meta Learning and Self Reflection 70

Content 73
Process 74
Premise 75

Extrapolation to a Broader Context and Articulation of Usable Knowledge 76

References 82

Appendix 84
Action Research Cycle 1 85
Ladder of Inference 85
ORJI 86
Second Person Inquiry - Resigned Employee 87
Second Person Inquiry - Existing Employee 88
Journal #1 89
Journal #2 89
Forms: 90
Action Research Cycle 2 93
Ladder of Inference 93
ORJI 94
Journal #1 94
Forms 95
Activities - Feedback 99
Activities - 2 years ago reflection 100
Informed Consents 101

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I. Purpose and Rationale

As the technology industry continuously evolves, the need for competitive resources

progresses. The success of any organization depends upon the commitment of its employees.

Attracting and retaining the right people in the right jobs, with the right skills and attitude is a

recipe for success in today's ever competitive environment. Organizations expect excellent

performances from its employees and employees expects something in return from the

organization as well. A performance management program comes into play as an important

recipe for the success of not only the organization but the employee as well. This is a tool to

establish the foundation of an employee in terms of goal setting, improvement and honing

skill sets and continuously monitoring of progress . The establishment of performance

management program will also build the level of confidence and will set the career path of

the employee which will be beneficial to them in the future.

Performance Management in the workplace is defined as the “process of creating a

work environment or setting in which people are enabled to perform to the best of their

abilities” (Heathfield, 2018). This would cover the end to end employee journey in the

company starting from job inception until the time the employee leaves the company.

“Performance management defines your interaction with an employee at every step of the

way in between these major life cycle occurrences. Performance management makes every

interaction opportunity with an employee into a learning occasion.” (Heathfield, 2018)

Given that the employer - employee relationship evolves in a lot of expectations, it is

imperative to establish a basis that would say how well an employee performs but more

importantly how well the employee is being molded not only to achieve targets but become

the company’s greatest asset through their skills and well-being.

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 In an article by Lynda Gratton (2010), she tackled the importance of people in an

organization. The article entitled “The new agenda: putting people at the heart of corporate

purpose” mentioned: “The new sources of sustainable competitive advantage available to

organizations have people at the center-- their creativity and talent, their inspirations and

hopes, their dreams and excitement. The companies that flourish in this decade will do so

because they are able to provide meaning and purpose, a context and frame that encourages

individual potential to flourish and grow.“

Most importantly, this action research is guided by three statements from the RVR code of

ethics:

1. As a business leader, my purpose is to lead people and manage resources to promote

human development and the common good and to create value that no single

individual can create alone.

2. I will manage with loyalty and care and will not advance my personal interests at the

expense of my enterprise or society.

3. In exercising my professional duties according to these principles, I recognize that my

behavior must set an example of integrity, eliciting trust and esteem from those I serve.

I will remain accountable to my peers and to society for my actions and for upholding

these standards.

I have chosen these 3 statements because it summarizes

not only my personal mission but our group as well.

The journey into which this action research would take

me would go as far as what my eyes cannot see and as

far as my hand cannot reach. This would enable me to

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exercise leading by example and influence the life of my co-workers and those people I

interact with. This now becomes not just an organizational development or change, but a

personal mission. Through this action research, I will be able to contribute to the success of

our organization, and most importantly the success of the people in my team. This paper will

not only be ONE journey but the journey of TEN which will cascade to be the journey of

FIFTY until it becomes a HUNDRED.

“The journey of a thousand miles begins with one step” - Lao Tzu

“Example makes a much GREATER impression on the MIND and HEART than words” -

St. John Baptist De La Salle

II. Background and Context

Industry Background

The Information Technology - Business Process Management (IT-BPM) industry is

one of the fastest growing Information-Communication Technology (ICT) industries in the

Philippines. This growth can be attributed to more SMEs preferring cloud services at lower

cost alternatives to more expensive software licenses (Export.gov, 2017). The IT-BPM

industry is driving the growth of the hardware, software, services and cloud opportunities as

more offices are opened. This has created the need for more mid-skilled jobs and high-skilled

services. The industry has a very positive outlook. According to Samson (2017), this industry

will continue to grow and IDC Philippines have predicted that by 2018, 25 percent of

Philippine organizations will have dedicated digital transformation/innovation teams and 60

percent of customer support interactions will be digitalized and occur in online communities.

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Profile of the Organization

Company M is a service oriented company which offers a wide variety of business

solutions, from managed data centers to telecommunications and cloud services across local

and regional enterprises. One of the company’s major offerings are Google and Salesforce

and , a cloud based email and collaboration product. To date, Company M has approximately

350++ customers comprising of small, medium and large scale enterprises in a wide variety

of e-category: capabilities, manufacturing, retail and food. It is the Philippines' first Cloud

Services Provider that operates its own state-of-the-art Data Center facilities and international

network infrastructure.

With over a decade of success in empowering business through our data center and

connectivity expertise, as well as growing partnerships with global leaders in cloud

computing, data communications and Internet security, Company M has built lasting business

relationships with customers, enabling them to transform digitally, disrupt markets and

exceed business goals​.

With customer satisfaction as the foundation of our organization, and our international

certifications for Quality Management Systems (ISO 9001:2015) and Information Security

Management Systems (ISO 27001:2013), Company M is committed to consistently

delivering game-changing business solutions and managed services with a customer-first

mindset.

They are known in the business not only as a Telco provider but also as a service

provider of cloud applications and professional services. The specialization of the company

in terms of professional services stems in two major cloud applications, Google and

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Salesforce. As a deployment arm of the two well known email platform and CRM tool

worldwide, the company’s resources has the technical capabilities to execute and end to end

solution from initiation, planning, design, development, deployment and adaption. Although

the company has a wide range of services to offer in terms of cloud applications, it takes its

pride in terms of deployment and innovation. The company is serious in providing the

solution that is fit for customer needs and ensures that it sees through even when the project

is already completed.

The life cycle of each service starts upon conceptualization, passing through a series

of studies conducted by our marketing group, it will be released to our sales department then

passed on to the Service Delivery Department once the account has been won. In the IT

consulting industry, aside from price, the skills of the consultants plays a big role in customer

decision making. The skills establish the credibility and creates a feeling of security as the

risk of project failure is reduced.

In doing the project, three (3) major aspects are being monitored, scope, timeline and

budget. The major control point to stabilize the three would be the project resources. During

the project kick off, the resource engaged in a particular project is being introduced from the

project manager, functional consultant, technical consultant and change manager. Each

resource has specific tasks where man hours are being tagged. The man hour is the basis for

timeline and budget while the capability of the consultant dictates the completion of the

scope. During the course of the project, the consultant reports to the project manager who is

responsible for monitoring the project deliverables and makes sure that each task is

completed based on the agreed timeline and scope. The change manager on the other hand

ensures readiness, communication and training for users. The project team works hand in

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hand to secure project success and good customer feedback. Once a milestone has been

completed, the project manager then coordinates with Finance for the processing of billing,

this is when the revenue is recognized.

The success of each project based on the organizational objective is good customer

feedback. Once the project is declared complete and has been signed off, a survey will be sent

to know what the customer has to say about the experience during deployment.

The Service Delivery Department has been very competitive in providing

professional consulting and deployment services. The companies where the team had

deployed continuous to purchase project engagements with the group because of the

relationship that was established during the implementation phase. Having said that, it is a

proven fact that the heart of the business requires skilled people, those who possess the

qualities of a change agent and those who have the passion and the grit to make things

happen.

“ The real opportunity for success lies in the people not in the job” - Zig Ziglar

Organization Chart

If you look at the company profile of Company M, its leadership comprises of skilled

individuals who has extensive experience in the IT and Telecommunications. Our president,

provides us with the strategic leadership while our COO, ensures the efficiency of the

business. Our Director for Marketing, is leading the creative force of our organization, his

team works with our Head for Customer and Revenue Group, who is responsible for planning

and implementing sales strategies. I report to the Director for Delivery and Customer

Experience Group. As a function head, I am responsible for providing good customer

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experience through proper execution of solutions required by the customer. As the

deployment arm of cloud applications, the perception of the customer to the people is the

same as that of the company thus, ensuring a well-equipped, satisfied and happy workforce

will ensure success of services. The team currently comprises of ten (10) people, a mix of

project managers, functional consultants, technical consultants and change managers.

Figure 1. Service Delivery Department Organization Chart

(Company M , Organization Chart Documents)

My role in the organization is both challenging and fun at the same time. There is a

sense of achievement in every project that I finish. In monitoring the improvement of one

organization in terms of process and technology not to mention, the ability to help out people

through skills improvement, coach the team about deployment best practices and ensuring

that our people are equipped with the right skills, behaviour and mindset. It compensates

growth in both aspects of career and personal. It also contributes in boosting the value of

empathy, leadership, belief in others and inner harmony in me.

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Array of Issues

The year I started working in Company M was the same year when the team is

struggling. The pioneer employees have decided to go and look for other opportunities, the

question about the direction of the company, where it wants to go, what can it offer to its

employees was left unanswered in the minds of those who left. Different people, same

question. The confusing part about it was, even if the company has its vision and mission,

clear objectives on where it is headed, people still ask the same questions over and over again

● Does management have plans for us?

● What is the direction?

● Where are we heading?

● What is the purpose of staying here in the company?

With this, I have initiated two (2) ways of gathering information from different

sources. The first tool was a survey. The questions in this survey was designed to get the

feedback of our unit heads and internal customers. These people are the ones we interact

with in fulfilling the organizational goals. Second is a planning session with the employees of

the Service Delivery Department team , the objective of this session is to get their point of

view on how we can improve the team. Based on the result of the survey and the planning

session, the following issues were identified:

From the point of view of the management team of our division.

Attrition rate is high: ​The pioneer employees who were trained in Salesforce and Google

left the company. And since the business is centered on providing services, attrition became a

problem. The products that Company M can offer in relation to services became limited

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because of the lack in capacity and capability of the resources. Several questions arise as the

concern becomes visible to management

● How are we going to get opportunities in the market and win deals if we do not

have experienced resources?

● What seems to be the reason why people choose to leave?

● What do they want?

Low level employee motivation: ​Based on the conversation that I had with one of my

collaborators, this is evident because of how people behave in the workplace.

● Goes to the office late and would always want to leave early

● Shows no excitement when being assigned to projects

● Shows no interest in sharing ideas during brainstorming sessions

● Very vocal in expressing their thoughts of looking for another company.

No proper documentation on the team’s job level: The employees in our unit is not aware

of their job levels simply because there is no defined job levels. It was discussed that in order

to encourage accountability and coaching amongst team members, job levels should be

established.

No proper documentation of job description: ​The job description document is not

mandatory when preparing for a manpower request. Thus, most of the time, the applicant is

not aware of its content.

Lack of job satisfaction: ​Given that the employees of Service Delivery Department are

experiencing confusion in what they need to accomplish, has a low level of motivation and is

vocal in looking for another company, job satisfaction is evidently questionable.

From the point of view of our internal customers.

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Lack of skills: The team needs to have their skills honed for the task that they are assigned

to. Most of the time there is a need to explain what the expectations are and how it is to be

executed.

Inability to demonstrate clarity: The consultant should be able to state clearly what the

deliverables are in a project, who will deliver, and when. The team is scattered and they have

no go to document to remind them of a RACI. If there is one, it is followed or the team is not

aware. There is no standard action for common issues/scenarios.

Lack of communication: The correct people are not informed about the project status,

pending items, and issues that have arisen. There should be an interaction /discussion of all

the details of the product/services internally. The AM's should be updated about what is

happening to the project including the completed milestones.

From the point of view of the employees in Service Delivery Department

Lack of putting meaning to performance measures: ​Our company has a yearly

performance appraisal. KPIs are used as a basis to evaluate employee performance. The result

is also discussed with the concerned employee, but after all the discussions and once the

evaluation is submitted to HR, no follow ups are made and there are no concrete plans to

address the KPI where the employee is failing.As a result, the employee doesn’t give much

importance on where they are being measured, the aspects of evaluation and the

improvements that needs to take place.

No career development plan: ​During the conversation that I had with one of my

subordinates, she was honest enough to share with me her thoughts about her confusion with

what she needs to achieve and improve. This is when I realized that there is indeed a need for

a career development plan. In the matter of discussion, several people in my team express the

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same feeling. They are even asking themselves if this is really the career for them and if they

still see themselves doing these 5 years from now.

