ABSTRACT

Diana R. Apistar, HUMAN RESOURCE MANAGEMENT PRACTICES: RELATION TO QUALITY OF WORK LIFE AND PRODUCTIVITY IN THE DEPARTMENT OF ENVIRONMENT AND NATURAL RESOURCES RO 5. (Doctoral Dissertation, Aquinas University, Legazpi City, March 2001)

The development of an organization’s workforce and the management crew is today an important input, if the organization’s mission and target objectives are to be achieved. An organization in the business field has to position its product to advantage in the market, if it is to survive in the highly competitive playing field. A service oriented organization, is it the government or in the private sector, has also to provide a most efficient service-product, if it is ever to survive. Quality is the byword of modern business.

Quality product or service is delivered by quality workplace. With the growing demand of the clientele for better and quality service, the workforce must be updated to the latest trends in production, which most of the time, is facilitated by the fruits of modern science and technology.

The development of manpower is a joint responsibility of both the management and the individual worker. The management has to provide the climate; the worker, the desire to be useful, without losing one’s dignity and uniqueness, without being swallowed up by the devil may care attitudes and profit concerns of the capitalist. One has to be constantly aware of being an essential part of the corporate goal.

This study was embarked on with the purpose of determining the quality of work life,(QWL) of the employees manifested in terms of growth, interpersonal relations, job challenge and job security that a government agency, the Department of Environment and Natural Resources (DENR) in Region 5, (Bicol) provides. This QWL is a product of the agency’s human resource management (HRM) practices indicated as development reward and participation, and the interplay of these factors, in the context of three selected demographic profiles of the employees (gender, educational attainment, and length of services) that would bring about employee’s productivity, favorably. This theoretical paradigm culled from the motivation theories of Herzberg, McGregor, Vroom and the Path Goal theory was operationalized in directional hypothesis-statements which answered the following research problems:

1. What is the demographic profile of the employees in DENR RO 5 in 1995-1999?
2. What are the respondents’ level of agreement in their perceptions of the: (a) Human Resource management practices; (b) Quality of work life, and (c) productivity in DENR RO 5?
3. Do the selected demographic variables of gender, educational attainment and length of service affect the respondents’ level of agreement in perception of (a) Human Resource Management practices; (b) Quality of Work Life, and (c) productivity in DENR RO 5?
4. Are there relationship in the respondents’ level of agreement in perceptions of (a) Human Resource Management practices and Quality of Work Life variables; (b) Human Resource Management practices and (c) Quality of Work Life, and productivity?

The study used an eclectic research design. It is a multi-method research which combined the characteristics of
an institutional case study and a cross-sectional survey of perceptions of the employees. The Delphi technique was used in group discussion consensus-answering in the context of the dynamics of a focus-group discussion.

The study gathered the data from a sample of 370 employees of the population of 930 employees of DENR RO 5 dichotomized as supervisors (105) and rank-and-file (265) employees on permanent and casual employment-status. The total sample size of supervisors and rank-and-file employees representing 74 and 30 percent respectively of the total population, was computed with a 5 percent sampling error, and proportionately allocated to include the employees from the three regional offices and six provincial field offices. The sampling units in each stratum were enumerated in a sampling frame from which each target data-producing sample was randomly picked using a fishbowl technique.

The research used two instruments: a structured and validated self-administering questionnaire for the individual supervisor and rank-and-file employee respondents and an unstructured interview schedule. The latter was used in the focus group discussion which was more of a fore-activity intended to set a relaxed and non-threatening atmosphere of discussion of the more sensitive subject-issues of the research.

The actual data-gathering was highly resolute. A schedule of meeting with the focus discussion group composed of the sample from each of the nine offices was calendared, and the management was informed and furnished the list of respondents before the date of the meeting.

The data were furnished by 96 supervisors and 246 rank-and-file employees or a retrieval rate of 91.42 percent respectively. That data gathered by the questionnaire were summarized and computer-analyzed using such non-parametric statistic as the Chi-square test of independence, t-test of difference and the Pearson r. Multiple Regression analyses of some data were also used. To be educationally significant, i.e. basis for decision-making, the value of the coefficient of correlation, must be 0.6 or higher. All null hypotheses were rejected at 5 percent level of significance.

