AN ASSESSMENT OF EMPLOYEE RETENTION STRATEGIES ON

SELECTED RURAL BANKS

An Undergraduate Thesis
Presented to
The Faculty of Department of Business and Management
North Eastern Mindanao State University
Cantilan Campus

In Partial Fulfillment
Of the Requirements for the Degree
Bachelor of Science in Business Administration
Major in Human Resource Management

By
Bangga, Icyle Mae N.
Basul, Jirah Mae B.
Buhangin, Kim C.
Castante, Alyanna Jamaica E.
Huniog, Ningky E.
 APPROVAL SHEET

This undergraduate research entitled “AN ASSESSMENT OF

EMPLOYEE RETENTION STRATEGIES ON SELECTED RURAL
BANKS” is prepared and submitted by BANGGA, ICYLE MAE N.,
BASUL, JIRAH MAE B., KIM C., CASTANTE, ALYANNA JAMAICA E.,
HUNIOG, NINGKY E., in partial fulfillment of the requirements for the
Degree of Bachelor of Science in Business Administration major in Human
Resource Management, is hereby recommended for approval and
acceptance.

MYRIFLOR A. MIRANDA, MPA

Adviser

Approved in partial fulfillment of the requirements for the Degree of

Bachelor of Science in Business Administration – Human Resource
Management by the Thesis Committee with a rating of PASSED.

KIMBERLY L. MIRANDA, DBA MARGE ETHAN A. URBIZTONDO, MBA

Panel Member Panel Member

JENI THERESA C. BONA, DBA

Chairman

Accepted in partial fulfillment of the requirement in Thesis on Bachelor

of Science in Business Administration-Human Resource Management.

December 19, 2023

JENI THERESA C. BONA, DBA

Department Chair– DBM

ii
 TABLE OF CONTENTS

Page No.
Title i
Approval Sheet ii
Table of Contents iii
Appendices iv
List of Tables v
List of Figures vi
Acknowledgement vii
Abstract ix

CHAPTER 1 THE PROBLEM AND SETTINGS

Introduction 1
Conceptual Framework 3
Statement of the Problem 8
Significance of the Study 9
Scope and Limitation of the Study 9
Definition of Terms 10

CHAPTER 2 REVIEW OF LITERATURES AND

STUDIES
Related Literature 12
Related Studies 14
Synthesis Review 17

CHAPTER 3 RESEARCH METHODOLOGY

Research Design 19
Respondent of the Study 19
Research Instrument 20
Research Locale 21
Data Gathering Procedure 21
Statistical Treatment 21

CHAPTER 4 PRESENTATION, ANALYSIS AND

23
INTERPRETATION OF DATA
CHAPTER 5 SUMMARY, CONCLUSION AND
34
RECOMMENDATION
REFERENCES 39

iii
APPENDICES
Page no.
A Questionnaire 42
B Letter to the Campus Director 54
C Written Appointment to Chairman 55
of the Panel member & Critics
D Written Appointment to Panel 56
member & Critics
E Appointment as Thesis Hearing 57
F Application Form-Proposal 58
Hearing
59
Application Form-Oral
Examination
G Approval for Thesis Proposal 60
Hearing
H Endorsement Letter- Proposal 61
Hearing
I Letter for Validation 62
J Written Appointment to 63
Grammarian

Grammarian Certification 64
K Oral Examination Report 65
L Approval Letter Oral Examination 66
M Approval for Binding 67
N Originality Report 68
O Curriculum Vitae 70

iv
 LIST OF TABLES
Table Page No.

1 Distribution of Respondents 20

2 Profile of Respondents 23

3 Selected Rural Banks(Recruitment) 25

4 Selected Rural Banks(Compensation and 26

Reward)

5 Selected Rural Banks (Training and 28

Development)

6 Selected Rural Banks (Work Environment) 29

7 Selected Rural Banks (Work-life Balance) 31

8 Reason Employees Leave the Company 32

9 Ways to Improve the Retention of 33

Employees.

10 Ways to Recommendation the Retention of 34

Employees

v
 LIST OF FIGURES

Figure Page No.

1 Schematic Diagram of the Study 5

ABSTRACT

vi
 Employee retention refers to the strategies organizations use to

prevent employees from leaving. It is crucial to maintain a high retention

rate as high turnover can be costly and impacts team morale.

Organizations reduce turnover by fostering a positive work atmosphere to

promote engagement, showing appreciation to employees, providing

competitive pay and benefits, and encouraging a healthy work-life balance

(Baker, n.d.). This study focused on the assessment of employee retention

strategies of selected rural banks in terms of work environment,

compensation and reward, training and development, and work-life

balance.

The researchers used a quantitative research design, utilizing

descriptive interpretation, in presenting and interpreting the results of the

research. To resolve conflict, a researcher-made questionnaire was used.

Moreover, the researchers applied frequency percentage, and weighted

mean as statistical treatments in the study. The results of this study can

then be used by the rural banks in improving their retention strategies to

enhance employee retention in the banking sector.

vii
 ACKNOWLEDGEMENT
This research was made possible with the help and kindness of

many individuals. The researchers would like to extend their heartfelt

gratitude to all of them.

First, the researchers want to offer this endeavor to God Almighty

for the wisdom, strength, peace of mind, and good health which allowed

them to finish this research;

To their research adviser, Myriflor Miranda, MPA, for her guidance,

support, and assistance and for the necessary information regarding this

research all of which helped them complete this endeavor;

To their research instructor, Loureville Gilda M. Urquia, DBA, for

her insights and valuable suggestions that strengthened and enriched this

research;

To the panelists, Marge Ethan A. Urbiztondo, MBA, and Kimberly L.

Miranda, DBA for their comments and suggestions that were vital in the

success of this research; and

Finally, to their loved ones for the motivations they have given them

as they worked on this research.

viii
 CHAPTER 1

THE PROBLEM AND ITS SETTING

INTRODUCTION

In the current landscape, the significance of employee retention has

become increasingly paramount. Employee retention refers to the

strategies organizations use to prevent employees from leaving. It is

crucial to maintain a high retention rate as high turnover can be costly and

impacts team morale.

Globally, organizations acknowledge the critical role employees

play in maintaining a competitive edge and sustaining profitability.