No career progression plan: ​I honestly didn’t expect that my collaborators would raise this

as a concern. From the company where I was before, promotion is automatic based on the

performance appraisal. The situation with Company M is different because the performance

appraisal is not the basis of promotion. There were two senior guys who were left in my team

after all the pioneer consultants left. They answered the survey that I sent and when we

discussed, both of them asked me one question, “ What do I need to do to get promoted.'' This

struck me because I thought I know what the answer is but apparently, the performance

appraisal is not really the document that would address their concerns.

Lack of appreciation in employee’s achievements: ​Employees are not recognized for their

achievements. As a result, employees, in this case people in our team doesn’t feel that they

are appreciated.

Focal Issue

I must admit that the process of identifying the focal issue is not easy. As the person

in-charge of ensuring that operations works well, employee satisfaction should be the top

most priority as the resources are our greatest asset. I started with questioning what

experience in my team do I need to change? What has been going on that puzzles me a lot?

And what are the issues or anomalies that I am experiencing that given the chance I wish to

address? I came up with the list but was not really satisfied and so I asked myself

So what?.. So What?... So what...

● If we have an organizational structure?

● If we have job description

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 ● If they know their current job level?

● If their performance is being measured?

● If there is a plan to improve their skills

● If their salary will be increased? Will they be satisfied?

● If management is aware of their accomplishments? Is there an impact

to their work?

● If they accomplish all that is expected of them? Will they have a

chance for promotion?

Having all of this in mind, I’ve realized that I cannot really decipher the main issue

alone. At this point, I have decided to seek the help of the management team in our division

and the team members of Service Delivery Department since they are directly involved. A

survey has been initially created for the management team to answer and share their thoughts

regarding the issues that we need to address while a planning session was conducted within

the Service Delivery Department team; after which, we have deliberated on all identified

issues and collaboratively came up with 4 major points.

1. Lack of building foundational blocks for the employees of Service Delivery

Department

2. Monitoring of employee behaviour and performance

3. Reviewing employee output

4. Providing recognition and reward for employee achievements.

The group have agreed during the deliberation that the four (4) identified points were

leaning towards ensuring employee performance. While the team reviewed the array of issues

we’ve identified using two (2) different tools, our group comprising of the management team

and the Service Delivery Department team members have then came with a conclusion that

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 we are having problems with

employee job satisfaction. We

have discussed that when there is

job satisfaction, all of our issues

will be addressed and will secure a

well-oiled business operations. It

was evident from the response of the people interacting with and people within the team that

there is a lack of establishing a program that will store the standards of measuring not

only the deliverables but would also serve as a basis in providing support to improve

employee’s capacity to deliver and to continuously learn. There should also be a means

to monitor output in order to reward employees who exceeds expected performance.

What may seem to be a very trivial issue has big impact to the day to day operations

because of its end to end effect in the entire process. There is a sense of urgency to act on

this issue not only to prevent attrition but to empower the people in the team. This is the start,

the building foundation in creating a competitive advantage as an employer, a family oriented

culture.

Review of Related Literature

There are a lot of articles that tackles employee-management relationships, employee

satisfaction and employee relations.The focal issue that needs to be addressed is the lack of

employee satisfaction. There is a need to ensure that the employees in the unit of Service

Delivery Department are empowered, well supported in terms of career and appreciated. Job

satisfaction is defined as “ the extent to which an employee feels self-motivated, content &

satisfied with his/her job. Job satisfaction happens when an employee feels he or she is

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having job stability, career growth and a comfortable work life balance. This implies that the

employee is having satisfaction at job as the work meets the expectations of the individual

(HR- MBA Skool." Accessed 25 May. 2019). Moreover, the article also suggested six (6) major

factors that contributes to job satisfaction that is:

1. Compensation and Working conditions

2. Work life balance

3. Respect and Recognition

4. Job security

5. Challenges

6. Career growth

It was also highlighted that the employer would benefit a lot from employees who are

satisfied in the workplace. To quote “For an employer, job satisfaction for an employee is an

important aspect to get the best out of them. A satisfied employee always contributes more to

the company, helps control ​attrition & helps the company grow. Employers need to ensure a

good ​job description to attract employees and constantly give opportunities to individuals to

learn and grow.”

The positive effects of job satisfaction include:

1. More efficiency of employees in the workplace if they are satisfied with their job.

2. Higher employee loyalty leading to more commitment.

3. Job satisfaction of employees eventually results in higher profits for companies.

4. High employee retention is possible if employees are happy.

These factors, although related to the psychology of the employee should be evaluated

and measured properly in order to achieve good results. Measuring employee performance is

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complementary to achieving job satisfaction. This will send the signal to the employees that

the achievements they’re making will be known to the management and in return will be

rewarded while the portion that needs improvement will be dealt with proper guidance and

support ​(“HR- MBA Skool." Accessed 25 May 2019) . Villanova University released an article

emphasizing the importance of job satisfaction in the workplace. According to the study, if

this factor is achieved by the company there will be low turnover rates and high productivity

among employees this would then contribute to increased profits.Most importantly, there will

be ​Loyalty which is “when employees feel the company has their best interests at heart, they

often support its mission and work hard to help achieve its objectives. And, they may be more

likely to tell their friends, which helps spread goodwill.” ​(Villanova,Retrieved May 26, 2019). A

lot of companies were able to recover from setbacks because of their employees. As the civil

engineer of Shell Group of Companies, Mr. Cesar A Buenaventura shared in the book

Winning: Management Lessons outside the Classroom, making the employees proud of the

company is very important because “ The most unpredictable resource is not money and

materials, but manpower”. Mr. Buenaventura also shared that the company “ should share

with workers so they don’t feel exploited. You have to make them proud of the company .

You should not treat them as a commodity.” This is proven to be true as the article in

Entrepreneur India also made a release on the reason “why job satisfaction is an important

phenomenon in the vicious circle” The article placed its emphasis on the short term and long

term vision of making employee satisfaction matter. “Employee satisfaction needs to be

treated with both short and long-term vision. In the short term, it is directly linked to attrition

and employee-organization match. It is important that people perceive the company in a

positive light in their early days of being employed, else it would not take long for them to

look for a change. In the long term, it is more damaging when an employee is not satisfied

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but continues to work with an organization due to other reasons. The employee starts to look

for reasons to dislike the company more. For example, if a bad appraisal is the core reason

behind her disappointment, the employee might then perceive that there is favoritism or that

the company does not treat her as a valuable asset. Such impressions corrode the value an

employee places on the company and this gets projected extrinsically, often among an

audience with whom the equity of the organization gets affected.

A dissatisfied employee expresses her negative perceptions more in external forums

than internal ones, for fear of repercussions. And when an existing employee speaks ill of the

company, it reduces the prospects of the listener to join the company and the reputation of the

organization is impacted. Hence it is also important that HR identify such employees and

work towards alleviating their problems and converting negative impressions to positive

ones.” Bathena, Z. (2018, March 18). Now that the importance of employee job satisfaction is

established, what are the factors needed to achieve it? There are different pointers given in

achieving job satisfaction and employee engagement. There was a process discussed in the

article of The PRIDE System by chart your course. In the article, the list below should be

done in order to engage employees and make them satisfied.

● Provide a positive working environment

● Reward and recognition

● Involve and increase employee engagement

● Develop the skills and potential of your workforce

● Evaluate and measure job satisfaction

“No matter how much you ​love your job​, love your employer, and love your life, sometimes

you just feel weary. In recent years, work has expanded as fewer employees work harder and

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longer.Employer expectations have escalated as competition increased. The pace of change is

relentless and growing. You struggle to maintain a ​work-life balance while increasing your

job satisfaction and efficacy.”(Heathfield,2019) What is striking about the article is the

explanation regarding developing a supportive relationship with your boss. It was mentioned

that in order to achieve full satisfaction at work, one has to communicate, interact and get

feedback from your immediate superior in order to negotiate outcomes and deliverables.

(Heathfield,2019). Another striking tip in the article is to be a force of change. One of the

things that encourages satisfaction at work is continuous learning as Heathfield mentioned

“Ask for expanded and enriched job responsibilities. Consider a ​transfer to expand your

knowledge, experience, and options (Heathfield,2019). The interaction, continuous learning,

reward and recognition, development of skills, evaluation of measures for job satisfaction

when put together requires managing of performance. When job satisfaction is being related

to performance management in a study made by University Library Professionals in

Mangalore, Karnataka India, it states that “ A highly satisfied employee need not necessarily

be a profound performer. However, an employee, who is dissatisfied, can cause irreparable

damage to organizational effectiveness. Performance management system should be based on

ideological underpinnings and a holistic context by strengthening the linkages among the key

components such as performance planning, performance execution, performance appraisal,

recognition and reward, and performance improvement on a continuous basis” (Malliah,

2019). This study explains the factors that a performance management program addresses

and would unleash the full potential of an employee (Malliah, 2019). In the conceptual

framework shared in the study, “the most effective way to win the loyalty of employees is to

make them feel that their work or effort is important and being appreciated” (Malliah, 2019).

This should be balanced by a coaching attitude coming from the head of the unit. It was

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determined that in order to achieve satisfaction rating from employees, positive motivation

should be established. When there is positive motivation, morale, commitment and emotional

identification with the organization will automatically follow. “ The employee so motivated

would surely contribute his/her best to serve the user”. Furthermore, the study

mentioned that the question of motivation, morale and commitment and its impact on

performance has been found to be greatly significant in service oriented businesses (Malliah,

2019)​. The same article suggested two variables as the development component of

performance management. First is the appropriate and timely performance feedback about

the potential of the employee’s for higher-level jobs, Second is the practicing job rotation

as a tool to develop employees potential in new areas. In the table presented below, in

order to achieve great output on the two above mentioned outcomes three (3) factors are

being taken into consideration:

1. Performance Planning and Development ​- measures the attributes of employee’s work

performance. This involves the key performance areas identified for each employee in

their respective organization (Malliah, 2019)​.

Table 1. Performance Planning and Development Variables

(Performance Management and Job Satisfaction of University Library Professionals in Karnataka: A
Study, by Mallaiah T.Y., 2008)

2. Employee’s Involvement and Empowerment ​- acknowledges mechanism of

continuously improving organisational performance and effectiveness. Employee’s

24
 participation and organisational communication are the vehicles ensuring effective

involvement and empowerment of employees. Table 4 depicts that most of the

respondents indicated that employees’ participation was sought in all matters

pertaining to the work and goals of their respective organisation (0.891

loading).

Table 2. Employee Involvement and Empowerment Variables

(Performance Management and Job Satisfaction of University Library Professionals in Karnataka: A
Study, by Mallaiah T.Y., 2008)

3. Organization - Employee Rapport ​- considered as a prerequisite for effectively

managing work performance and organisational effectiveness. (Malliah, 2019)

tackled ‘organisation-employee rapport’ is viewed as a construct made up of

three variables, namely, a sense of pride in the quality of work, mechanisms for

interacting with top management if need be, and discussing performance and

targets with the subordinates by the immediate superiors (Table 5) . Table 5

shows that majority of the respondents indicated that every employee in his/her

organisation enjoyed a sense of pride in the quality of the work accomplished

(0.834 loading). Some of the respondents also reported the presence of certain

mechanisms(e.g. open-door policy) for employees at all levels to meet their top

officers in case they wished to doso (0.664 loading). Finally, a few

respondents stated the practice of regularly discussing performance and targets

with subordinates by the senior officers in their respective organisations (0.594

25
 loading) helped them a lot. Therefore, organisation-employee rapport should be

considered as an integral part of human resource.