The study found that the time of the study, there were 45 male and 51 female supervisors of ages 36 to 45. As professionals in the various fields of engineering and related courses, 18 supervisors (males and 14 females) had finished graduate degrees. Their average length of service was 11 to 20 years.

The rank-and-file employees of 103 males and 143 females were also of ages 36 to 45. There were 15 males and 31 females who had post baccalaureate levels of education, and only needed the thesis-requirements to finish the degrees at the masters level. They had been in the public service also for 11 to 20 years.

The supervisors and rank-and-file employees had moderately agreed in their levels of perception of the development (x =3.4271) and reward (x =3.3021) components of HRM practices. They were very much agreed in their levels of perceptions (x =3.9062) of the participation-component of the HRM-component variables.

All component-variables of the Quality of Work Life in the DENR RO 5 were perceived by the supervisors at a high level of agreement {growth (x=3.7084); interpersonal relations, (4.00); job challenge, (x=3.822), and job security, (x=3.9167)}-level. The rank-and-file employees had the same high levels of agreement in perceptions of the component variables of Quality of Work Life {growth (x=3.565); interpersonal relations, (x=3.8821);job challenge,(x=3.7195) and job security, (x=3.6585)}.

The supervisor and rank-and-file employees had performance/productivity levels of Very Satisfactory (x=4.27. The mean parameters of the productivity level of the female and male supervisors (Very Satisfactory) did not differ significantly (t<.05).

The productivity level of the rank-and-file employees was Very Satisfactory (x=4.138). The mean parameters of the productivity levels of the female rank and file employees (Very Satisfactory) did not also differ significantly (t<.05)>

The perceptions of the three component-variables of the HRM practices of the supervisors and the rank-and-file employees at moderate and very high levels of agreement, were independent of the profile variables (x2<.05) the moderate and high levels of agreement in the perceptions of the employees of the Quality of Work Life-component variables were affected differently by the profile variables. to the supervisors, of the four component-variables, the moderate and high levels of agreement in perceptions of job challenge as indicator of the quality of work life, were independent of the three profile variables of gender, educational attainment and length of service (x2 <.05); job security and interpersonal relation were independent of gender and educational qualification (x2 <.05); and growth was independent of gender and length of service (x2 <.02). Growth was affected by/or dependent on service (x2 <.02) educational qualification; and interpersonal relation and job security, on length of service (x2 <.05).

The supervisors’ moderate and high levels of agreement perception of their Very Satisfactory level of productivity resulting the HRM practices-component variables, were independent (X2<.05) of the three profile variables. The rank-and- file employees perceived their Very Satisfactory level of productivity resulting from HRM practices to be affected by the profile variables differently. The perceptions of the participation-component variables was independent (X2 <.05) of the three profile variables; their perception of their Very Satisfactory level of Productivity resulting from development and reward-component variables were independent (X2 <.05) of their educational qualification and length of service. However, they perceived their productivity resulting from the development and reward variables to be dependent (X2 <.05) on their gender.

The supervisor’s Very Satisfactory productivity level resulting from the four component-variables of the QWL-variable, was perceived to be independent of the profile variable (X2 <.05). Again, the effect of the four QWL-component variables to the rank-and-file employees” Very Satisfactory productivity level were perceived to be differentially affected by the profile variables, insofar as job challenge was concerned (X2 <.05); growth, interpersonal relation and job challenge were independent (X2 <.05) of the length of service. However, growth and job security were dependent (X2 <.05) on the educational qualification, and interpersonal relations, was dependent (X2 <.05) on gender.

The moderate and high levels of agreement in the perception of the supervisors of the three components of the HRM practices were statistically inter correlated (r>.05) with one another and educationally correlated with the total HRM-practices variable. The portions of the variances in the perceptions of the total HRM-variables were initially explained by 66 percent of the reward-component; 62 percent of the participation-component, and 52 percent of the development-component. However, by regression analysis, with 66 percent of the variances in the supervisors’ perceptions already explained by the reward-component, the 34 percent unexplained portion was shared by the participation-component, 24 percent, and the development –component, 10 percent. The decrease in the explained portions of the individual components was the result of the redundancy of the data. The contribution of the participation of the development variables would be maximum, If this is the first variable entered into the regression model.

