CHAPTER I INTRODUCTION Background of the Study If management could keep all employees happy, good performance would automatically follow (Gascon, 2010). The performance of the different international institution like the Oxford University considers public managers who face additional pressures (politicians, administrators, regulators, etc.) crucial to the societal development. The present UNESCO Institute for Statistics rate shows that from the 60% over all literacy rate in 2012, it went up for almost 100% in 2015 for the most dominant countries in the world. A considerable factor therefore is the management capabilities of the academic administrators which influences the students’ educational and social ability. The efficient services and effective administration system of the academes has something to do with their managerial competence which constitutes their educational attainment, years of services, and other substantive 1
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SERVICE DELIVERY PERFORMANCE OF DIFFERENT OFFICES AT CAGAYAN STATE UNIVERSITY, CARIG CAMPUS
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CHAPTER I
INTRODUCTION
Background of the Study
If management could keep all employees happy, good performance would automatically
follow (Gascon, 2010). The performance of the different international institution like the Oxford
University considers public managers who face additional pressures (politicians, administrators,
regulators, etc.) crucial to the societal development.
The present UNESCO Institute for Statistics rate shows that from the 60% over all
literacy rate in 2012, it went up for almost 100% in 2015 for the most dominant countries in the
world. A considerable factor therefore is the management capabilities of the academic
administrators which influences the students’ educational and social ability. The efficient
services and effective administration system of the academes has something to do with their
managerial competence which constitutes their educational attainment, years of services, and
other substantive factors that establishes their proficiency in the work they have been assigned.
Hence, applied to the Philippine’s educational development, these factors are also
considered and accepted. One of the many aims of the Philippine educational system is to
respond effectively to changing needs and conditions through a system of educational planning
and evaluation (Go, 2013). In the Philippines alone, education has an important role in fostering
the students’ welfare. In reality, different administrations were established to meet the demands
of the students as quickly as possible. These administrations are comparable to decentralized
offices that substitute the incompetent function of the centralized administration. More likely,
student universities in the Philippines particularly in big universities prove that the service
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performance and administrational system affects their educational and social capabilities.
Notorious exposure of the prevalent flaws of administrational system was done often in the
University of the Philippines, Diliman. UP Diliman, was considered the most outstanding
educational institution nationwide that produces many professionals and leaders. These students
which are also called leaders or student activists conduct usual strikes and other form of
rebellious expression of notion against the administration. This proves that the awareness of the
students in the said university is incomparable than the awareness we have in CSU, Carig
Campus. CSU Carig Campus as an institution constitutes different office services exclusively for
educational purposes; some of its major offices are the Office of Student Services Welfare
(OSSW) and Guidance and Counseling office that were made available to the students’ welfare
and development. But, are the students aware of the importance of these offices? Or are these
offices invisible enough to the students such that these students do not even know that different
offices exist for their own benefit?
As cited in the revised 2013 student manual, the vision and mission of the Cagayan State
University states:
Vision:Transforming lives by educating for the best
Mission:Cagayan State University is committed to transform the lives
of people and communities through high quality instruction and
innovative research, development, production and extension.
Successively, CSU Carig Campus have put up certain offices that promotes the said
vision and mission like the Faculty Office, and the Research and Extension Office, both helps the
students in enhancing different advanced skills. This study will be conducted to know the
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performance effectiveness of the said offices in promoting the student welfare. Specific
information about the administrators and personnel’s background, service compliance, and
students’ response to the functionality of the offices will be critically analyzed, and systematized.
Hence, this study, Service Delivery Performance of the Different Offices at Cagyan State
University, Carig Campus aims to provide a wider spectrum of how these offices function, and
deliver certain tasks which affects the development and capability of the institution and its
students. Different factors will be presumed by the researchers to deliberately measure the
capability of the personnel, faculties, and students. The succeeding confabulation therefore will
delineate the study’s aim, purpose, practicability, and contribution in the society.
Statement of the Problem
The focus of the study is to find out the service performance of the different offices at CSU,
Carig Campus. Specifically, it aims to answer the following questions:
1. What is the profile of the office heads and personnel in terms of:
a) Age
b) Gender
c) Civil status
d) Educational Qualification
e) Years of Service
2. What is the extent of management and service delivery of the different offices of
CSU, Carig Campus in terms of:
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a) Management measures
b) Organizational communication
c) Management team
d) Organizational relations
e) Organizational changes
3. What is the level of awareness of the students and teachers on the functionality of the
different offices?