Table 3. Organization-Employee Rapport Variables from

(Performance Management and Job Satisfaction of University Library Professionals in Karnataka: A
Study,” by Mallaiah T.Y., 2008)

It is clear and evident in the result of the study conducted by Mallaiah, T. for the Library

Professionals in Karnataka that performance management is not merely a performance

appraisal activity. Performance Management is a cycle and a process that involves planning,

monitoring and reviewing employee capability, behaviour and performance. The relevance of

completing the three (3) cycles in achieving job satisfaction comprises 75% of the overall

process in performance management. In an article released by Talent Lyft, the key to

employee satisfaction relies on employee recognition. According to their source, office vibe,

82% of employees think it’s better to give someone praise than a gift. Genuine praise and

time and attention given by the manager to the work of an employee through recognition is

simply showing your employees that you notice and appreciate their hard work ​(TalentLyft,

Retrieved June 15, 2019)​. In addition, Calvin Mzwenhlanhla Mabaso and Bongani Innocent

Dlamini also released an article in Science Alert that tackles the impact of rewards to job

satisfaction through compensation and benefits. According to the study, high job satisfaction

will increase the productivity of an organization, in turn increasing the overall organizational

performance (Mabaso and Dlamini, 2017). If the organization would want to establish a name

26
in the industry, they must first work on building the loyalty of their employees. This can only

be done through a good compensation and benefits package. They’ve described compensation

as an important role in determining an employee's level of job satisfaction (SciAlert , 2019).

Furthermore, they have discussed that rewarding employees have been linked to job

satisfaction although the manner of implementation varies from private to public enterprises.

In most companies, the major drive for the productivity of the employee is compensation. As

stated in the study, Compensation is a useful instrument in the hands of the management to

contribute to the organisational effectiveness and can impact positively on the behaviour and

productivity of employees. However, compensation determines the attraction and retention of

employees to attain organisation objectives. (Adeoye and Fields, 2014) attested that

compensation is a major factor in attracting and retaining staff. To attract, retain and be

profitable, organisations need innovative reward systems that satisfy employees. (Nel, P.S.,

A. Werner, P. Poisat, T. Sono, A.J. Du Plessis and O. Nqalo, 2011). stated that unfavorable

working conditions and unattractive remuneration packages have in most industries led to

skills migration. Numerous researchers forecast that talent shortages are going to increase

well into the next decade, which will limit the ability of organisations to expand and will

jeopardize their chances of survival as global competition becomes more intense (SciAlert ,

2019). Given that there are several studies that shows rewards and recognition as one of the

factors that contributes to an increase in employee job satisfaction, completion of the entire

cycle is imperative to achieve organizational success. Setting plans in order to align

performance expectations, proper monitoring to check if targets are being achieved,

reviewing the achievements of the employee and reward those who exceeds expectations is

necessary not only for the company’s benefit but more importantly for the employees.

27
Conceptual Framework

The cycles covering this action research involved the use of The Peak Performance

Center’s model for performance management. Like Company M, The Peak Performance

Center is an Australian based company that provides resources to organizations through

assistance in solving performance problems and at the same time also help in realizing

performance related opportunities. The center comprises of three (3) different areas:

Figure 2. Areas of Performance from

(The Peak Performance Center - Distinct Areas of Performance. Retreived from
http://thepeakperformancecenter.com/about-us/company-structure/​)

Their performance management service belongs to the business sector (​The Peak

Performance Center,2019)​. The Performance Management Cycle involves four (4) stages:

Planning, Monitoring, Reviewing and Rewarding.

Figure 3. The Performance Management Cycle

(The Peak Performance Center - Distinct Areas of Performance.” Retreived from
http://thepeakperformancecenter.com/about-us/company-structure/​)

28
 The cycle may look very simple but each component comprises criticality in

execution. ​Planning involves setting of performance expectations and aligning the

organizational goals of the unit and employees within

the unit to create a performance plan and in still

direction and focus. ​Monitoring on the other hand

supports the execution of the plan and ensures that

whatever is written shall be executed. The measurement

of performance is part of this stage and would show the

employees their track against the organizational goals. ​Reviewing ​means assessing their

performance of each employee towards the goals that they’ve set and where they are in

reaching their own career goals. Lastly, ​Rewarding is the stage in charge of the recognition

and compensation of the outstanding employees. This cycle is very important to our unit in

terms of establishing resource related process, influencing career direction and encouraging

people to strive harder to reach their goal. The execution would be very tedious and

challenging but in the end would be very rewarding as the fruit of this effort would not only

benefit an individual, but the group of people initially within the unit, eventually in the

division until it affects the entire organization. Lastly, the completion of the cycle is only a

part of a bigger dream thus the attitude should be ​Think BIG, Act Small, Execute Fast.

Action Research Project

Objective: ​The objective of this action research is to establish a program that would address

the lack of employee job satisfaction covering both foundational human resource needs and

formational individual needs of the employees in Service Delivery Department, to host the

standards to measure not only the deliverables of each employee in the unit but would also

29
aid in the improvement of employee’s capacity to deliver, explore, continuously learn and

grow . The objective will be achieved if all employees of the unit will see the value of

undergoing through and implementing the performance management program not only to the

company but applying the concepts to their personal lives as well.

Desired state: ​Looking through the list of issues and the process that we went through in

coming up with a problem statement strengthened the importance of achieving the above

mentioned objective. The desired state is when each employee in the unit knows the answer

to the questions mentioned above.

● Does management have plans for us?

● What is the direction?

● Where are we heading?

● What is the purpose of staying here in the company?

That each employee understands what they are doing and why they are doing it. The

desired state is when the performance management program is put into place and by having it

influenced the employee’s career direction and encouraged people in the unit to strive harder

to reach their goal. The desired state is hearing from their own lips that they have motivation

and their job satisfaction level is high. When the issue is addressed, the company shall reap

its benefits. It can expect a high productivity level from the consultants therefore contributing

to increase in revenues. Apart from revenues, putting attention in this issue will bring the

company to the next level in terms of creating a “brand of its own” in terms of employee

management and that is ​Putting People at the Strategic Center.

30
Significance to personal or professional development:

The significance to my personal and professional

development can be described differently. On the

professional aspect, I am not a very intelligent person or

someone who is sharp wit. Some say I am big hearted but I

would like to believe that I am humane, and I prefer being

somebody who can express warm-heartedness.

I believe that ​not anyone can become a good

manager but a good manager can come from anyone. ​This is what I prefer my

subordinates to learn from me and so they can also apply the same principle to other people.

This project is very close to my heart because its outcome will stay in the heart of the people

I work with, especially those who belong in Service Delivery Department. The result will be

of help in shaping their individuality in terms of the role they would like to portray in the

corporate industry and more importantly in their lives and within their families. On a personal

note, I would like to spread the value of an inclusive community, that is providing quality of

life where everyone feels safe, respected and actively engaged. Where people can just be

guided and be comfortable in sharing who they are. Where they know and feel and they

belong and is part of the family. If this will come to fruition, I won’t be able to describe how

happy and fulfilled I would be as a person and a professional.

III. Methodology and Methods of Inquiry

As this action research will be an instrument in achieving the above mentioned

objective for the cloud applications delivery team of Company M. My collaborators and I

used the techniques from the book “Doing Action Research in your Organization” by David

31
Coghlan and Teresa Brannick. We were deeply amazed when we got to view the initial

chapter of the book. The questions that deeply hit us were . “ Out of what experience in the

organization are you wishing to change something? What is or has been going on that puzzles

you, or what anomalies do you experience that you wish to address?” ​- ​Chapter 1:“Doing

Action Research in your Organization” by David Coghlan and Teresa Brannick. I​ t was

from these questions that we were able to realize and identify what the true issue is.

Action Research Cycle

In exploring action research, we were able to identify important characteristics that we

need to consider. The definition from Shani and Pasmore states four factors: Context, Quality

of Relationships, Quality of the action research process itself and Outcomes. (Coghlan &

Brannick, 2014).

According to Shani and Pasmore the action research should focus first on “research in

action, rather than research about action”. This means that the effort intended to be

implemented is a continuous process covering ideation to implementation and assessment.

Furthermore, Reason and Bradbury described action research as “a participatory, democratic

process concerned with developing practical knowing in the pursuit of worthwhile human

purposes, grounded in a participatory worldview” (Coghlan & Brannick, 2014) Moreover,

we took note of the mode of research as discussed by Gibbons et al (1994) which they refer

as Mode 2. Mode 2 or “ the new production mode of knowledge” states that research is a

network activity and, therefore, needs to follow and move away from a model whereby it is

embedded currently in the expertise of isolated individuals operating from a “ top-down”

expert model ( Gustaven, 2003). It made us put value on what research is and therefore

changed our perception from a traditional paperwork to a network activity which means a

32
series of tasks contributing to an outcome. This is also strengthened by the statement of Mc

Lean pointing that action-oriented research, such as action research, has the potential to meet

the criteria of Mode 2 research. Furthermore, it was explained in Chapter 3 of (Coghlan &

Brannick,2014) that action research is based on a collaborative problem-solving relationship

between the researcher and the client, which aims both to solve a problem and generate a new

knowledge. In addition, Reason and Bradbury says that it is “a family of practices of living

inquiry” which we understood as a continuous process of problem solving through roadmap

of events and by going through the process, realizing new experiences, having new exposure

and therefore developing new ideas. The action research cycle as illustrated below comprises

of a pre-step and four basic steps which clearly defines the context of doing action research.

Figure 4. Action Research Cycle

(Coghlan & Brannick, Doing Action Research in your own organization, 2014)

Before initiating the steps, the cycle requires the action researcher to first identify the

importance and impact of the project. It will then be followed by the involvement of the

stakeholders in constructing what the issues and identifying the focal issue. Planning the

action follows wherein resources are being assigned with tasks that needs to be completed on

a given schedule. The execution of the plan is to ensure fulfillment of the activities and

33
finally evaluation of the implementation wherein a collaborative input from the members of

the project team contributes to the learning based on the outcome.

Figure 5. Spiral of Action Research Cycle

(Coghlan & Brannick, Doing Action Research in your own organization, 2014)

The end result of the first cycle would be contributing to the start of the next cycle. In this

action research, the team and I did two (2) cycles of constructing, planning, taking action and

evaluating action.

Collaborators

For this action research project, there were a group of people with whom I

collaborated with and helped me in identifying and addressing the focal issue. The table

below lists the names of my collaborators, their position in the company and more

importantly, why they meant to the project.

Name Position in the company Role in the project

Maria Monica Borje Action Researcher / Head,
Service Delivery
Department
● Make day-to-day project decisions as
needed to execute project tasks
● Provides overall project support and
works including leading and
facilitating meetings
● Has full accountability in
coordinating accomplishment of

34
 team members’ tasks
● Cooperate and coordinate with key
people in the management team to
resolve end-to-end problems in the
implementation of this project.
● Provide as required information as
needed .

Sherwin Torres Director, Delivery and ● Explains clear organizational

Customer Experience strategic direction, key decisions and
sets priorities.
● Senior member of the
business,ensures correct messages
delivered to business and C-level
executive
● Driver and in-house part of the
management team of the project.

Claro Lagman Project Manager ● Part of the project implementation

team
● Shared the problems he encountered
in his previous job in order to
contribute in identifying the
solutions.
● Took part in the schedule creation of
project.
● Shared information on how he feels
being part of the group and his
expectations as an employee.

Pietro Albano Project Manager ● Part of the project implementation

team
● Shared the problems he encountered
in his previous job in order to
contribute in identifying the
solutions.
● Took part in the schedule creation of
project.
● Shared information on how he feels
being part of the group and his
expectations as an employee.
● One of the 17% who chose to stay in
the company.

Gladys Antonio Change Manager ● Part of the project implementation

team
● Facilitates change management
communications within the group

35
 ● Shared her insights on the aspects of
performance management systems.
● Shared information on how she feels
being part of the group and her
expectations as an employee.

Ramil Salasain Functional Consultant ● Part of the project implementation

team
● One of my technical leads but very
vocal is sharing what she needs.
Shared information on how she feels
being part of the group and her
expectations as an employee.
● This project became an avenue for
her to suggest ideas on how the team
can engage its members in the
performance management system

Alvin Agato Functional Consultant ● Part of the project implementation

team
● Shared information on how he feels
being part of the group and his
expectations as an employee.
● Main worry is on career
development thus, he was the source
of inquiry about one’s perception in
addressing career oriented issues.

Marlon Timbas Technical Consultant ● Part of the project implementation

team
● One of the team’s junior consultants
● One who shared his journey from
school to the corporate industry and
our source of millennial problem
information.
● Shared information on how he feels
being part of the group and his
expectations as an employee.

Erick Magalang Technical Consultant ● Part of the project implementation

team
● Shared information on how he feels
being part of the group and his
expectations as an employee.
● One of the 17% who chose to stay in
the company.