According to Alshurideh et al., (2019), it is important to recognize

employees as core assets that contribute significantly to an organization's

profitability. Moreover, sustainability in business heavily relies on

employees as valuable contributors to an organization's financial gains

and sustained developmental growth (Singh, 2019). Human resource

management experts emphasize the significance of employee retention,

advocating for distinctive methodologies that foster enduring relationships

and encourage employees to remain committed over an extended period

(Nasir et al., 2020). The intricate blend of procedures, arrangements, and

policies encapsulated in employee retention is crucial for prolonging the

 tenure of staff within an organization, safeguarding collective

knowledge, and expertise that departing employees might otherwise take

with them (Jaseel, 2019).

Despite the recognition of the importance of employee retention on

an international and national scale, there exists a noticeable gap in

understanding the specific dynamics within the rural banking sector. The

effectiveness of retention strategies varies, especially within the unique

context of rural banking.Organizations reduce turnover by fostering a

positive work atmosphere to promote engagement, showing appreciation

to employees, providing competitive pay and benefits, and encouraging a

healthy work-life balance (Baker, n.d.). Likewise, in the study of Gorde

(2019), results showed that compensation or salary or monetary benefit is

always a motivation to retain employees in the organization.

In the CARCANMADCARLAN (Carrascal, Cantilan, Madrid,

Carmen, and Lanuza) area, the banking industry faces unique challenges

in retaining their employees. Thus, this research was conducted to assess

the employee retention strategies implemented by the selected rural

banks in CARCANMADCARLAN. Through a comprehensive examination,

the research endeavors to identify the key challenges faced by rural banks

in retaining their workforce. By exploring the impact of retention strategies

on both employee satisfaction and organizational performance, the study

2
aims to provide actionable insights that inform the development of

customized retention initiatives.

CONCEPTUAL FRAMEWORK

Figure 1 shows the schematic diagram of the study using the input,

process, and output model. The first box shows the demographic profile of

the respondents as to age, sex, civil status, years of service, highest

education attainment, and job position. The second box presents the

Employee Retention Strategies on Selected Rural Banks in

CARCANMADCARLAN in terms of Recruitment, Compensation and

rewards, Training and development, Work environment and Work-life

balance. As presented:

Recruitment process plays a crucial role in employee retention. If

the recruitment process is effective in identifying candidates with the right

skills, values, and cultural fit, it can contribute to higher employee

satisfaction and engagement. A well-matched employee is more likely to

stay with the organization. Jaseel (2019) highlighted that a well-executed

recruitment process contributes to the overall organizational culture and

affects the perceived quality of the workforce. Positive recruitment

experiences can foster a sense of belonging and commitment among

existing employees.

3
Profile of the Employee Retention
respondents as to: Strategies in terms of:

 Recruitment
 Age;
 Compensation
 Sex;
and rewards;
 Civil Status Proposed
 Training and
 Job position; Intervention
development.
and
 Work
 Year of
environment
service.
 Work-life
Balance.

Figure1. Schematic Diagram of the study

4
 Compensation and rewards refer to having a competitive and fair

compensation system, which is a key factor in retaining employees. If

employees feel that they are being compensated appropriately for their

skills and contributions, they are more likely to stay with the organization.

Additionally, a well-designed rewards system, including bonuses,

incentives, and recognition, can further enhance retention by promoting a

positive work culture.

Alshurideh, et al. (2021) emphasized that both financial and non-

financial incentives contribute to employees' satisfaction and their decision

to stay with the organization. Competitive compensation packages,

recognition programs, and benefits can enhance the overall employee

experience, fostering a sense of loyalty. The effectiveness of Employee

Retention Strategies is pivotal for fostering enduring relationships between

employees and the organization.

Alhmoud, & Rjoub (2019) assert that investing in employees'

continuous learning not only improves their capabilities but also

demonstrates the organization's commitment to their career development.

This, in turn, enhances employee satisfaction and retention. Training and

development are relevant to employee retention because employees often

seek opportunities for professional growth and skill development. Offering

training and development programs can contribute to higher job

5
satisfaction and loyalty. When employees see a clear path for

advancement within the organization, they are more likely to stay rather

than seek opportunities elsewhere.

Nasir, et al. (2020) highlighted that a well-crafted set of

methodologies, procedures, and policies can contribute significantly to

retaining employees over an extended period. This includes creating a

positive work environment, providing growth opportunities, and addressing

employee needs, thereby enhancing commitment, and reducing turnover

rates. Work environment is relevant to employee retention because a

positive work environment significantly influences employee retention.

Factors such as a supportive culture, good interpersonal relationships,

and a healthy work-life balance contribute to employee satisfaction. A

conducive work environment fosters a sense of belonging, which is crucial

for retaining talent.

Streefland, et al. (2019) provides compelling evidence for the

positive influence of work-life balance (WLB) on both employee well-being

and work outcomes. Work-life balance is increasingly becoming a critical

factor in employee retention. Employees value a workplace that respects

their personal time and well-being.

6
STATEMENT OF THE PROBLEM

The study aimed to identify the employee retention strategies of

the rural banks in CARCANMADCARLAN. Furthermore, it sought to

answers the following:

1. What is the profile of the respondents as to:

1.1 Age;

1.2 Sex;

1.3 Civil Status;

1.4 Year of Service; and

1.5 Job Position?

2. What are the Employee Retention Strategies on Selected Rural

Banks in CARCANMADCARLAN in terms of:

2.1 Recruitment;

2.2 Compensation and Development;

2.3 Training and Development;

2.4 Work environment; and

2.5 Work-life Balance?

3. What are the reasons why employees leave the company?

4. What recommendation may be proposed?

7
SIGNIFICANCE OF THE STUDY

Employee retention in the banking sector, especially in rural banks,

is essential for maintaining stability and ensuring continued

growth. Having better retention strategies could result in better customer

service and an enhanced reputation of the banks. Thus, the results of this

study will be of great benefit to the following:

Employers – They will be aware of the various problems that

employees experience and they can use this information to come up with

solutions to prevent these employees from leaving the bank.

Employees - They will be able to express their concerns regarding

their job.

Human Resources - They will be able to improve their retention

strategies for the benefit of the employees and the bank.

Future Researchers - They will be able to understand the current

situation in the banking sector and may use this reference to conduct

further research regarding this topic.

SCOPE AND LIMITATIONS OF THE STUDY

This study focused on the assessment of employee retention

strategies of selected rural banks in CARCANMADCARLAN. It examined

the various strategies used by banks to retain their employees and how

they affect the overall performance of the company. It also looked at the

8
impact of employee retention on employee morale, productivity, and

overall profitability. This study was limited to the assessment of employee

retention strategies on the rural banks in CARCANMADCARLAN. It did

not consider the effects of factors on employee retention. Additionally, the

study was limited to the data and information available to the researchers

and was not able to provide a comprehensive picture of the entire

employee retention landscape. The study was conducted throughout the

academic year of 2023.