The moderate and high levels of agreement in the perceptions of the rank-and-file employees of the three components of the HRM practices, were also statistically intercorrelated (r>0.5) with each other, and educationally correlated with the total HRM-practices variable. Individually, the portions of the variances in the perceptions of the total HRM-variable were explained by 62 percent of the reward component; 58 percent by the development-component, and 56 percent of the variances in rank-and-file employees’ perceptions already explained by the reward-component, by regression analysis, the 38 percent unexplained portion was shared by development-component 31 percent, and by the participation-component 7 percent. This decrease in the explained portions of the participation or the development-variable would be maximum if this is first variable entered into the regression model.

The moderate and high levels of agreement in the perceptions of the supervisors of the four component-variables of the QWL- variable (growth, interpersonal relations, job challenge and job security), were statistically intercorrelated (r>0.5) with one another, and educationally correlated with the total QWL-variable. The portions of the variance of the perceptions of the total QWL-variable were explained 54 percent by the job security component,47 percent by the interpersonal relation=component,52 percent by the job challenge component, and 42 percent by the growth –component. By regression analysis however, as a whole (100 percent),with 54 percent of the variances in the supervisors’ perception of the QWL-variable already explained by the job security-component variable, the remaining 46 percent unexplained portion was shared by the three variables:28 percent by the interpersonal relation-component,11 percent by the job challenge-component, and 7 percent by the growth-component. This decrease in the explained portions of the three individual components (job challenge, interpersonal relation and growth) was also the result in the redundancy of the data. The contributions of any of the three variables would be maximum if thus is the first variables entered into the regression model.

As perceived by the supervisors, the three compound-variables, and the three component-variables of the HRM practices and the four components-variables of the QWL (3x 4 matrixes) were statistically intercorrelated; the total HRM-practices-variable and the total QWL variable were concerned. The variances in the perceptions of the supervisors of the HRM-practices explained about 44 percent of the variances in the perceptions of the QWL-variable. The remaining 56 percent unexplained variances in the QWL-variable could be due to other HRM practices or error factors.

The three component-variables of the HRM practices and four component-variables of the QWL (3x4 matrix) as perceived by the rank-and-file employees were statistically correlated (r>0.5); the total HRM-practices-variable and the total QWL variable were educationally correlated. The variances in the perceptions of the rank-and file employees of the HRM-practices explained about 30 percent of the variances in perceptions of the QWL-variable. The 70 percent unexplained portion of the variances in the rank-and file employees’ perception of the QWL-variable were due to the other components of the HRM practices-variable or error factors.

The moderate and high levels of agreement in the perception of the supervisors of the three components of the HRM practices (development, reward and participation) and their productivity were statistically 9 r>0.5) but not educationally correlated. The total HRM-practices variables was statistically ( r>0.5) and educationally correlated with productivity with about 42 percent in the variances in the productivity being explained by the variances in the perceived HRM-practices. The remaining 58 percent unexplained portion was due to the other HRM-practices or error factors.

Also, the moderate and high levels of agreement in the perceptions of the rank-and-file employees of the four components of the QWL-variables (growth, interpersonal relations, job challenges, and job security) and their productivity were statistically ( r>0.5) but not educationally correlated, insofar as the total QWL-variable were concerned. The variable explained 49 percent of the variances in the perceived productivity. The total QWL variable could not explain 51% of the variances of productivity. This could be due to other QWL variables or other factors.

The findings of the study have a lot implications to human resource planning of programs for implication in government agencies, Seemingly, more and more female employees are invading the DENR, a once-male dominated department. More females are going into special formal program of studies as part of their professionalization and skills and competencies development.

The Human resources Management Officer charged with development of skills and competencies of personnel, has to design a more objectives recruitment system which will balance the distribution of the training programs between the supervisors and rank-and-file employees. The human resource management practices needs some review to determine the factor or variable which will induce the DENR RO 5 employees to respond to its human resource development efforts. A differentiating reward system between individuals and teams needs to be devised, to balance the effect of skills training as a factor of productivity. The positive effect of participation, especially among the supervisors, needs sustaining.