Table 4. List of Collaborators

36
Data Generation and Reflection Process Tools

General Empirical Method

In support to the action research cycle, an integrative approach to research

incorporates three voices and audiences: First,Second and Third person ( Reason and Torbert,

2001;Reason and Bradbury,2008; Coghlan and Brannick,2014 ). The application of these

voices and audiences in my action research will provide insights coming from different points

of view. These insights will contribute to how the action research will be planned, executed

and evaluated.

First Person

Is defined as a form of inquiry and practice that one does on one’s own and so

addresses the individual’s ability to foster an inquiring approach to their own life, to act out

of awareness and purposefully (Coghlan & Brannick,2014). This view will allow me as an

action researcher to look into the situation from my own perspective. How I would interpret

the different scenarios by asking the what, when, where and who based on my interpretation

and values along with empathy. Practicing the first person skill is for me, a way to build the

foundation of inquiry prior to engaging other resources. As indicated in page 22 of Doing

Action Research in Your Own Organization by Coghlan and Brannick, there involves a

structure of human knowing. Initially, a person attends to his/ her experiences, then process

that experience by gathering insights which enables a deeper understanding about the

situation. The manner of understanding will then allow a person to create meanings and

assumptions influenced by beliefs which will then result to taking action. In this action

research, the team has practiced using all three voices in the two (2) cycles putting emphasis

on the second inquiry through the left hand column technique.

37
 Figure 6. General Empirical Method
(Coghlan & Brannick, Doing Action Research in your own organization, 2014)

There are of course different ways to analyze our experiences, most of the time this is

done through recording or what we simply call as Journalling. This involves different levels

of attentiveness, intelligence, reasonableness and responsibility combines with experience,

understanding, judgement and decision (Coghlan & Brannick,2014). Aside from doing the

journals, ORJI and The Ladder of Inference are the other tools that the action researcher can

use in doing First person inquiry. In this action research project in particular, I have used all

three (3) above mentioned tools for my first person inquiry.

Figure 7. ORJI Framework

(Visual presentation retrieved from
https://www.slideshare.net/tjcarter/communication-in-helping-relationships-schein-2-2817​)

38
ORJI Framework

Another approach was introduced by Edgar Schein, he called this model O.R.J.I. I

have used this method in doing my first person inquiry as it summarizes my reflection on the

subject that I perceived necessary to address in my action research. Schein’s ORJI (

Observation, Reaction,Judgement and Intervention) model provides a structured reflection

process that works back for action to judgement to reaction to observation (Coghlan &

Brannick,2014). Although I still find it important to incorporate the emotional aspect in my

action research, doing so in an objective manner will allow me to not only approach crucial

conversations in a more diplomatic way and come up with the best possible recommendation

but to also avoid misperception traps. In this action research, it is not only I who did the ORJI

but my colleagues as well. This practice help us unleashed the issues that we have within

ourselves. Some elicited emotional response but were able to immediately reflect and decide

that there should already be an intervention. Moreso, it was a challenging experience as there

is a need to identify and segregate the information in order to avoid falling into the 4 traps,

“misperception,inappropriate emotional response, rational analysis based on incorrect data,

and intervention based on incorrect data” (pp. 92-94).

Aside from the ORJI, I also did a reflection using the ladder of inference to ensure that the

values I have and the action that I chose to do is aligned.

39
 Figure 8. The Ladder of Inference

(Visual presentation retrieved from ​https://pivotalthinking.wordpress.com/tag/ladder-of-inference/​)

The Ladder of Inference

As I do my reflection, I am looking at the ladder of inference to establish my initial

interpretation of the issues that I have experienced in dealing with the immediate resignations

when I came in, I was able to record the pertinent information as I complete the first two

levels of the ladder. The moment of evaluation based on self assessment is the fulfillment of

the third level. I can relate this process as the ​First Person ​Meta Learning. This process is

critical as I also need to make sure that all biases and emotional influences will be taken into

proper scope. Once I have completed my self-evaluation, the need to incorporate

assumptions will follow. The transition in between is a bit trickier because it will not only

cover the meanings that I placed during my reflection but also the details and insights

gathered from the people who can and will contribute to the outcome of the effort, this is the

second person meta learning.

40
 “The starting point for ​Second person practice is to examine your own dispositions.

In describing the characteristics of the helping relationship, dispositions such as building

trust, allow oneself to experience positive feelings towards the other, being strong enough in

oneself to allow freedom to the other, be able to enter the subjective world of the other and

see things as they see them, be free from external evaluation and allow the other person to be

in the process of becoming” ( Rogers, 1958; Coghlan & Brannick, 2014).

From this point, there are instances when I might be encountering what they call ​“

crucial conversations” when this happens, I, as an action researcher would have to be able

to handle the situation as calm as possible by keeping my focus on the objective and the goal

that I am trying to achieve. I will keep in mind the four speech from Fisher and Torbert as a

tool in doing the second person inquiry. This method suggests framing, advocating,

illustrating and inquiring as a tool in helping the person you are talking to explore their level

of understanding in the purpose that you want to convey. In this action research, I had

engaged the team members of Service Delivery Department to a second person inquiry using

the left hand column. First, we have discussed all aspects from involvement to influencing

peers to reviewing past experiences. Through the planning session, we were able to identify

the issues that we need to discuss and what we need to do in order to address all array of

issues. It was during this session that we were able to identify the focal issue and conclude

that we need to establish a performance management program. It was not easy though as

there are indeed times when your perceptions are mismatched but dealing with crucial

conversations helped a lot in handling these situations. Further details about the

conversations I had with my co managers and colleagues are stated in the Stories and

Outcomes portion of this paper.

41
 Apart from doing the second person inquiry, prior to moving to the assumption level

of the ladder, it is important to validate the meaning and interpretations through the ​Third

Person ​inquiry. This may involve people not directly related to the action researcher but who

previously had an encounter with the same realization or situation. These people translate

their experiences into a source of information that will enable other people to validate their

interpretation of what they think the outcome should be. The resigned employees and HR has

been very supportive on this part. They have shared the reasons for their decision and what

the company might have provided to them. Having said that, books and articles related to

employee job satisfaction and performance management system. Other studies on employees

behaviour and the effects of job satisfaction to productivity and employee retention played a

big role in establishing our use case.

Change Management Strategy

During the course of this action research, we have incorporated Kurt Lewin’s Change

Management model as part of our framework. The model discusses three (3) steps of change

process. ​Unfreeze ​involves the process of preparing for the change. In our implementation,

the activities that we used for this phase involves creating the value of the change,

collaborator readiness, understanding change impacts. The next phase is when we implement

the Change. ​In this stage, we were able to encounter several setbacks like the resistance from

other units in giving feedback and the resistance coming directly from the collaborators. This

was properly handled through communication and involving the collaborators directly in the

process. When we have implemented the change, we have agreed that we will incorporate the

learnings and values in the culture of the team, at this point, we ​Refreeze the change in the

team. Although the team agreed that refreezing does not mean that what we have

42
implemented is permanent, we’ve discussed ways on how we can sustain the change. Lastly,

as part of the implementation, it was during the refreeze stage that the team celebrates its

success.

Figure 9. Kurt Lewin’s Change Model

(​(n.d.). Lewin's change model, discover new behavior change ... - ToolsHero. Retrieved July 13, 2019)

Role Duality

During the course of the action research, it is important to be clear with the role that I

am portraying. According to Wirth, being familiar with the different personalities,

perspectives and dynamics between the participants and you as an action researcher will be

helpful. ​( ​Coghlan & Brannick, 2014). The familiarity I had with my unit collaborators gave

me a leeway in understanding more about how they work and importantly their intentions. It

became a challenging role as a researcher when I engaged my team as collaborators. These

people are new and I barely know them at all. I’ve realized that this research is an opportunity

for me to get to know them personally and establish a relationship and at the same time take

their insights and incorporate is my action research paper. It was a vision of collaborative

43
environment where growth, development and engagement matters. The facilitation of

meetings and focus group discussions is more influenced by my role as a manager including

coordination with our human resource department, management team and the other units. My

role as a researcher comes to play during one on one sessions, deliberation and immersing in

the situation of my direct reports. While I had a challenging experience influencing our

human resource department that the performance management program does not focus solely

on performance appraisals, I had a good understanding with my superior that this program

will address relationship issues with the employee, increasing their morale and would

therefore increase their job satisfaction level. As tricky as the situation is, my role as a

manager involves ensuring the completion of all employee to organization related activities

while my role as a researcher comes in during the process of understanding the employees,

listening to their concerns and collaborating with them in monitoring behavioral tracks and

looking at the pattern of development for the employee.

Organizational Politics and Ethics

Politics: ​Organizational politics has been a tremendous challenge in doing the action

research. There are different perspectives given that our human resource department should

be our main collaborator but instead they just viewed this as another performance appraisal

method. It was fortunate though that my immediate superior supported this initiative saying

that people in SDCE especially in Service Delivery Department should be given the privilege

to engage themselves in a more developed culture. This support enabled other units to be

supportive as well thus transparency has become a practice during open forum discussion

related to interactions between Service Delivery Department and their groups.

44
Ethics: ​There are two segments when it comes to ethical considerations in doing this action

research. First is the ethical consideration on the organizational perspective. Second is the

ethical consideration on the employee side. Organizational wise, the execution of this action

research shall be in accordance with the policies of the company. This includes corporate

values which is explained to the employee upon hiring and the result of the employee’s

evaluation and assessments.

Ethical considerations covering employee behavior and intentions becomes a factor in

getting accurate result thus integrity and “malasakit” is very important. From the beginning of

the assessment all details are being explained already to the employees including the benefit

that performance management has to offer. There are no considerations given for non

compliance of policies and terms of the program.

Action Research Cycle 1

Constructing

The construction phase of our first action research cycle was straight forward. The

team had a planning session last September 2018 in Antipolo City to discuss the causes of

the focal issue. I initiated the session with an explanation about the purpose of the planning,

its objectives and benefits to the team. It started with a survey regarding recommendations on

how to improve our services and how we could support or help both individual goals and the

aim of the team. The discussion started by assessing the reason why the attrition rate in

Service Delivery Department is high. The team used Sakichi Toyoda’s 5 WHYs to dig deeper

into the issue and come up with its root cause.

45
 Figure 10. Action Research Cycle 1- 5 WHYs

The team deliberated on the above mentioned causes and determined that the absence

of giving recognition and rewards, KPIs, setting employee direction and establishing the

importance of performance evaluation contributes to the root cause of attrition. With this, we

have come to conclude that ​the main issue that we need to address is the lack of employee

job satisfaction​. We have conducted another activity using Kurt Lewin’s force field analysis

to assess the positive forces for the change and the challenges to our desired change . The

team was first asked how do they want to challenge the team members to improve or develop

qualities that will help them better manage their work and relationship with each other.

Together, we came up with the list which we have segregated to identify which are the

driving forces and restraining forces.

46
 Figure 11. Action Research Cycle 1- Force Field Analysis

It was discussed that most of the identified restraining forces are the aspects contributing to

motivation which plays a big part in managing the work and relationships better. Motivation

was assigned a score of 10 and was discussed to be a determinant on the level of satisfaction

an employee has in the organization.

Planning Action

From the time that the focal issue has been identified by the team, and we have

agreed that we will be establishing a performance management program,we have then

discussed the plan on how we are going to establish the said program and the activities that

will go along with it. The team decided to divide the tasks and use a project management tool

for accurate monitoring of activity completion.

47
 Table 5. Intervention Activity Monitoring Sheet - Cycle 1

Taking Action

After completing the plan, we immediately started revisiting the documentation we

created from 2017. From there, we created a new set of goals, process flows, and

documentations. By October 2018 we were able to complete the following documentation

and was submitted to HR. The list below has been approved and is now considered to be the

basis of all our manpower requests.