DEFINITION OF TERMS

To facilitate the understanding of this study different terms are

defined herein:

Assessment – It is the process analyzing the different retention

strategies of rural banks in the CARCANMADCARLAN area.

Compensation – It refers to the remuneration that an employee

receives in return for his/her services to the organization.

Employee Retention- It refers to the strategies organizations use to

present employees from leaving.

Performance Appraisal - It is a formalized process to assess how

well an employee does his or her job.

Recruitment – It refers to the process of identifying, attracting,

interviewing, selecting, hiring, and on boarding employees.

9
 Reward – It is used to encourage employee loyalty and behavior

through a comprehensive package of motivating benefits and bonuses;

put in place by employers and HR departments to reward employees for

achieving specific goals.

Strategy – It refers to an organization's long-term goals and how it

plans to reach them.

Training and Development - It refers to educational activities that

the company created to enhance the knowledge and skills of employees

while providing information.

Working environment – It is the setting, social aspects, and

physical conditions in which an individual performs their job.

Work-life balance – It is the state where a person chooses to

equally prioritize the demands of work and career and the demands of

Their personal life.

10
 CHAPTER 2

REVIEW OF RELATED LITERATURE AND STUDIES

This chapter presents the related foreign and local literature and

related foreign and local studies. Those that are included in this chapter

help in understanding the information that are relevant and similar to the

study.

RELATED LITERATURE

FOREIGN

In a highly developed environment of business nowadays, there

has been an obligation to give priority to the importance of human

resources inside the organization. This helps in improving productivity and

to have the maximum utilization of resources, therefore, companies

regularly keep effective employees from searching for employment

elsewhere. However, holding on to those who are efficient is not easy

nowadays (Jaseel, 2019). It is therefore important to know strategies that

enhance employee retention.

Employee retention strategies are some of the most important

factors needed to maintain experienced employees; therefore, knowledge

and expertise do not migrate from the organization and reduce the cost of

recruitment and training of new employees. The most important problem

consequences from uncontrolled employee retention inside the

organization are the high turnover rates and losses as employees move
 to competitors with their experience and skills gained from the

organization (Watson, et al., 2019).

According to Akther and Tariq (2020), the ability to keep

employees is influenced by many factors and seven of these factors are

considered most influential. These factors are performance appraisal and

future growth, leadership support with the work environment, recruitment

policy, employee benefits, management support to employees, job

security, and training and development. Training provided by the

organization improves the employees’ knowledge and skills, which

diminishes the gap between standard and desired performance which

increases the rate of employee retention. Aleem and Bowra (2020) in their

study in Pakistan, especially in the banking sector including public,

private, foreign, and Islamic banks, found that training and development

impact employee retention and commitment significantly.

LOCAL

Salary and benefits are significant factors in retaining employees in

rural banks. Employees in rural banks are more likely to stay in their jobs

if they perceive their salaries and benefits to be competitive with other

banks (Leon & Beltran, 2019; Obiedo & Dayagbil, 2019).

Moreover, according to Obiedo and Dayagbil (2019), offering

training and development programs can increase employee satisfaction

and reduce turnover in rural banks. In addition, creating a positive work

12
environment can also help retain employees. Maranan (2019) highlighted

the importance of promoting work-life balance, compensation and reward,

work environment, recruitment, and training and development

contributions in retaining employees in rural banks. According to Ramos

(2020), employee retention is critical for the long-term success and

sustainability of rural banks, as it can lead to reduced turnover costs,

increased productivity, and a more knowledgeable and experienced

workforce.

RELATED STUDIES

FOREIGN

Mehrez and Bakri (2019) conducted a study in Qatar and used

Structural Equation Modelling in data analysis. The result of the study

indicated a positive and significant relationship between compensation

and employee retention. Empirical studies have explained that a salary

that is fair to job responsibilities is a necessary compensation element

that could be used by organizations in retaining employees (Silva, et al.,

2019). Likewise, Mamahit, et al. (2019), on studying employee retention

at a large hotel in Indonesia, concluded that compensation had a

significant influence on employee retention.

On the other hand, Samuel (2020) concluded that for retaining

good, talented workforce, the organization must create a positive

environment for conductive working. Furthermore, good, and successful

13
organizations do respect their employees and try to make policies more

flexible for the betterment of employees so that level of employee

engagement can be achieved. Most of the previous studies agreed that

good retention strategies lead to greater time span in the organization and

motivate employees to do their job dedicatedly.

LOCAL

The study conducted by Garcia and Cruz (2020) investigated how

employee retention strategies affect organizational productivity in a local

retail company in the Philippines. The study found that implementing

effective employee retention strategies improved employee satisfaction,

reduced turnover rates, and increased employee commitment and loyalty,

which, in turn, positively impacted organizational productivity.

Employees perform better and become more productive when they

are motivated and satisfied at work. To improve the performance of the

organization, it is necessary to enhance employee performance to

optimize their efficiency and effectiveness. Employees are the most

important asset of any organization who act, perform, and implement the

company strategies and methods to achieve the organizational goals and

objectives.

According to Tarique and Schuler (2019), financial perks are the

major factors on which the relationship between the employee and

intention to stay in organization can be measured. A study on employee

14
engagement concluded that a competitive pay structure is a vital aspect

that easily affects the level of retention. The research concluded that a

well-administered compensation structure plays a vital role in retaining the

employees.

On the other hand, Kumar (2022) mentioned that treating

employees fairly leads to an intrinsically motivated individual. For

example, an intrinsically motivated employee wants to finish a specific

task not because of the associated incentive, but because he feels a

personal sense of accomplishment in doing the task to the best of his or

her ability.

According to Zakaria, et al. (2019), employee loyalty is important in

ensuring retention of competent employees and this can be done through

improved job analysis, training and development of employees, improved

compensation management and good employee-management relations.

These employees are good assets for the firm’s success. Mehta, et al.,

(2021) stated that employees will stay and extend their service and time

for the company if career opportunities like providing them training and

development are in place. Job-related training can improve the

employee’s problem-solving ability. It makes them more confident,

motivated, and committed to their job.

15
 In a study of Suryanarayana (2022), the results show that training

and development opportunities, and safe and good working conditions

have a considerable positive impact on employees' affective commitment.