Significance of Study
This study, “Service Delivery Performance of the Different Offices at Cagayan State
University, Carig Campus” aims to deliver substantial information that contributes to the
development of the different sectors of the society. With this innovation of ideas, the researchers
wishes to grant these sectors to purposefully use these ideas to further develop oneself, and fully
improve system that contributes to the general welfare rather than adhering to the vision or goals
that harms the public. Therefore, this study benefits the following:
The Administration - This will serve as an eye opener and a substitute in their general
supervision to the institution. The overview of this study will let them take action in any possible
problems faced by the institution.
The Office Heads and Personnel – This study will enhance their management capabilities as
well as to improve effectively and efficiently their delivery practices.
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The Students – Their awareness towards the functionality and importance of the different
offices of the CSU, Carig Campus will be increased and their consideration towards the
management flaws will be enhanced.
The Community - This study will further explain and delineate the management styles and
delivery practices of the offices of the CSU, Carig Campus which can also be patterned in the
service style and delivery practices of other organization outside the institution.
Scope and Limitations
This study will be conducted in the different offices of Cagayan State University, Carig
campus from July to October, school year 2015-2016. The students and the faculty of the
university will be the respondents in assessing the service capabilities of the different offices.
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CHAPTER II
REVIEW OF RELATED LITERATURE AND STUDIES
Performance can be defined operationally in terms of effectiveness, efficiency, and
satisfaction of members within the organization (Kast, 1974).
(Wynn, 1984) refer to the organizational performance in terms of productivity, rate of
absences, and turn overs of staff loss through scrap, waste, and quality control.
The authors above who delineate the relationship of organizational performance to its
productivity agreed upon similar arguments and ideas that the core of an administration are
subject by two or more persons who are coordinated toward a given goal and objective.
Considering Cagayan State University, Carig Campus as an organization, this study denotes the
institution as “the organization”.
Cagayan State University’s Chronological Background
The establishment of the first state run University in the province, the Cagayan State
University, was the result of the complementary existence and interaction of two State Colleges
in Cagayan. Each with different but complementary sets of disciplines, the two state colleges
where the Cagayan Valley College of Arts and Trades in Tuguegarao, Cagayan and the Northern
Luzon State College of Agriculture in Piat, Cagayan.
With their concerted effort to produce manpower needs in the countryside according to
the demands of the industries and the different agencies in the socio economic development
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programs, the CVCAT has to establish linkage with the different public and private and
establishment as it kept on working for quality manpower outputs.
In their bid to provide institutional excellence, and opportunities for upgrading the
competencies of all those pursuing or are engaged in the pursuit of higher professional, technical,
vocational, industrial, agricultural and fishery programs, projects and demands of the region
through pulled in and collective utilization of the instructional and facilitative resources,
facilities and expertise.
As events followed one another that on 11th day of June, 1978, His Excellency President
Ferdinand E. Marcos, signed Presidential Decree. No. 1436 merging the Cagayan Valley College
of Arts and Trades and Northern Luzon State College of Agriculture into a State University to be
known as the Cagayan State University.
The unique step up of the CSU has brought the doors of the university to the students in
all towns of Cagayan and other neighboring provinces. And as of now, it has its two campuses at
Tuguegarao, Carig and Caritan that took the lead in providing opportunities for Cagayan youths
to pursue secondary and tertiary education.
The CSU is composed of top caliber officials, personnel, staff and faculty members. Like
any organization, the CSU is staffed with people of diverse family professional orientation,
religion, social and economic status, and differing values and norms of behavior.
The CSU is an open system. According to (Miles,1998) the open system approach to
organization theory is bounded with collection of independent parts devoted to accomplish some
goal or goals with the parts maintained in a state in relation to each othe and the environment by
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means of standard modes of operation and feedback from the environment about the
consequences of system action.
Meanwhile Kliatchko,(1988) states that productivity is dependent on the commitment of
the every worker to the attainment of higher productivity as much as the availability of resources
and the maximum utilization of such.