1. Team Structure
2. Job Functions
3. Job Levels
4. Job Descriptions
5. Performance Appraisal
6. Skills Inventory

Given that there were some items that are not yet completed by this time, we went

back to the Performance Management framework that we have to check if the activities we

have accomplished satisfies the phases of the cycle. Upon discovering that we still need to

incorporate additional tasks to satisfy the requirements in the framework, the team needed to

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revise the plan and incorporate the new set of activities. At this point in time, we have

encountered a lot of pressure as the end of the year is fast approaching. We need to have the

system implemented and ensure effectiveness so that on December 2018, people can already

reap the rewards for the second half of the year 2018. By the second week of December, the

team was able to finish the performance management program as outlined in the plan. It was

presented to the Director of the Division where it was approved and was then submitted to

HR. The list below outlines the Performance Management Program for Service Delivery

Department

Planning Monitoring Reviewing Recognition and

Reward

● Establish Service ● Map job level per rate ● Revisit KRA and ● Job alignment
Delivery card Performance ● Recognition for
Department goals ● Establish team Indicators (PI) Best Consultant of
● Conduct team performance measures ● Revisit employee the Year
strategic meetings and metrics development plan per ● High Five!
● Establish a team ● Create Key job function and job Company-wide
structure Performance Indicators level recognition (based
● Job scope and job (KPI) per job function on customer
levels and job level satisfaction rating)
● Merit increase

Table 6. Performance Management Program- Cycle 1

Given that the team were able to complete the activities matching the performance

management cycles as outlined above, it was easy for the management team to assess who

amongst the employees of Service Delivery Department will be given a reward and

recognition. Here are some of the achievements of the team for the year 2018:

1. Merit increase was given.

2. Job alignment was addressed.

3. All projects that received exceeds expectations remark from customers

received a High Five recognition.

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 During the Christmas party, people were given rewards, such as gift certificates. From

the 4 months that the team had for the year 2018, given that 83% of the total population of

Service Delivery Department resigned, we were still able to generate the revenue, exceeding

2017’s actual number. This is based on the performance measures that was set, monitored and

reviewed using the program.

Evaluating Action

The team met again last January 2019 to discuss and review what transpired during

the last quarter of the year and the outcome of our project. We have agreed that the initial

implementation was more focused on building organizational employee foundation. This

comprises all documentations needed by an employee as profile in the organization. Also, the

output of measures are more inclined with the organizational targets which is increasing the

revenue from the previous year. We have also discussed that the content of the program that

was deployed also needs to be improved. In this regard, apart from the need to be more

detailed when it comes to identifying performance measures, the alignment of key

performance indicators on the 2019 objectives and people being more encouraged to attend

trainings and get certifications, the members of the team raised questions related to their

goals and professional development. Also, the team shared that there should be a clear

communication on what the employee had accomplished in 2018 and what the employee

needs to improved 2019. In addition, the career development plan is something that should

also be put into place. These questions and feedbacks got the attention of the group and

which made everyone agreed that in order for us to be successful in the implementation of the

program, we should incorporate in the plan the activities that will ensure value to the

employees.

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Action Research Cycle 2

Constructing

A month after the implementation of the program, the team planned for the 2019

planning session. Like in the first implementation, we’ve asked for approval that we conduct

an out of office planning for this session so the team can focus on the points for discussion

and activities that needs immediate action. During this time the team realized that we need

to re-evaluate the content of each phase to avoid redundant efforts. We kicked off the session

with the cascade of the vision that was set for the year. We also did a brainstorming session

where the team conducted a review about the program that we have implemented the past

year. We’ve discovered during our sharing session that each member of the team did their

own reflection using the first person inquiry to assess the impact of the first implementation

to them. This became the basis of each member in sharing their thoughts as discussed by one

of our project managers, Claro Lagman when he highlighted the ease of sharing what he feels

and thinks during the meeting. Like what we did during the initial implementation, the team

discussed the issues and used Sakichi Toyoda’s 5 WHYs to discover the root cause of the

problem.

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 Figure 12. Action Research Cycle 2 - 5 WHYs

After doing the root cause analysis , we have used the force field analysis to

determine the advantages and challenges to our desired change.

Figure 13. Force Field Analysis - Cycle 2

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 Like what we did in the first implementation, the team first consolidated what they

appreciated and what they think that needs to improve. The team grouped the list according to

segments with the rating based on the segments importance. By the end of the activity, we

were then able to identify the driving and restraining forces that affect our desired change in

the program which is to incorporate a solution that will address ​the lack of employee

formation activities.

Planning Action

Comparing the planning stage from the first implementation where most of the

collaborators are leads, this session already involves all members in the team. We have also

decided to get some feedback from the units we interact with. We’ve requested from Sales

and Solutions Consulting their inputs by answering our internal customer feedback survey. At

the same time, our division head took the time to join us in discussing the issue and the

activities that we need to incorporate in the second implementation.

During the discussion, we are already recording the activities we need to do in order

to address the issue. We have adopted the deployment plan format from our first

implementation to monitor the developments of this iteration. From the first draft that we’ve

created during the planning session, the team decided to incorporate changes and include in

each phase of the Performance Management cycle, the employee formational activities. This

will allow each team member in Service Delivery Department to monitor if their professional

growth is aligned with their individual goals.

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 Table 7. Intervention Activity Monitoring Sheet - Cycle 2

Taking Action

Since the focus of this cycle is more driven by the desire to incorporate employee

formational activities in the program, it was an easy move for the team and I to go ahead and

start with the second iteration of the Service Delivery Department performance management

program.

We incorporated improvements from the components of the performance

management program like the inclusion of a career development plans, individual profiles

and training plans. We have also conducted a series of activities that will enable each member

of the team to learn more about their achievements .

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 ● Review of achievements within 2 years’ time

● Employee Performance and Rewards discussion

● The importance of setting individual goals

The result of these activities will then be incorporated to the individual profiles of

each member of the team. That’s why we have included the completion the individual

achievements as part of the items that is subject for recognition.

Evaluation Action

Completing the plan for the second iteration was a celebration for us. More importantly,

the lessons that we have learned and the relationship the team have built made it a worthwhile

journey for us. The team met again after the completion of the individual assessment. During

this meeting, we have agreed that we still need to closely monitor the impact of the program to

the new individuals who will join the team. We have also observed that the other units are more

open in sharing their thoughts on the things that the team needs to improve further. Moreover,

the team observed that the entry level consultants still exhibits dissatisfaction as they still seem

to be confused about their role and the career that they want to pursue in the future.We have

agreed that these consultants needs proper guidance through continuous coaching and one on

one sessions.

Summary of Activities and Interventions

Based on the two (2) cycles, action research cycles, we were able to establish the

performance management program that will address specific needs of an employee both

administratively and individually. During the course of the cycles, the team gained so much

experience applying different types of techniques in order to handle different kinds of situations.

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We all internalized using the ORJI and Ladder of Inference, shared how we feel using the left

hand column, discover the root cause of the problem through the use of 5 WHYs, assessed the

factors that will affect our desired change through the force field analysis and lastly, realized the

phases of change through Kurt Lewin’s change model. It was a journey of discovery for the

team since we have started the program being just colleagues and ending it being a family.

IV. Stories and Outcomes

Outcomes

The objective to address the lack of job satisfaction of employees was achieved as the

employees under Service Delivery Department did not resigned from the time they were

hired which was 2 years ago up to present. Those who remained from the last group of

resignees are still with the company. Moreover, some of those who resigned expressed their

intention of coming back because they have heard the news that Service Delivery Department

is now okay. We were able to implement the program addressing both organizational

employee requirements through the completion of human resource related forms and the

employee formational aspect which is addressed by the completion of the employee

individual profile. Also, apart from using the program internally , we also intend to apply the

same program to our customers as part of the business transformation initiative. The

Performance Management program for employees reflected a result that would last a lifetime.

The documentations can change so as the policies but the practice would still remain in the

hearts and minds of those who were involved and affected by the results. The team has

planted in their day to day activities the SEED of what we have worked on for the past 6

months. Those who were present during the time of conceptualization were deeply

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overwhelmed by the results not only with their colleagues but within themselves as well,

especially the application of the three (3) inquiries. Now, everybody experienced,

understood, judged and took action in creating a change. When you talk about performance,

Service Delivery Department would always be in the frontline knowing what to do, and

engaging with continuous learning along the way.

Story of Action Research Cycle 1

Outcome

The first cycle aims to establish the employee foundation in terms of organizational

presence. At first glance, the team thought that the success of this implementation relies

solely in completing all human resources documentation that is related to the organizational

operations during planning, monitoring, reviewing and evaluating that it is all about

establishing the needs of the employee organizational wise. It was during the actual

implementation that we get to see the value of the program in an organizational perspective.

We have understood that the program is not as simple as building the performance metrics

but the process that the team needs to go through in order to have an end to end solution that

will address the needs of an employee from hiring until resigning. At the end of the

implementation, the team together with management realized that the program succeeded

because the aspects that management needs to look at and the documentations that needs to

be completed in deciding who will be rewarded have been presented very well. It was an easy

job giving rewards to the employee and in return, you can see in the faces of the employees

the content and satisfaction of being recognized and rewarded.

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Story

Looking back on how things happened so quickly, I may not be able to overcome all

the challenges if not because of this IAR journey. The practices and methodologies helped a

lot literally building my department from scratch. It started in a meeting last July 2017 with

the SDCE management team regarding Service Delivery Department. The agenda of the

meeting is to discuss the concern about the resignation of 83% of the consultants in Service

Delivery Department. These people are the senior consultants of the group composing of

Senior Functional Consultants, Senior Technical Consultants, experienced Business Analyst

and Project Managers. Issues like low motivation, lack of job descriptions and job levels and

lack of job satisfaction were raised during the meeting. Since most of the employees have

already resigned, we, in the management team have decided to act on the issues once we are

able to hire another group of consultants. It was August 2017 when a new set of consultants

joined the group. During this time, the team focused on how we can attend to the existing

projects left for the year. The team had a brainstorming meeting 2nd week of September 2017

to discuss first what we need to do in order to strategize our goals for the department. This is

more inclined towards standardization of processes and geared towards the fulfillment of HR

required documentations. November 2017 the team had decided to divide the tasks covering

the content for goals, job functions, job levelling, KPI and ways on how we can contribute to

generating the revenue We have also included the creation of service packages and the tools

that the team needs that will aid our operations. All of the activities that were mentioned are

part of the team’s initiative to prepare for the year 2018. It took us a span of eleven (11)

months, allotting one (1) to two (2) meetings a month to discuss and execute the activities for

standardization. The team then identified that we are struggling with standardization because

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at first it was given that the problem that we are trying to resolve is the attrition rate, but

because of the discussions during meetings and techniques that we used such as the 5 WHYS

and the Force Field Analysis to analyze where the problem is coming from, the team was able

to point out that the important issue that we should be focusing on is employee satisfaction.

We have then made a revision on the activities that we plan to do and created a program that

is aligned with addressing the main issue. September 20, 2018, was when we had our first

planning session. It was held in Antipolo City. We conducted a survey regarding

recommendations on how to improve our services and how we could support or help both

individual professional goals and the aim of the team. The session included an activity that

will allow the team to get to know more about each other, focusing on the qualities that they

admire among team members and how do they want to challenge the team members to

improve or develop qualities that will help them better manage their work and relationship

with each other. It was a successful activity that contributed to both behavioural and

professional enhancement. We started appreciating first the strengths of each member of the

team. In the summary, we took note of the top answers from the team:

Top three (3) strengths:

1. Appreciation of the sense of camaraderie in the team

2. Willingness to help and be patient with one another as the team develops

3. Willingness to fix the challenges that come along the way

Top three (3) challenges that we need to improve on:

1. Learning to communicate more openly

2. Openness to accommodating cultural diversity

3. Discipline in timeliness

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 We conducted an open forum to share how each of us felt throughout the activity. It

was observed that there was an improvement in openness as some members looked back into

past activities, discussed what went well and what we could have done to improve the

outcome. Some even shared about personal goals, while others shared similar experiences

and recommendations.We first chose a framework that would fit the solution to address the

focus area that we want to achieve. When we finally identified the components of the

performance management cycle, we began listing the foundational activities needed for each

phase. The first seven activities are all influenced by what HR would like our department to

submit like:

Document Description

Team Structure This document serves as the basis for filling in the open
positions in the team.

Job Roles document This indicates the high level description of each position in
the structure.

Job Description document Supporting document for the manpower requests. This
document contains the details of a specific position in the
structure.

Job Levels document This document contains the specific job levels in a given
role

Rate Card File This contains the rate card of each consultant per job level

KPI Template This contains the key performance indicators that will be
the basis of each employee performance.

Performance Appraisals This contains the evaluation of an employee given a

specific period.