One of the most important functions of human resource

management is training, as it improves the skills and knowledge of

workers, therefore, it makes worker skills fit job needs (Koteswari, et al.,

2020). In a highly developed environment of business nowadays, there

has been an obligation to give priority to the importance of human

resources inside the organization. This helps in improving productivity and

to have the maximum utilization of resources, therefore, companies

regularly keep effective employees from searching for employment

elsewhere (Jaseel, 2019).

Synthesis of the review. Employee retention strategies are important for

businesses as they can have several benefits, including saving

organizations from productivity losses, employing more engaged workers

who get more done, improving customer relationships, reducing turnover

and its related costs, promoting the health and success of the

organization, boosting productivity, and increasing employee

engagement. Retaining employees is also cost-effective compared to

hiring and training new employees. Therefore, it is crucial for businesses

to implement effective employee retention strategies to retain their best

employees and reap the benefits of a stable workforce.

16
 The systematic review conducted by Nguyen and Nguyen (2021)

aimed to identify the assets of employee retention strategies on

organizational outcomes. The study reviewed a range of related studies

and found that effective employee retention strategies lead to positive

organizational outcomes, such as increased productivity, profitability, and

employee satisfaction. The review also identified various employee

retention strategies that are effective, including career development

opportunities, competitive compensation and benefits, and a positive work

environment.

The meta-analysis conducted by Lee and Jeong (2020) explored

the assessment of employee retention strategies on job satisfaction,

organizational commitment, and intention to stay. The study reviewed a

range of related studies and found that employee retention strategies lead

to higher levels of job satisfaction, organizational commitment, and

intention to stay among employees. The review also identified several

employee retention strategies that were used, such as employee

development opportunities, flexible work arrangements, and competitive

compensation and benefits.

In the Philippines, employee retention has taken precedence over

recruitment matters among human resources professionals. The shift

emphasizes the significance of retaining talent and cultivating a dedicated

workforce (Monzon, 2023).

17
 CHAPTER 3

RESEARCH METHODOLOGY

This chapter provides the discussion on the design and

methodology of the research paper. It consists of the research design,

research locale, respondents of the study, research instrument, data

gathering procedure, and statistical tool.

RESEARCH DESIGN

The study utilized a quantitative descriptive research design in

which the researchers attempted to collect quantified information for

statistical analysis of the effectiveness of employee retention strategies

selected by the rural banks. The researchers determined the effect of

employee retention strategies on an employee toward compensation,

training and development, reward, and recognition. A survey method

involves structured questionnaires given to the respondent to elicit

specific information.

RESPONDENTS OF THE STUDY

The target respondents were the employees working at selected

rural banks: Rural Bank of Lanuza and East West Rural Bank of Madrid.

They were chosen to provide useful insight into the perceived assessment

of employee retention strategies. The data were obtained through a

survey questionnaire.

19
Table 1. Distribution of Respondents
Number of Respondents
Name of Selected Rural
Banks Population Sample Size

Rural Bank of Lanuza 12 12

East West Rural Bank Madrid 8 8

Total 20 20

Table 1 shows the sample size distribution of respondents. It

shows the number of randomly selected employees from selected rural

banks in CARCANMADCARLAN. The second column indicates the total

population of the chosen establishment, while the third column indicates

the sample size of target respondents, including the total number of

respondents.

RESEARCH INSTRUMENT

The researchers used a self-made questionnaire as the main tool

of the study. The draft of the questionnaire was drawn based on the

researchers’ readings, and previous studies. The study depended on the

primary data collected using the questionnaire. The questionnaire was

divided into sections; Part I contained the profile of the respondents with

the data gathered through a questionnaire checklist. Part II contained

questions regarding employee retention strategies. The questionnaires

were distributed to the respondents, and the respondents were given

20
enough time to read and understand the questions before they give their

answers.

RESEARCH LOCALE

This research was conducted at different rural banks in

CARCANMADCARLAN. Employees from the Rural Bank of Lanuza and

East West Rural Bank of Madrid served as respondents.

DATA GATHERING PROCEDURE

The researchers first made a survey questionnaire to be given to

selected respondents from the different rural banks in

CARCANMADCARLAN. Then, the researchers sought permission from

the Campus Director to conduct the survey. After obtaining the consent,

the researchers then conducted the survey and gave the respondents

enough time to answer the questionnaire. Once the survey was

completed, the researchers then analyzed and interpreted the data

gathered.

STATISTICAL TREATMENT

All data gathered by the instrument were tabulated, analyzed, and

interpreted accordingly. The data were treated in verbal interpretation.

Purposive sampling – This refers to a non-probability sampling

technique where researchers intentionally select participants based on

specific criteria relevant to the research’s purpose.

21
 Percentage - This was used to determine what proportion of the

respondents belongs to a specific category.

Frequency Distribution - In statistics, it is a graph or data set

organized to show the frequency of occurrence of each possible outcome

of a repeatable event observed many times.

Weighted Mean - This was used to determine the mean of the

ages of the respondents and the final weight of each item on the

perceptual strengths of respondents.

21
 CHAPTER 4

PRESENTATION, ANALYSIS, AND INTERPRETATION DATA

This chapter presents the data acquired, the results of the

statistical analysis performed, and the interpretation of the findings.

Table 2. Demographic Profile of the respondents (n=20)

Demographic Description Frequency Percentage (%)

Age 18-25 3 6
26-30 3 6
31-35 4 25
36-40 6 35
41 and above 4 25
Total 20 100
Sex Male 7 35
Female 13 65
Total 20 100
Civil status Single 4 25
Married 10 50
Widowed 6 35
Separated 0 0
Total 20 100
Year Of
6 months- 1year 3 15
Service
1 year-3years 4 20
4year-5years 4 20
6year-10years 4 20
More 10years 5 25
Total 20 100
Job Position Rank & file 10 50
Supervisor 5 25
Managerial 5 25
Total 20 100
 Table 2 shows the demographic profile of the respondents. In

terms of age, 35% of the respondents have ages between 36-40 while

25
6% of the respondents have ages between 18-25 and also ages between

26-30. Most of these respondents are females with 65% while 35% are

males. As to civil status, 50% of the respondents are married while 25%

are single. In terms of years of service, 25% of the respondents have

been with the banks for more than 10 years while 15% have been with

the banks for 6 months to a year. Finally, in terms of job position, 50% of

the respondents are rank and file employees while 25% of the

respondents are supervisors and another 25% are managers.