The quality of work life in the DENR RO5 provides a satisfactory work environment to the employee. However, there is a seeming demand for a greater emphasis or reward in the HRM-practices, and on job security in the QWL as motivating factors to greater productivity. The changes in the present Philippine bureaucracy in terms of downsizing, retrenchment, and merger on one hand, and the demand for quality output for global competitiveness and to meet the demand of modern life, on the other, are polarities which pull the workers apart. Without the support measures from the DENR RO 5 management and personal efforts at coping, the employee can become more of the agency’s liability than its assets. Thus personnel management needs to device counseling and other support services to employees and programs that will enhance workers’ self-worth and dignity.

The study concludes that
1. The DENR RO 5 employee distribution is female – dominated. Age-wise, the employees are in the middle adult-range; are professionally educated with some, specially female employees, charting their career paths with advanced studies. They are young in public service.
2. All ranks of employees in DENR RO 5 perceive the Human Resource Management practices-component variable of development |(training and scholarship) reward and participation, at moderate and high levels of agreement. They also perceive the component variables of growth interpersonal relations, job challenge and job security of the Quality Work Life- variables at moderate to high levels of agreement.
3. Almost all DENR RO 5 employees, based on the Performance Evaluation Report (PER) have quantitative ranged-points which qualitatively can be described as Very Satisfactory.
4. The moderate –to high levels of the QWL-variable, were generally independent of the three profile variables of gender, education attainment and length of service. While the perceptions of the rank-and-file employees were unaffected by their levels of education and length of service, of specific significance is the effect of gender on their perceptions of the QWL-variables, and the effect of educational attainment on the growth and job security component variables.
5. The three selected HRM practices are highly correlated with the total variable. Meaning that if a personnel were to select one of the variables to represent the whole HRM-practices variable, the reward component has the capability to explain most of the variances that either the development or participation component. Also the four components of the QWL-variable, the job security and job challenge component-variables have the highest combined capability to explain most of the variances than either combination with the interpersonal relations or growth-variables.
6. The three component variables of HRM practices and the four QWL component-variables have positive effects on the productivity of the employees of DENR RO 5.

Its recommendations include:
1. The agency’s human resource intervention practices need an assessment or review for relevance of its focus and directions particularly in addressing the varied needs of the employees. A Needs Analysis to identify the participants training requirement both for personal pursuits at professional growth, and the needs of the job, can be prioritized. The practice should include a set of criteria in the trainee selection process; an effective dissemination of information channel to the employees, a prioritization of the skills training for varied employees to the training programs. The development program should include values, work and personalities enhancement, attitude formation, coping mechanisms to personal and job problems.
2. The HRM practices should be streamlined with the HRD programs of the government for a new breed of government employees to man the implementation of Philippine Agenda 21.
3. The personnel management office must design a reward system that will have a higher motivating valence on employee productivity. Reward for accomplishment of the team must be considered. The inclusion of rewards and citations in the criteria for promotion, must be studied.
4. The agency must provide a support such as the use of the computer and copying facilities of the office, flexible of work, etc. can be adopted.
5. Supervisors should be trained in job enrichment techniques to afford them more participation, autonomy and responsibility to their subordinates. They should also be trained in conflict management and counseling to enhance interpersonal and inter-group relationships in the agency. The rank-and-file employees need training in modern technology such as the use of computers in accounting, data processing, statistical treatment of research data, programming, etc.
6. The recommended research areas are:
a. A replication of the study with other agencies of the government.
b. A replication of the study in the DENR RO 5 using the other component variables of the HRM practices and QWL variables.
c. A replication of the study in the DENR RO 5 using different sets of profile variables i.e. work behaviors, habits and practices, social responsibility traits, etc.
d. A replication of the study limited to the rank-and-file employees, i.e. employees of permanent status versus the casuals.
e. A Correlation Study of the component variables of QWL variables with the specific rating in the four criteria of performance as measured by the PER, and
f. A multiple regression analysis of the contributions of the three components of the HRM-practices and the four QWL-component variables to the four criteria of performance of PER.