Table 8. List of Documentations

We’ve made use of the Smartsheet, the same tool as what we are using in projects as

this effort will also be beneficial to the company.After identifying the activities of the

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program, we have decided to divide each activity and assign it to each member of the

team.Last September 13, 2018, we have initiated the document for Service Delivery

Department’s functions management. This contains the position titles of each role in Service

Delivery Department including the qualifications. Also, we have started revising the Service

Delivery process flow. This process flow is important in the fulfillment of the roles and

responsibilities that the team had documented.The team was very excited to have gotten this

far. In October of 2018, from the seven (7) documentations that we have listed for submission

to HR, we have completed eight (8) activities that we have listed during planning:

1. Team Structure

2. Job Roles

3. Job Descriptions

4. Job Levels

5. Employee Rate Card

6. KPI Template

7. Performance Appraisal

8. Set of Rewards

Given that there were some items that are not yet completed by this time, we went

back to the Performance Management cycle to ensure that we have covered everything based

on the framework. We have discovered at this point that we still need to add some activities

in the deployment plan to satisfy all phases of the performance management cycle. We need

to do this before we can actually communicate to the program with the management team, but

we are being pressed for time as the end of the year is approaching. We need to have the

system implemented and ensure effectiveness so that on December 2018, people can already

reap the rewards for the second half of the year 2018. We kept on going back to the

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performance management cycle to ensure that all phases have been covered. After weeks of

meetings and focus group discussions, we were able to release the final outline of the

program.

Phase Deliverables Tools Change

Management Phase

Planning 1. Department Goals 1. Strategic Meetings Unfreeze

2. Team Structure 2. Focus Group
3. Job Description Discussions
4. Job Levels

Monitoring 1. Performance 1. One on One Change

Metrics Meetings
2. Key Performance 2. HR Templates
Indicators 3. Cascade Sessions

Reviewing 1. Performance 1. Monthly Group Change

Metrics vs. Actual sessions
Performance 2. Monthly Team
Building sessions

Recognition 1. Job Alignment 1. Customer Feedback Refreeze

and Reward 2. Recognition for 2. One on One Sessions
Best Consultant of 3. Departmental
the Year Reviews
3. High Five!
4. Merit Increase
Table 9. Initial Outline of Service Delivery Department Performance Management

Based on what was implemented during this cycle, the team made a realization that it

is true that people get motivated when they get recognized for a job well done. The measures

that were put in place discussed one on one with the employee gets monitored and

communicated the results were actually something that the team felt an achievement for. It

was a feeling of satisfaction, not of oneself but of the team’s success. On the other hand, it is

not purely in a positive context, as there are challenges that we have identified and

experienced along the way. The team met again for a planning session to review our

experience in the first implementation. During the discussion, the team recognized the

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contents of the first implementation to more likely focused on organization employee

foundation. It was raised that we should include a content that has a “personal touch” to the

employee’s career direction like, building a training plan and a career development plan.

From the perspective of the deployment, the team continuously seeks the answer to the

question:

1. What is still lacking?

2. What do we need to improve?

3. These questions sum up to one main question - how do we get to our final

desired state?

The team acknowledges the fact that the fulfillment of the remaining activities needed

to be incorporated in the program is dependent on the budget to be approved by the

management for the year. And so, the team took note of the improvements and scheduled the

next planning session by January 2019.

Story of Action Research Cycle 2

Outcome

The second cycle was more of a “personal touch” as it aims to establish employee

formation activities within the program focusing more on the employee’s career direction.

The outcome of this iteration may seem simple in terms of documentation but its impact is

overwhelming to the employee. Through the activities that the team conducted, each

employee in the team was able to recognize the achievements that they made over the past

year and what they would like to achieve in the current year. We were also able to check if

everyone in the team is aligned in terms of understanding their role and what is expected of

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them in terms of performance. Lastly, it was during this cycle that we were able to finalize

the individual profiles. This document shall serve as the employee’s diary about their journey

in Company M. It contains their progress, the stages they went through, the challenges

they’ve encountered and how they were able to overcome their difficulty given a situation. In

addition, it contains all trainings that they’ve attended, its results and the certifications

they’ve finished. Their goals, hopes and career dreams are part of the profile as well. The

outcome of the second cycle can be described as building one’s individuality. It is focused

on creating an impact in the life of the employee rather than of the organization.

Story

Coming out from a rewarding 2018, additional people started to join Service Delivery

Department which gave the team the chance to test out the program. We had a meeting to

kick off 2019 through a review of the initial implementation that we had. During this

meeting , there were three (3) major questions that caught the team’s attention.

1. Is there a way for us to know if we fit in the role that we are currently in?

2. Does our achievements in the previous year relates to where we want to go in terms of

our professional development?

3. What skills have we built during our stay with the company?

The team therefore determined that we need to put emphasis on the importance of

understanding the monitoring of each employee’s achievements and ensure its alignment with

their personal goals. In addition, each of the raised the challenge of doing this alone and so

we’ve decided to include this particular topic in our planning session. The agenda of our

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planning session is outlined below allotting enough time to go through agenda number four

(4).

1. Review of the 2018 individual and team performance

2. Cascade the vision set for SDCE and Service Delivery Department for 2019

3. Present and brainstorm on proposed operational and development plan for

Service Delivery Department

4. Set individual and group action plans with timeline needed to achieve both

organizational and personal goals for 2019.

5. Setting up of Individual Profiles for Service Delivery Department team

members

On the day of the planning session, the environment turned around as the session

served as an avenue for everybody to share how they felt about the first implementation and

what seems to be lacking. From the list of questions that we’ve gathered during the

pre-planning meeting, each employee shared their feelings through the use of the left hand

column. It was a simple discussion that turned emotional as each of them shared what they

were going through in detail just to put directions in their career. Most of them identified the

problem as confusion of career direction and they explicitly shared that they do not know

how to go about it. The team agreed to take the confusion in career direction as the problem

statement and have decided to decipher the said statement using Sakichi Toyoda’s 5 WHYs

supported by Kurt Lewin’s Force Field Analysis, it became evident through the results that

we need to restructure the program to include a tool that would allow the employees to have a

view of their organizational achievements vs. their personal goal. This iteration is considered

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by the team as a big leap from building organizational employee foundation to incorporating

employee formational activities.

The first Monday after our planning session, we have documented what transpired

during the event and people were excited to get involved in meetings and activities, and

hearing all their ideas and contributions. We have identified the need to include in the

program three (3) major milestones.

1. Training Plan

2. Career Development Plan

3. Individual Profile

We have recognized that the first two (2) items are subject for management approval,

thus, we need to work on it first in order to have it approved by management. We have also

identified the need to simplify the contents of the performance management program from

the initial implementation making it more detailed.

In order to strengthen the team’s claim for development, we have released a survey at

the end of February 2019 to different participants from units with which our team interacts

with - Business Development, Sales, and Solutions Consulting. The responses to this survey

were discussed one-on-one with the selected participants. As a result, the team was able to

confirm that we lack certain skills that needs further improvement. With this, the team was

able to include in the plan, the feedback from other units. The team then created the

deployment plan using Smartsheet for proper monitoring of the project. At the end of the

planning phase for the second iteration, we were able to complete all identified subjects plus

the improvements that we need to look at moving forward. It was during this iteration that the

team were able to execute some of the activities like team building, socialization, recognition,

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acknowledging of strengths and weaknesses, and most importantly we were able to get to

know more of our Division Head and communicate to him the things that we need moving

forward.

If during the first cycle, we were able to complete the documentation needed by the

employee as required by the human resource department, aligned with organizational targets,

the second cycle, is more focused on activities that will contribute to the employee’s growth

and development. Meaning, the outcome does not focus solely on revenue targets but of the

employee’s personal goal. During the implementation, the team relied on the questions

related to their career, life goals and current skills.

1. What did I accomplished last year?

2. What do I need to accomplish this year?

3. Where am I heading to?

4. What do I want to be in the future?

5. Given the skills that I have, where will it take me 5 years from now?

It was also in this stage that we’ve agreed that there is a need for us to change our

perspective of the program. From being a solution that will address the end to end employee

needs, that is from hiring until retiring or resigning to Foundational and Formational. We

have then restructured our deployment plan and grouped our initiatives based on the

performance management framework from the first implementation, assigning each

deliverable based on the two (2) above mentioned categories. From this plan, we were able to

brainstorm on the details that we need to create the documents for each phase of the cycle.

We made sure that everyone has two (2) sets of profiles:

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 1. Performance Appraisal

○ This contains the key performance indicator that is assigned to each

role. The KPI is structured to cover organizational requirements such

as revenue, cost, speed of service and quality.

2. Individual Profile

○ This contains the employee’s professional records such as personal

details, goals, skills summary, promotion history and achievements.

This serves as the document where the employee can look back and

reflect on his/her accomplishments. The outcome of their hard work

and their roadmap.

The team also conducted an activity to look back on how they’ve started and their

accomplishments during the time that they are Company M. After creating the documents and

completing the activities, The team filled up the two documentations to incorporate the

details of their performance on the current evaluation period. Then, we have conducted a

series of one on one session to discuss their accomplishments, needs improvement and the

remaining tasks that they need to complete by the end of the year.

After completing all documentations and one on one session, the team finalized the

program and came up with the outline below:

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 Table 10. Final Outline of Service Delivery Department Performance Management

At this point, we have not yet achieved the revenue target assigned to us for the year

but the motivation of the people are very high. They always make sure to stay in the loop and

they keep themselves aligned with the current technology updates. Moreover, they are slowly

aligning their personal goals with their current professional standing. This keeps them on

track with what they would like to be in the future. Appreciation began to build up, the team

is picking up the pieces from where we left off and translating it into a learning pattern.

Importantly, their level of satisfaction improved from the time we started this project. While

we reflect on the journey that we had, we’ve come up to the final statement, the performance

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management program indeed enhances employee relations, it makes employees engaged and

most importantly it establishes a culture of family and trust.

V. Meta Learning and Self Reflection

There is a sense of fulfillment looking back on the journey of this Action Research. It

was a secret that I am trying to unfold as an action researcher and when you’ve finally come

to a point of realizing that you’ve gotten to how you have envisioned it, it becomes a very

worthwhile moment. It was really a journey that is worth remembering. At first I thought that

this is just a simple business case wherein you need to establish that statement of the problem

and then provide theoretical solution then that’s it. It was never a personal thing for me until I

started participating and reflecting on it. It is true that you will never find out until you take

a single step. As I reflect on the events that I observed, experienced, valued, decided and took

action, I’d like to co-relate action research with the techniques and models that the team and

I encountered in the implementation of the two (2) cycles.

Doing action research requires a systematic way of inquiry, in all methods that were

used during the course of the action research, everything starts with observation, it starts with

knowing and acknowledging within you that something needs to change. I personally liked

the discussion of action research as practical knowing in the book of (Coghlan & Brannick,

Doing Action Research in your own organization, 2014). It was mentioned in this particular

article that “action research distinguishes four types of knowing, reflecting different ways in

which we deal with and act within the world” ( Heron, 1996; Reason and Torbert, 2001;

Reason and Bradbury, 2008).

Experiential knowing​: Being the knowledge coming from experience

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 Presentational Knowing:​ An expression of experience through actions

Propositional Knowing ​: Which is a knowledge extracted from both experiential and

presentational supported by theories and factual statements.

Practical Knowing ​: is the knowledge derived from experiential, presentational and

propositional. ​“It brings all three forms to full fruition by doing appropriate things

skillfully and competently”. ​(Coghlan & Brannick, 2014)

Looking at the all forms of knowing, I could see this also symbolizes the three types

of inquiry. The first person being the experiential, second person being presentational and

third person being the propositional, all together it becomes the action research which is the

practical knowing. I have also come to learn that change management is the core of an action

research. As Kurt Lewin’s change model suggests, ​Unfreeze is preparing for the change, this

involves observation and data gathering about the needs of the change. It is making the

environment ready to adopt the change. ​Change ​is when you implement the actions towards

the desired change, This involves putting meaning and assumptions to the data that was

gathered, drawing conclusions, adopting beliefs about the situation and taking actions based

on those beliefs. This phase needs constant communication with the collaborators and

beneficiary of the change so they can take part and understand the value of the

implementation. Lastly, when everything is settled, it's time to celebrate and anchor the

change into the culture . This is the stage of ​Refreezing.