Table 3 shows that most of the respondents strongly agree in the

recruitment strategies of the company that they work for. More importantly,

the respondents strongly agree that their company’s recruitment process

is designed to attract candidates who are good fit for the company culture

and values, that their company provides appositive and supportive work

environment, employee loyalty, and retention, and that their company

regularly gathers employees’ feedback and uses it to improve employee

retention strategies, all of which gained the highest mean of 3.46.

However, most respondents also strongly agree that they have to make

sacrifices in their personal life to meet work demands which impacted their

job satisfaction and performance, which gained the lowest mean of 3.08
Table 3. Employee Retention Strategies on Selected Rural Banks in
CARCANMADCARLAN in terms of Recruitment

Verbal
Indicators Mean
Interpretation
3.1. The company’s recruitment process is
designed to attract candidates who are a
Strongly Agree
good fit for the company culture and 3.46
values.
3.2. The company actively seeks out and
recruits top talent to support employee Strongly Agree
3.31
retention.
3.3. The company provides an appositive
and supportive work environment, Strongly Agree
3.46
employee loyalty, and retention.
3.4. The company regularly gathers
employees’ feedback and uses it to Strongly Agree
3.46
improve employee retention strategies.
3.5. The company provides clear career
progression paths and opportunities for Strongly Agree
3.38
employees to advance their career.
3.6. I feel valued and appreciated by the
company, which supports my commitment Strongly Agree
3.42
to stay in the company.
3.7. I have to make sacrifices in my
personal life to meet work demands which
Strongly Agree
impact my job satisfaction and 3.08
performance.
3.8. I feel that the company values my
contributions and is committed to retaining Strongly Agree
3.35
me as an employee.
3.9. The company’s recruitment process is
designed to identify candidates who are a
Strongly Agree
good fit for the company culture and 3.38
values.
3.10. The company provides a positive
and supportive work environment Strongly Agree
3.35
employee loyalty
3.36 Strongly Agree
Total Weighted Mean

24
Table 4. Employee Retention Strategies on Selected Rural Banks in
CARCANMADCARLAN in terms of Compensation and Reward

Indicators Mean Verbal

Interpretation
4.1. I am satisfied with the level of 3.46
compensation and benefits provided by Strongly Agree
the company.
4.2. I believe that the company values
and invests in employee retention 3.46 Strongly Agree
through its compensation and benefits
strategies.
4.3. The company could improve its
compensation and benefits package to 3.35 Strongly Agree
better meet the needs of employees and
retain top talent.
4.4. I feel that the company values my 3.46 Strongly Agree
contributions and rewards me with
raises and bonuses.
4.5. The company is transparent about 3.42 Strongly Agree
how compensation decisions are made.
4.6. The company’s compensation and 3.42 Strongly Agree
benefits packages play a significant role
for employees with varying lifestyles and
priorities to stay with the company for a
long time.
4.7.Opportunities for career 3.42 Strongly Agree
advancement and salary increase are
achievable.
4.8.The compensation and benefits 3.12 Agree
package is personalized to meet the
needs of different job role experience
and preferences
4.9. The company offers a variety of 3.27 Strongly Agree
non-financial benefits that support work-
life balance and employee well-being.
4.10. Salary and benefits are important 3.54 Strongly Agree
factors in employee retention.

Total Weighted Mean 3.39 Strongly Agree

25
Table 4 shows that most of the respondents strongly agree on the

compensation and reward strategies of the company they work for. They

strongly agree that salary and benefits are important factors in employee

retention, which gained the highest mean of 3.54. Meanwhile, they agree

that the compensation and benefits package are personalized to meet the

needs of different job role experience and preferences, which gained the

lowest mean of 3.12.

According to Armstrong (2020), the employee perceives the total

reward as the value resulting from the employment. It helps motivate,

engage, and retain employees. Furthermore, Kyre (2019) said that when

reward programs align with the organization’s strategies, they steer the

organization steady towards its vision.

Table 5 shows on the following page that most of the respondents

strongly agree with the training and development strategies of the

company they work for. Moreover, the respondents strongly agree that

the training and development programs offered by the company are

effective in improving their performance, which gained the highest mean

of 3.65. However, they also strongly agree that many employees leave

the company in search for better job opportunities or career growth,

which gained the lowest mean of 3.42.

26
 Indicators Mean Verbal
Interpretation
5.1. Opportunities for mentorship or
coaching are available to support my 3 .54 Strongly Agree
career development.
5.2. I feel encouraged and supported to
pursue continuous learning and 3.58 Strongly Agree
development.
5.3. The company’s training and
development programs align with my 3.46
personal and professional goals. Strongly Agree

5.4. The training and development 3.65 Strongly Agree

programs offered by the company are
effective in improving my performance.

5.5. The company’s investment in 3.62 Strongly Agree

employee training and development
contributes to my job satisfaction which
is a key factor to my commitment to the
company.

5.6. Many employees leave the 3.42 Strongly Agree

company in search for better job
opportunities or career growth.

5.7. The company provides sufficient 3.54 Strongly Agree

opportunities for training to professional
employees.

5.8. The training helps to improve 3.58 Strongly Agree

motivation of the employees.

5.9. I feel confident in my ability to 3.54 Strongly Agree

progress my career within the
company.

Total Weighted Mean 3.53 Strongly Agree

Table 5. Employee Retention Strategies on Selected Rural Banks in
CARCANMADCARLAN in terms of Training and Development

27
Table 6. Employee Retention Strategies on Selected Rural Banks in
CARCANMADCARLAN in terms of Work Environment

Verbal
Work Environment Mean
Interpretation
6.1. A toxic work environment or culture
led to employee dissatisfaction and 3.19 Strongly Agree
turnover.
6.2. The company prioritizes a positive work
environment and creates policies that focus
on its employees’ well-being and job 3.12 Agree
satisfaction.
6.3. The company could improve the work
environment by giving additional resources
or support for its employees’ well-being and 3.23 Strongly Agree
job satisfaction.
6.4. Employees who do not feel valued or
recognized for their contributions are more
2.96 Agree
likely to leave the company.
6.5. The work environment is conducive to
collaboration and teamwork, which
3.15 Strongly Agree
contributes to overall employee satisfaction.
6.6. The work environment impacts my job
satisfaction and decision to stay with the 3.31 Strongly Agree
company.
6.7. The company ensures that employees
feel valued and appreciated for their work Strongly Agree
3.27
and contribution.
6.8. Employees may leave the company if
they feel that the company’s values or goals Strongly Agree
3.15
do not align with their own values and goals.
6.9. The work environment is a key factor in
Strongly Agree
attracting and retaining employees. 3.27
3.29 Strongly Agree
Total Weighted Mean

Table 6 shows that most of the respondents strongly agree with the

work environment strategies of the company they work for. Respondents

28
strongly agree that the work environment impacts their job satisfaction and

decision to stay with the company, which gained the highest mean of 3.31.

Although they do not strongly agree, still, respondents agree that

employees who do not feel valued or recognized for their contributions are

more likely to leave the company, which gained the lowest mean of 2.96.

Table 7 show that most of the respondents strongly agree with the

work-life balance strategies of the company they work for. The

respondents strongly agree that the company’s commitment to work-life

balance and employee well-being is a key factor in attracting and retaining

employees, which earned the highest mean of 3.54. Although it earned the

lowest mean of 2.85, still, the respondents agree that they feel that they

have enough time outside of work to pursue personal interests and

hobbies, which supports their overall well-being.

As Garg (2022) stated, work-life balance has a positive impact on

employee retention. Companies need to increase work-life balance

options such as flexible time and taking breaks from work so that

employees can feel that the organization facilitates their professional work

life.

29
Table 7. Employee Retention Strategies on Selected Rural Banks in
Terms of Work-Life Balance
Mean Verbal
Indicators
Interpretation
7.1. The company values and supports 3.38 Strongly Agree
work-life balance for its employees.
7.2. Policies or practices are in place to
support work-life balance, such as 3.31 Strongly Agree
flexible work hours or remote work
options.
7.3. The company could do more to
support work–life balance and employee 3.23 Strongly Agree
well-being such as providing additional
benefits or resources.
7.4. The company needs to improve Strongly Agree
work-life balance policies and help 3.31
reduce employee burnout and turnover.
7.5. The company’s investment in work- Strongly Agree
life balance and employee well-being is 3.35
evident in its policies and practices.
7.6. The company could address barriers 3.46 Strongly Agree
or challenges in achieving a healthy
work-life balance.
7.7. The company’s commitment to 3.54 Strongly Agree
work-life balance and employee well-
being is a key factor in attracting and
retaining employees.
7.8. Work-life balance issues or burnout 3.42 Strongly Agree
can contribute to employee turnover
thus, it is important for companies to
prioritize employee well-being.
7.9. I feel that I have enough time 2.85 Agree
outside of work to pursue personal
interests and hobbies, which supports
my overall well-being.
7.10. The company provides a positive 3.46 Strongly Agree
and supportive environment.
Total Weighted Mean 3.33 Strongly Agree

30
Table 8. Reasons Why Employees Leave the Company
REASONS FREQUENCY Percentage
(%)
Lack of Career Growth 8 14
Compensation 10 17.5
Poor management 6 11
Toxic Management 8 14
Overwork 10 17.5
Financial Instability 15 26
Total 57 100

Table 8 shows the reasons employees leave the company they

work for. The results show that the biggest reason is financial stability, with

26%. Meanwhile, only 11% of the respondents answered poor

management as a reason to leave the company.

In a study by Zellis (2023), it is revealed that the stress resulting

from financial worries impacts professional lives. It is important, therefore,

for companies to start evaluating and improving the financial stability of

employees. Having financially stable, enthusiastic people working for the

company is critical because it helps them feel like a part of the team, which

motivates them to provide excellent customer service and prevent them

from leaving (Northwest Executive Education, 2023).

31
Table 9. Frequency and percentage improvement of the retention
employees.

Suggest Frequency Percentage

(%)
Promotion Opportunities 10 21
Increase Responsibility 10 21
Respect Work Environment 10 21
Training And Development 8 17
Recognition Appreciation 9 19
Total 47 100

Table 9 shows the suggestions that the company could provide to

improve the retention of employees. The results show that with 21%,

promotion opportunities, increase of responsibility, and respect in the work

environment are the most suggested ways that companies could do to

improve the retention of their employees. Although only 17% of the

respondents suggested training and development, they still consider it as

an important way to retain employees.

32
Table 10. Proposed Recommendations.
INDICATORS RECOMMENDATION

Conduct salary benchmarking to

ensure that compensation packages
The compensation and benefits
are competitive. Evaluate the
Package is personalized to meet the
effectiveness of performance-based
needs of different job role experience
incentives and bonuses and seek
and preferences
feedback on the perceived fairness of
the compensation structure.
Conduct employee satisfaction
surveys to gauge the overall
The company prioritizes a positive work workplace environment. Assess the
environment and creates policies that impact of physical and virtual
focus on its employee’s well-being and workspaces on employee well-being.
job satisfaction Consider feedback on organizational
culture and its alignment with
employee values.
Foster a positive work culture where
Employees who do not feel valued or collaboration, respect, and appreciation
recognized for their contributions are are emphasized. Celebrate team
more likely to leave the company. successes and create opportunities for
social interaction and team bonding.

By having a more flexible schedule,

you can better accommodate your
personal interests and hobbies without
I feel that I have enough time outside of
feeling constrained by traditional work
work to pursue personal interests and
hours. Communicate openly with your
hobbies, which supports my overall well-
employer about your needs and
being.
explore available options to find a
schedule that works best for both you
and your organization.

Table 10 shows that the company compensation and benefits

packages to suit the diverse needs, experiences, and preferences of

employees Salary benchmarking to ensure competitiveness, evaluating the

33
assist of performance-based incentives and bonuses, and seeking feedback

on the fairness of compensation structures.

34
 CHAPTER 5

SUMMARY, CONCLUSION, AND RECOMMENDATIONS

This chapter presents the research findings, conclusions, and

recommendations on employee retention in rural banks.

SUMMARY OF FINDINGS

This study revealed the following findings based on the sequence

of the specific problems that were raised.

1. Profile of the respondents

1.1 Most of the respondents are 36-40 years old.

1.2 Most of the respondents are females.

1.3 Most of the respondents are married and most of them have

been working in the company for 6-10 years.

1.4 Most of the respondents are rank and file employees.

2. What are the Employee Retention Strategies on Selected Rural

Banks in CARCANMADCARLAN in terms of:

2.1 Recruitment - Most of the respondents strongly agree with the

strategies used by the company regarding recruitment

2.2 Compensation and Reward - Most of the respondents strongly

agree with the strategies used by the company regarding

compensation and reward.