I find it valuable for me as an inside researcher to be able to unlock the meaning of

the methodologies and practices by applying it to actual situations, related or not related to

my research. Being exposed in the techniques of this action research allowed me to

understand, engage and empower not just myself but the people around me as well. With this

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realization, I’ve come to deeply appreciate what this experience is teaching me, what this

experience is teaching the people around me. That apart from taking action and making a

difference in our organizational set up, this activity ensures the practice of ELGA. The

Expected Lasallian Graduate Attributes that me as a student should acquire and apply in the

environment that I am with, wherever it may be.

I am a Lasallian graduate in ​Mind​, who has the capacity to solve problems in a

critical and creative manner. ​I continuously ​innovate, and constantly seeks for

improvement ​in order to contribute in my organization and in my country.

I am a Lasallian graduate in ​Body, ​I communicate effectively in sharing my ideas,

making sure that it is clearly expressed and demonstrated. I give time to listen to the people I

interact with and respond to them in an appropriate manner.

I am a Lasallian graduate in ​Heart​, I reflect on my experiences in order to provide a

solution to the issues and problems that goes along my way. I ​reflect on life and through

this reflection​, I’ve learned to be empathic, and develop that self awareness in order to affect

people in a positive way. Lastly, I am a ​service oriented citizen​. I act in order to create

purpose not just in my life, but with others.

In summary, my self reflection for this action learning is very simple, ​It was never

about me, it is about the people that relies on me. Life’s purpose is not on what you’ve

achieved in terms of material things, but how you’ve influenced and took part in the life

of another person which made a difference in his/her life that matters. The level of

fulfillment is on the depth of the mark that one has engraved in the hearts of many.

That is what this Action Research for. A fulfillment of a dream, not mine but of the

others. Looking back in the RVR code of ethics, this action research gave me the

72
opportunity to live by my purpose which is to lead people and manage resources to

promote human development and the common good and to create value that no single

individual can create alone.

It was ​S.E.E.D - Supporting Employee Empowerment and Development during

the ​first cycle but was transformed and brought out a deeper meaning in the ​second cycle and

became an action researcher’s set of values. ​S.E.E.D - Sincerity, Empathy,

Encouragement and Dedication.

Content

​The focal issue out of many issues in the office is one very important aspect that most

people tend to take for granted. It is true that everyone is indispensable in terms of skills but

not in passion. The lack of job satisfaction I think is not really a group issue but a struggle of

every individual in the office. Now that there is already a program that would address this, it

would be easier for me to propose and advise other units to adopt the same practice as well.

One important thing to take note, during the process of implementation, I’ve discovered that

the impact of the absence of the solution to address the lack of job satisfaction can cause

negative effects to the company if

not addressed in a proper manner.

As I’ve discussed in the previous

sections of this paper, putting

people at the strategic center of

every business will allow its

operations growth and success. As Peter Drucker shared, “ Of all the decisions an executive

makes, none is as important as the decisions about people because they determine the

73
performance capacity of the organization”. I am proud to say that this action research made

an effect not only to me but to my colleagues as well. They became more engaged in

understanding and making the change happen. In fact, they will use the same practice in

dealing with our external customers through the business transformation program. Apart from

this, they now feel a sense of direction. They adopted the use of ORJI and the ladder of

inference to understand there observation, process and most importantly have the courage to

take action.

Process

Familiarity of process is one important aspect but in this action research, I’ve come to

learn that if you need to bend a process in order to shed light and influence change then you

should do it. In the case of this Action Research, the absence of support coming from the

department who supposedly has the right understanding on the subject matter should not

hinder the implementation of the program. As my immediate superior said, once we are done

implementing the program and everybody sees the outcome, it would be a lot easier to

implement it organizational wide

because they can already appreciate the

value. During the course of the

implementation of the two (2) cycles, I

have also discovered the formation of

trust and evolution of relationships

because of collaboration. The second person inquiry being the primary source, engaging

others during conceptualization, implementation and evaluation made a great impact in the

success of the program. If not with the support of my collaborators, this program would come

74
to fruition. It was through their intention to make a change not only in the organization but

within themselves that made this effort important. It is through collaboration that I’ve come

to realize that you cannot do this alone, and you do not need to do this alone. That I need to

work with people not only to succeed but to feel that sense of belongingness. It is not

important who gets the credit but the impact of the change, the impact of the initiative to

people. I’ve come across this quote that says ” If you want to go fast, go alone. If you want to

go far, go Together”. One important learning I got while doing this action research, it is not

your own story that matters but your journey with others that makes things worthwhile.

Premise

This effort may be odd for some as it would require a change in the traditional way of

doing performance appraisals since this would cover an end to end scope. But the

assumptions of the people around should not affect the goal that I have set not only for

myself but for the people in my team. I am actually doubting myself if I could make this

work as it is really difficult to start building a program from scratch. There is also an

assumption that everything will be easy and that I can do it alone. I didn’t know that it would

be much easier if you collaborate with other units and much more easily when you extract

data from your direct reports as well. Also, I have formed an assumption in my mind which

resulted to my hesitation on the acceptance of the people around me regarding the change.

What if other people won’t appreciate this? and What if they do not find the value of

engaging themselves in the process?. I was honestly afraid of trying this effort once again

because of the experience that I had with attrition not to mention, the people that I am

working with are all new and we have not established that level of trust yet for them to share

75
what they think and feel both on a professional and personal domain, Moreso, collaborate in

the project which requires a lot of time, effort and emotions.

Through this action research, I was able to realize that you will not know or learn

until you get yourself in the situation, until you take that leap of faith. I was able to

acknowledge that my observations needs to be supported by data in order to have a factual

meaning and the assumptions that I make should be based on the derived meanings

incorporated by my beliefs given the values that I have as a person and towards the situation.

From there, I can already take action. In addition, I thought that my collaborators will

participate in the project because of the benefits that it will serve them. I did not realize until

we encountered a situation in one of our accounts that I saw them working on identifying the

root cause using the 5 WHYs. They also practice the first person, second person inquiry

during requirements gathering and in conversing with customers. More importantly, I was

able to challenge the perspectives of my collaborators that this program is more intended

towards organizational use, that they will not get a lesson or learning that they can use in their

own personal lives.

VI. Extrapolation to a Broader Context and Articulation of Usable Knowledge

This action research may seem very ordinary because of its presence in all

organizations. At the onset, it may seem that the coverage of the issue and action that was

tackled in this paper applies only to business organizations and individuals who are employed

in a company. On the contrary, I strongly believe that one’s satisfaction should be given

attention and importance regardless of the environment. That even those who work within

our household should be given that level of job satisfaction they need. This paper can be used

by people who care about other people. It does not have limits in terms of influence, position

76
or standing because the purpose of this action research is really to empower not only oneself

but the people around you. In one of the articles that I came across, It was highlighted that the

employer would be benefiting a lot from employees who are satisfied in the workplace. To

quote “For an employer, job satisfaction for an employee is an important aspect ​to get the

best out of them​. A ​satisfied employee always contributes more to the company, helps

control ​attrition & helps the company grow​. Employers need to ensure a good ​job

description to attract employees and constantly give opportunities to individuals to learn and

grow.” - ( mbaskool.com,2019)

The ​positive effects​ of job satisfaction include:

1. More efficiency of employees in the workplace if they are satisfied with their job.

2. Higher employee loyalty leading to more commitment.

3. Job satisfaction of employees eventually results in higher profits for companies.

4. High employee retention is possible if employees are happy.

While this is proven to be true during the implementation of the first cycle, the second

cycle turned this paragraph in a much broader context, the results of the second cycle as I

would translate it using the above mentioned article , for a person who cares for the well-

being of another person, satisfaction is an important aspect that would bring out the best in

others. With satisfaction, the person can contribute to his/her environment, spreading the

culture of “malasakit”, development and growth. Its positive effects include, efficiency,

loyalty, commitment and happiness. Surely, this paper is something that an organization

would benefit from, especially those who are in the industry of providing services to increase

revenue and gain more profits. But I believe that its outcome goes beyond revenues, the

outcome can change the perception of the organization that a performance management

77
program only caters to the performance evaluation of the employee and not the totality of the

employee journey. This action research enables the formation of a person’s self-

actualization. This need is towards self- fulfillment, achieving one’s full potential. According

to Maslow, motivation increases if the needs for self actualization is met.

In an article from simplypsychology.com, “​Growth needs do not stem from a lack

of something, but rather from a desire to grow as a person. Once the growth needs have

been reasonably satisfied, one may be able to reach the highest level called

self-actualization.​” Given this statement, one must first reflect an extract the purpose or the

“desire to grow as a person”. In our case, individual activities using ORJI or the ladder of

inference helped each person in the team to extract their desires or personal goals from there,

each was able to come up with their individual profiles as an outcome of the second cycle.

This action research proves not just the feasibility of a performance management

program but the value of caring to change something out of the ordinary. This gives a lot of

impact in the lives of a more important audience, the people. As discussed in the previous

chapters of this paper, the performance management program aims to regain and instill high

job satisfaction level of an employee through establishing the foundational human resource

need of an employee in the organization. This was done using phases of the performance

management framework (Planning, Monitoring, Reviewing and Evaluating). In our case, the

effectiveness of focusing just on the fulfillment of organizational goals through employee

performance and development seems to be lacking. During the process, my collaborators and

I was able to touch the area beyond the professional environment which requires a certain

level of trust as it is more personal and towards the formation of an individual. From the four

phases of the performance management cycle that we have adopted, we’ve discovered that it

would be better if the formational activities are incorporated in each phase. Inserting this in

78
the cycle would bring more meaning to the outcome of the performance (organizational

related activities) because it directly affects the core, which is the reason why the employee is

working and the direction where the employee is heading to. From our implementation, we

would suggest this framework

Figure 14. Proposed Performance Management Cycle

To all businesses, I encourage you to continuously find your employee’s core.

implement a performance management program within your organization. Do not give up on

creating a program that would allow your employees to achieve a satisfactory level of job

satisfaction. Always remember that satisfying the employee’s core will contribute to an

increase in productivity and perseverance develop and grow. Having this in mind, will

provide you a stress free environment and a very productive operations. Also, The

combination of using the performance management cycle and Kurt Lewin’s change model is

a good start. Merging the two enables a continuous cycle of improvement and learning which

then promotes development and growth.

To ​other MBA students, I encourage you to continuously process your ladder. While

doing my reflection, I've realized that in order for an action researcher to be effective in

79
climbing ​up, the initial step is to care first. Care about your environment and the people

around you. This way you create a purpose before your observation begins.

To those people who get to read this paper, you may have encountered the issues that

were raised through a colleague or a friend or probably, you are currently struggling with the

same issues personally, I suggest that you apply the same concepts, care to change

perspective, challenge the norm and most importantly stand by your values and principles.

Do not be afraid to fail, strive harder to climb up your ladder of inference, ask the people

around you and collaborate then continuously improve by unfreezing, change and freeze, go

through the cycle and during the process, get people involved. ​YOU CANNOT DO IT

ALONE ​because it is not always about you. In this action research, the value of thriving for

cognitive outputs became evident after the implementation but during the course of the

process, by being an action researcher you will realize that the foundation of making

successful cognitive outputs starts with building a strong affective outcome.

As for me, I have learned that the application of the three (3) inquiries matters in our

day to day functions and is not just limited in doing action research. Part of the outcomes of

this action research was my own transformation, from being self centered to being

considerate. I’ve learned to listen and empathize with people. I’ve learned to be more

understanding and to recognize that in the process of changing comes transformation. This

action research made me realize that the meaning I put in the actions of other people and my

actions are influenced by my core values, and by doing this I intend to immediately give

judgment about the situation or to a person. This means that in order to be considerate with

your expressions, actions or situations, one must climb the ladder of inference step by step

and in the course of completing each step, the three (3) inquiries should always be practiced.

Lastly, this action research gave me the opportunity to empower other individuals, as

80
mentioned in the first part of this paper, it is a mission that I want to continue doing, to

empower others on the practices of action research so they can not only apply it in their work

and personal lives but to empower others as well. Moving forward, I will be applying the

same concepts as I am now being asked to contribute in the improvement of another team

within our division.

81
IV. Reference​s

Aryee S. and Debrah, Y. (March 1993). ​A Cross-Cultural Application of a Career Planning

Model.​ Journal of Organizational Behavior, Vol. 14, No. 2, pp. 119-127. Retrieved
from:​http://www.jstor.org/stable/2488029

Coghlan, D., & Brannick, T. (2014). ​Doing Action Research in Your Own Organization
(Vol. 4th). London: Sage Publications Ltd.