35
 2.3Training and Development – Most of the respondents strongly

agree with the strategies used by the company regarding training

and development.

2.4 Work-Life Balance – Most of the respondents strongly agree

with the strategies used by the company regarding work-life

balance.

2.5 Work environment - Most of the respondents strongly agree with

the strategies used by the company regarding work environment.

CONCLUSION
This study delved into the assessment of employee retention

strategies within selected rural banks in CARCANMADCARLAN. The

results show that most of the respondents strongly agree with the

strategies that the company uses to retain their employees. Furthermore,

out of strategies used by the rural banks, it is training and development that

has the highest total weighted mean with 3.53, which suggests that

companies conduct regular training for their employees’ growth which

contributes to their satisfaction. This could explain why training and

development is the least suggested strategy that the rural banks could

provide to improve the retention of their employees. On the other hand,

rural banks need to look into their strategies relating to work environment

36
since it gained the lowest total weighted mean of 3.29, which could mean

that employees are not completely satisfied with their work environment.

RECOMMENDATION

With the findings of the study and the conclusion formed, the

selected rural banks may apply the recommendation proposed in

Table 10.

1. Customized Compensation Packages

Conduct salary benchmarking to ensure

competitiveness and personalize compensation packages

according to the diverse needs, experiences, and

preferences of employees. Evaluate the effectiveness of

performance-based incentives and bonuses, seeking

feedback on the perceived fairness of the compensation

structure.

2. Positive Work Environment

Prioritize a positive work environment by conducting

employee satisfaction surveys to assess the overall

workplace environment. Evaluate the impact of physical and

virtual workspaces on employee well-being. Consider

feedback on organizational culture and its alignment with

employee values.

37
 3. Recognition and Appreciation

Foster a positive work culture emphasizing

collaboration, respect, and appreciation. Celebrate team

successes and create opportunities for social interaction and

team bonding to ensure employees feel valued and

recognized for their contributions.

4. Flexible Work Schedule

Encourage open communication between employees

and employers to address personal time needs. Explore

flexible work schedule options that allow employees to

pursue personal interests and hobbies outside of traditional

work hours, supporting overall well-being.

By applying these recommendations, the selected rural

banks can enhance employee satisfaction, well-being, and

retention, ultimately contributing to the overall success of the

organization.

38
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42
 APPENDIX A

QUESTIONNAIRE

AN ASSESSMENT OF EMPLOYEE RETENTION STRAT ON SELECTED

RURAL BANKS

Name (optional) _____________________________________________

Direction: Please check (√) where it corresponds to your answer.

1. Profile of Respondent

1.1-Age

[ ] 18-25 years old [ ] 31-35yearsold [ ] 41 years old above

[ ] 26 – 30 years old [ ] 36 -40 years old

1.2 – Sex

[ ] Male [ ] Female

1.3- Civil status

[ ] Single [ ] Married [ ] Widow [ ] Separated

1.4-Years of Service

[ ] 6 months - 1 year [ ] 1 -3 years [ ] 1 – 5 years

[ ] 5 - 10 years [ ] More than 10 years

1.5 Job Position

[ ] Rank & File [ ] Supervisory [ ] Managerial

Others, please specify: ______________________________

43
II. AN ASSESMENT OF EMPLOYEE RETENTION STRATEGIES

Direction: Check (√) the following scale on the box that corresponds to your

answer.

Recruitment
Strongly Strongly
Disagree
QUESTIONS Disagree Agree Agree
2
1 3 4
1.The company’s recruitment
process is designed to attract
candidates who are good fit for
the
company culture and values
2. The company actively seeks
out
and recruits top talent to support
work environment, employee
loyalty, and retention
3. The company provides a
positive
work environment, employee
loyalty,
and retention
4.The company regularly gathers
employees feedback and uses it
to
improve retention strategies
5. The company provides clear
career progression paths and
opportunities for employee to
advance their career
6. I feel valued and appreciated
by
the company which supports my
commitment to staying growth the
company long term
7. I have to make sacrifices in my
personal life to meet work
demands impacted my job
satisfaction and performance
8.I feel that the company values
my
contributions and is committed to
retaining me as an employee
9. The company’s recruitment
process is designed to identify
candidates who are a good fit for
the
company cultures and values.
10. The company provides a
positive and supportive work
environment employee loyalty

44
Compensation and Reward

Strongly Disagree Agree Strongly

QUESTIONS Disagree Disagree
1 2 3 4

1. I am satisfied with the level of

compensation and benefits
provided by the company

2.Believe that the company values

And invest in employee retention
Through its compensation and
Benefits strategies
3. The company could improve its
compensation and benefits package to
better meet the needs of employees
and
retain top talent.

4. I feel that the company values my

contributions and rewards me
appropriately with raises and
bonuses

5. The company is transparent

about how decision are made.

6. The company’s compensation

and benefits package plays
significant role in my decision stay
with the company long-term
7. I am satisfied with the level of
compensation and benefits provided
by the company
8. The compensation and benefits
package is personalized to meet the
needs of different job role
experience and preferences

9. The company offers a variety of

non-financial benefits and peaks
that support work-life balance

10. The company offers a variety of

non-financial benefits and peaks that
support work-life balance

Training and Development

45
 Strongly Strongly
Disagree Disagree Agree Disagree
QUESTIONS
1 2 3 4
1.Opportunities for mentorship
coaching are available to
support
my career development
2. I feel encouraged and
supported
to pursue continuous learning
and development in my role.
3. The company’s training and
development programs align
with
my personal goals.
4.The training and development
programs offered by the
company
are effective in performance
5. The company’s investment in
employee training and
development
is a key factor in my job
opportunities or career growth
6. Many employees leave the
company in search for better
job
opportunities or career growth
7.The company provides
sufficient
opportunities or career growth
8. The training help to improve
motivation of the employee

9. The training help to

motivation
improve of the employee

Work Environment

46
 Strongly Strongly
QUESTIONS Disagree Agree
Disagree Disagree
2 3
1 4
1.A toxic work environment
or culture
led to employee
dissatisfaction and
turnover.
2.The company prioritize a
positive
work environment invest in
policies
and practice to support
employee well-
being and job satisfaction
3 The company could
improve the
work environment additional
resources or support for
employee well- being and job
satisfaction
4 Employees who do not feel
valued
or recognized for their
contribution are
more likely leave the
company
5.The work environment is
conducive
to collaboration and
teamwork, which
contributes to overall
employee
6.The work environment
impacts my
job satisfaction and decision
to stay
with the company long term
7.Ensuring that employees
feel valued
and appreciated for their
work and
contribution can help to
employee and
retention
8. Employee may leave the
company
If they feel that the
company’s
values or goals do not align
9. The work environment is a
key
factor in attracting and
retaining