DLSU RVR-COB (no date). ​Implementing Rules to COB-POL-1314T2-01: RVR COB COde
of Ethics.​ Retrieved from:
http://mycourses.dlsu.edu.ph/access/content/group/5fc95a34-06c0-40eb-bf7b-e625a1
8523d2/RVR%20COB%20Code%20of%20Ethics.pdf

Export.gov (July 13, 2017).​ Philippines - Information and Communications Technology.

Philippines Country Commercial Guide.​ Retrieved from:
https://www.export.gov/article?id=Philippines-Information-and-Communications-Tec
hnology

Heathfield, S. (September 17, 2017). ​Steps to Create a Career Development Plan.​ the
balance. Retrieved from:
https://www.thebalance.com/steps-to-create-a-career-development-plan-1917798

Company M (2017). About. Retrieved from​: http://Company M.ph/en/gsuite/

Samson, O. (February 4, 2017). ​IDC Philippines unveils its top I.C.T. predictions for 2017
and beyond. ​Business Mirror: Features. Retrieved from:
https://businessmirror.com.ph/idc-philippines-unveils-its-top-i-c-t-predictions-for-201
7-and-beyond/

Seth, S. (April 8, 2016).​ Role of HRD in Career Planning and Development.​ LinkedIn.
Accessed from:
https://www.linkedin.com/pulse/role-hrd-career-planning-development-satyendra-seth
/

82
Job Satisfaction,Posted in Human Resources Terms Accessed from:
https://www.mbaskool.com/business-concepts/human-resources-hr-terms/4394-job-sa
tisfaction.html

Aryee S. and Debrah, Y. (March 1993). ​A Cross-Cultural Application of a Career Planning

Model.​ Journal of Organizational Behavior, Vol. 14, No. 2, pp. 119-127. Retrieved
from​:​http://www.jstor.org/stable/2488029

You Can Increase Your Job Satisfaction and Combat Weary Feelings. Retrieved May 26,
2019, from ​https://www.thebalancecareers.com/feeling-weary-1917962

Performance Management and Job Satisfaction of University Library .... Retrieved May 26,
2019, from ​https://publications.drdo.gov.in/ojs/index.php/djlit/article/view/222

Lewin's change model, discover new behavior change ... - ToolsHero. Retrieved July 13,
2019, from ​https://www.toolshero.com/change-management/lewin-change-model/

Export.gov (July 13, 2017).​ Philippines - Information and Communications Technology.

Philippines Country Commercial Guide.​ Retrieved from:
https://www.export.gov/article?id=Philippines-Information-and-Communications-Technolog
y

Glinow, M.; Driver, M.; Brousseau, K. and Prince, J. (January 1983). ​The Design of a Career
Oriented Human Resource System.​ The Academy of Management Review, Vol. 8, No. 1
(Jan., 1983), pp. 23-32. Retrieved from: ​http://www.jstor.org/stable/257164

https://www.researchgate.net/publication/321966659_Job_Satisfaction_and_Employee_
Performance_An_Empirical_Approach​ citation : Inuwa, Mohammed. (2016). Job
Satisfaction and Employee Performance: An Empirical Approach. The Millennium
University Journal. 1. 90.

Adeoye, A.O. and Z. Fields, 2014. Compensation management and employee job
satisfaction: A case of Nigeria. J. Soc. Sci., 41: 345-352.
http://thepeakperformancecenter.com/business/performance-management/performance
-management-cycle/

83
Appendix

84
Action Research Cycle 1
Ladder of Inference
Rungs in the Ladder of Inference
I take ACTIONS based on my beliefs
I adopt BELIEFS about the person & the
situation
I draw CONCLUSIONS
I make ASSUMPTIONS based on the
meanings added
I add MEANINGS (cultural and personal)
I select DATA from what I observe
I OBSERVE data and experiences
My Thoughts and Inferences
Although the group made the decision that
this is the focal issue that we would like to
address, I still raised my observations and
thoughts during the construction phase of the
first cycle.
I believe that once the program is executed, it
will greatly reduce, if not, eliminate the
resignations from the group. I also believe
that this program will address the issues of
each member of the group regarding
motivation, direction and career progression.
I therefore conclude that a program should be
implemented immediately to minimize the
level of attrition and prevent the recurrence of
mass resignation in the department of Service
Delivery Department.
I assumed that if we had an established
program to track the employee journey from
hiring to retiring, then we could have easily
identified and addressed the issues of the
employees. I have also assumed that if our
HR department is proactive enough, then the
said program could have been initiated
already.
If we had an established program for
employees that will address these issues, then
we could have avoided, if not, prevented the
situation from happening.
I observed this based on the frequency of
resignations that I received indicating the
same set of reasons.
I observed that there is an increasing level of
attrition in Service Delivery Department due
to unawareness in company direction, low
level of motivation and lack of career
progression.
85
ORJI

Date: January 2017

Observation: ​From the announcement made during the Townhall last year where I was
appointed as the Head of Service Delivery, people here in our Division seem to react
negatively. What could be new? This is the same observation I had during my first day of
work. I observed that even though they are reporting directly to me, they still choose to
talk to the head of the division whom I am reporting to. I feel their resistance in the change
and every time I talk to them, I would see negative reactions through their facial
expressions. I observed that this behaviour was the result of the changes made by the
company to the organizational structure.

Reaction: ​I started to be Judgement: ​I know for a Intervention:​ I spoke to my

affected by the reaction of
the people, especially those
who are part of my group. I
feel bad that I cannot point
out the reason why they are
reacting that way towards
me.
fact that the reason why
these people are reacting
negatively is because they
resist the change that was
implemented. I assumed
that they see me as a
stranger trying to infiltrate
their group.
immediate boss to ask for
help. I told him that I may
need his influence in
directing the people to talk
to me first should they have
issues or concerns in the
office.

Date: July 2017

Observation: ​There are a few people in my team who expressed their intentions of
resigning. Most, if not all of them, refuses to attend my proposed trainings. They said that
they do not want to engage in a bond contract with the company. I’ve observed that
people are coming in the office late, like the middle of the day already and stay until late at
night until 9pm not doing anything but play video games. I also noticed that the
resignations are coming in batches. Either in 2’s or 3’s. The group that I handle originally
consists of 25 members but would look like it will decline up to 50%.

Reaction: ​I am now Judgement:​ I am beginning Intervention:​ I decided to

beginning to worry because
there are pending projects
that we need to finish and
the resignation of the people
in the group will greatly
impact our operations.
to blame my immediate
superior for not doing
anything about the situation.
I spoke to him already
because I need his
intervention but he did not
even exerted an itch of
effort to help me.
schedule one on one
sessions with the group. I
prioritized those who
submitted their resignations
first before the others.

86
 Date: September 2017

Observation: ​From the feedback of the people who resigned from the group. I have
noticed that the common denomination is “ the direction of the company”

Reaction: ​I am frustrated Judgement:​ I am under the Intervention:​ I scheduled a

and is greatly affected by
the situation. I do not know
what to do, I do not know
how management would feel
about this and I don't even
know how I would raise this
concern.
assumption that it's all
management’s fault. People
would not react this way if
they were transparent with
everybody.
meeting with my new
immediate superior to
discuss the situation with
him and to ask for help in
finding the solution.

Second Person Inquiry - Resigned Employee

Monica:​ What made you decide to resign in the company?

Resigned Employee:​ I feel that there is no direction anymore, we do not have projects

today.

Monica:​ I would like to understand where your assumption is coming from? Where did you

get the idea that the company does not have a direction?

Resigned Employee:​ Well, wala kaming projects, ang gulo gulo . Yung bond sobrang tagal

parang ayaw na kaming maggrow sa ibang lugar. Di ko ala, may job description nga ako

pero di ko na alam ano role ko. Pinagawaan kami ng performance appraisal di ko naman

naiintindihan para saan di rin sinabi kung ano ilalagay ko doon. Parang wala na kong growth

dito.

Monica: ​What made you feel na wala na kayong growth dito sa company?

Resigned Employee:​ Ei Kasi hindi naman na kami pinapakinggan ng management, ung

performance appraisal ko nga subjective pa yun kung ano sabihin na feedback ng project

managemer yun na.

Monica: ​Okay, what do you think would be the reason for you to stay?

87
Resigned Employee: ​Decided na ko mam eh, pero kung sasagutin ko yung tanong mo

gusto maibalik yung feeling na part ako ng grupo. Yung nangangarap kayo para sa grupo

kasi sabi sakin noon, we will invade yung global market, gusto ko yun kaya nagstick ako kasi

alam ko may direction napupuntahan

Monica: ​Okay, thank you for sharing with me your thoughts, and I hope for your success.

Second Person Inquiry - Existing Employee

Monica: ​Hi! Thank you for taking the time to talk with me

Pete: ​No worries Monica. I feel that the need to do this anyway

Monica: ​Why do you feel so?

Pete: ​Because people are leaving and I am worried kung saan tayo pupulutin. Yung mga

clients natin gusto yang mga taong yan. Iniisip ko pagumalis sila baka mawala rin ung mga

accounts satin.

Monica: ​I understand. Pete, I would like to know your thoughts, why are you still staying

with us?

Pete: ​I cannot easily resign because of my kids.

Monica: ​Could you give me an idea what would make this company worth your time and

effort?

Pete: ​Kung maayos mo siya Monica. Nakailang taon na ko dito di man lang gumagalaw

sweldo ko . Di ko alam rin if I am doing the right thing. Sasabihin lang naman nila sayo yung

mga bagay na mali mo pero hindi ko narinig na I did a good job. The person you replaced

always decides on what needs to be done and I am not comfortable with it . Gusto ko rin

dumiskarte ng sa tingin kong tama, kasi that’s where I will learn. Tyaka, ano level ko ngaun

project manager? Ei ung na ung job description ko nung pumasok ako diko sure kung

naglevel up man lang ako eh. So kung un maayos mo, okay pa rin ako dito.

88
Monica: ​Okay Pete. Thanks for sharing. I’ll update you on the initiatives that will address

your concerns.

Journal #1

Journal #2

89
Forms:

1. Job Levelling

2. Certification Calendar

90
3. Job Description

91
4. Performance Appraisal

92
Action Research Cycle 2
Ladder of Inference
I take ACTIONS based on my beliefs
I adopt BELIEFS about the person & the
situation
I draw CONCLUSIONS
I make ASSUMPTIONS based on the
meanings added
I add MEANINGS (cultural and personal)
I select DATA from what I observe
I OBSERVE data and experiences
I have initiated a group meeting to conduct an
exercise about tracking employee
achievements. After the activity, the team
shared their feelings towards the outcome and
their thoughts on how we can progress with
formational activities moving forward.
I believe that the performance management
program should not just be about the
employee benefitting to the company
scenario, but the company impacting the life
of the employee as well.
I therefore conclude that we should add an
employee formation stage in the performance
management program of Service Delivery
Department as part of the improvement of the
program.
I assumed that adding a stage in the
performance management program focused
on addressing employee formation concerns
will strengthen the job satisfaction level of the
employee and will make the connection
between their current work and their corporate
goals more explicit.
If we have added a stage in the performance
management program that will allow the
employees to track their own achievements,
then they will have a view on how their
current work contributes to reaching their
professional goals.
I observed this based on the questions that
they’ve shared with me during our one on one
sessions.
I observed that the questions of the employees
in Service Delivery Department are more
inclined towards their professional
development.
93
ORJI

Date: January 2019

Observation: ​Everybody was happy because of the rewards that the team received last
year. I observed though through my one on one sessions that most people in the team are
still asking what improvement did they got from last year? And they are also thinking if the
role that they have currently is something that they would want to pursue in the future.

Reaction: ​I immediately felt Judgement: ​I assumed that Intervention:​ I arranged

the need to incorporate
something in the program
that will address their
concerns but I do not have
an idea how. I surprises me
to know that their are
concerns that is way over
organizational set up
these people have a sense
of responsibility in their lives
because they are conscious
about where they are
heading
another planning session for
the team so we can
elaborate more about their
concerns and collaborate on
the solution.

Journal #1

94
Forms
1. Individual Profile

95
2. Performance Appraisal

96
3. Activities - Reflection

97
4. Activities - Left Hand Column

98
5. Activities - Feedback

99
6. Activities - 2 years ago reflection

100
Informed Consents

101
102
103