Work-Life Balance

47
 Strongly Strongly
QUESTIONS Disagree Disagree Agree agree
1 2 3 4
1. The company values and
supports work-life balance for its
employees.
2. Policies or practices are in place
to support work-life balance, such
as flexible work
hours or remote work options
3. The company could do more to
support work –life balance and
employee well-being such as
providing additional benefits or
resources.
4. Improving work-life balance
policies and help to reduce
employee burnout and turnover
5. The company’s investment in
work-life and employee well-being
is evident in its policies and
practice
6.The company could address
barriers or challenges to achieving
a healthy work-life balance
7. The company’s commitment to
work life balance employee well-
being is a key of factor in attracting
and retaining.
8. Work-life balance issues or
burnout can contribute to employee
employee turnover, and it is
important for companies to priority-
ze employee well-being
9. I feel that I have enough time
outside of work to pursue personal
interest and hobbies, which
supports my overall well-being
10. The company provides a
positive and supportive
environment

APPENDIX N

48
ORIGINALITY REPORT

49
50
 CURRICULUM VITAE
Name : Icyle Mae N. Bangga
Address : Purok -2 Ladgaron, Claver
Surigao del Norte
Date of Birth Date : December 19, 1998
Place of Birth : Ladgaron claver Surigao del Norte
Status : Single
Civil status : Female
Religion : Roman Catholic
Father’s Name : Julmeo B. Bangga
Mother’s Name : Agatonica N. Bangga
Contact No. : 09102035572
Email Address : najialicylemae@gmail.com

EDUCATIONAL BACKGROUND

Elementary Level
Name of School : Ladgaron Elementary School
Address : Brgy, Ladgaron, Claver Surigao Del Norte
Year Graduated : 2011-2012

Secondary Level
Name of School : Claver National High School
Address : Tayaga Claver, Surigao Del Norte
Year Graduated : 2018-2019

Tertiary Level
Name of School : North Eastern Mindanao State University
Address : Cantilan, Surigao del Sur
Courses : Bacheclor of Science in Business Administration
Year Graduated : 2023-2024

51
 CURRIC ULUM VITAE
Name : Alyanna Jmaica E. Castante
Address : Purok -4 Bon ot Carrascal,
Surigao del Sur
Date of Birth : February 4 , 2002
Place of Birth : Bon ot Carrascal , Surigao del Sur
Status : Single
Civil status : Female
Religion : Roman Catholic
Father’s Name : Adelfo P. Castante
Mother’s Name : Rochelle E. Castante
Contact No. : 0961110 9906
Email Address : alyannajamaicak18@gmail.com

EDUCATIONAL BACKGROUND

Elementary Level

Name of School : Bon-ot Elementary School

Address : Bon-ot, Carrascal, Surigao del Sur
Year Graduated : 2013-2014

Secondary Level

Name of School : Carrascal National High School

Address : National Highway Gamuton, , Surigao del Sur
Year Graduated : 2019-2020

Tertiary Level

Name of School : North Eastern Mindanao State University

Address : Cantilan, Surigao del Sur
Courses : Bacheclor of Science in Business Administration
Year Graduated : 2023-2024

52
 CURRICULUM VITAE

Name : Jirah Mae B. Basul

Address :Purok -2 Ladgaron, Claver,
Surigao del Norte
Date of Birth : July 2, 2001
Place of Birth : Ladgaron claver Surigao del Norte
Status : Single
Civil status : Female
Religion : Born Again Christian
Father’s Name : Marciano L. Basul
Mother’s Name : Melisa B. Basul
Contact No. : 09562243030
Email Address : jirahmaebasul@gmail.com

EDUCATIONAL BACKGROUND

Elementary Level

Name of School : Claver Central Elementary school

Address : Tayaga Claver, Surigao Del Norte
Year Graduated : 2013-2014

Secondary Level
Name of School : Claver National High School
Address : Tayaga Claver, Surigao Del Norte
Year Graduated : 2019-2020

Tertiary Level
Name of School : North Eastern Mindanao State University
Address : Cantilan , Surigao del Sur
Courses : Bacheclor of Science in Business Administration
Year Graduated : 2023-2024

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 CURRICULUM VITAE

Name : Ningky E. Huniog

Address : Purok-9 Panikian Carasscal,
Surigao del Sur
Date of Birth : December 24,1999
Place of Birth : Pili Panikian , Carascal Surigao del Sur
Status : Single
Civil status : Female
Religion : PMF
Father’s Name : Teodoro H.Huniog
Mother’s Name : Nerie E. Huniog
Contact No. : 09386982539
Email Address : matinghuniog165@gmail.com

EDUCATIONAL BACKGROUND

Elementary Level
Name of School : Panikian elementary school
Address : Panikian Carasscal Surigao del Sur
Year Graduated : 2011-2012

Secondary Level
Name of School : Cantilan National high school
Address : Mag asang Malingin Cantilan , Surigao del Sur
Year Graduated : 2017-2018

Tertiary Level
Name of School : North Eastern Mindanao State University
Address : Cantilan , Surigao del Sur
Courses : Bacheclor of Science in Business Administration
Year Graduated : 2023-2024

54
 CURRICULUM VITAE
Name : Kim C. Buhangin
Address : Purok -8 Quirino Surigao del Sur
Date of Birth : September 30,1998
Place of Birth : Madrid Distrct Hospital
Status : Single
Civil status : Male
Religion : Roman Catholic
Father’s Name : Ricardo R. Buhangin
Mother’s Name : Catherine C. Buhangin
Contact No. : 09096178591
Email Address : buhanginkim22@gmail.com

EDUCATIONAL BACKGROUND

Elementary Level
Name of School : Madrid Elementary school
Address : Quirino, Madrid Surigao del Sur
Year Graduated : 2010-2011

Secondary Level
Name of School : Saint Micheal School
Address : Quirino, Madrid Surigao del Sur
Year Graduated : 2015-2016

Tertiary Level
Name of School : North Eastern Mindanao State University
Address : Cantilan, Surigao del Sur
Courses : Bacheclor of Science in Business Administration
Year Graduated : 2023-2024

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