Factors Affecting Administrational Performance
Personnel, administrators, and faculties’ practices, capabilities, etc. are significantly
considered by the researchers as factors that affects their administrational performance.
Management-related activity and personnel’s personal attributes are emphasized by the
researchers.
Work Performance and Experience
Batbo, (1973) among the social welfare workers showed that those who lacked formal
training in social work performed their functions unsatisfactorily.
Gregorio, (1976) claimed that the age of employees influence their moral values. He
further said that as a man grows up, his personality changes; he gains more knowledge and
experiences and the way he views things also varies with his age.
Hurtz & Denovan (2005), discussed in his study the five factors that affects job
performance, one significant factor that he considered was that, “the single conscientiousness is
the most predictive job performance”
Delson (1977) performance is likewise influence by aged. The older the employee is, the
better is his performance so long as it does no go beyond middle age.
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Marticchio (2008), stated that job absence is very much a part of job performance:
employees are not performing effectively if they do not even come to work. Introverted,
conscientious employees are much less likely to be absent from work, as oppose to extraverted
employees who are low in conscientiousness. Interestingly enough, neuroticism is high
correlated in absence.
Thoresen et al., (2009), cited in his research the job satisfaction and the five factor
model. The results of the latter research suggest that extraverted individuals are less satisfied in
the work place due to too much stimulation. Combining the result of these two studies suggest
that conscientiousness is the deciding factor regarding job absence.
Girth (2010), cited in his study that public accountability is compromised when in
efficiencies, corruption, and vendor opportunism result in government contracts.
Frederickson (2012), points out that in the responsibility of the employees, factors do
not affect the theory or result of the management by contract, but in the cost and lost of controls
as fewer and fewer employees become responsible for more and more contract. While this
concept has made for a smaller government that odds with managing by contract has a result of
ineffective contract management, lack clear accountability [governance], and reduce the capacity
of public managers to manage. Thus, visionary skill as a form of leadership and public
administration can cause difficulties when put to the test through research science. Best practices
and studies into leadership, usually fail to impress much like due to the fact that they are
grounded in an observational findings and only describe or account of events that are nearly
impossible to replicate.
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Fu (2012), concludes in his dissertation that the political dimension of public leadership
is a largely understudied empirical phenomenon where scholars have only captured the tip of the
iceberg, living numerous questions for future study. Going beyond interpersonal political skills,
explanations are sought of how behavioral skill integrates different political dimensions into
public management. The results would have practical implications for providing and developing
more effective leadership skills in public organizations.
Delson (1977) articulates that, work experience or length of service influence the
performance of employees. The longer their services are the better is the performance of the
personnel. Furthermore, the longer the stay in the job, the more they value it.
Lalatag, (1979) revealed that the lack of trained personnel, weak leadership, poor
interpersonal working conditions, poor office discipline, and poor system and procedure
adversely affected the performance of auditing personnel.
Hunter (1983), as a conclusion in his study, he states that there are two most critical
individual differences determinants of job performance, which are general mental ability and
amount of job experience.
(Flippo, 1984) says that, there is still no more convincing standard for gauging
probability than the ability to perform well in a given job. It is essential that a candidates’ total
qualification be carefully evaluated in much against the total requirements of the position he has
to fill. If this aspect is not considered the “Peter Principle” on selection promotion with states
that managers tend to be promoted to the level of their incompetence is applied. In this principle,
position requisites like duties, extent of authority, technical requirements, relationship with
peers, and leadership styles should be compared to the candidates’ qualification. The
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qualifications are in the form of intelligence, experience, personality traits, values, attitudes,
leadership skills, and capacity to work.
Ilagan, (1994) found out that the length of service is one among the biographic variables
which are not significantly related to work performance.
Catabui (1995) in her study in Isabela State University, management as perceived by the
academic staff in the division of Isabela found out that, the most effective administrators were
defined as person who developed well defined patterns of organizations, who opened channels of
communication, to articulate goals, who kept moral high, whose relationship with others are
categorized by mutual respect and warmth.
In his study Caplan (2013), the relationship was stronger when hard performance
measures such as work samples were used as compared to soft performance measures such as
supervisory ratings. Individuals may rate an employee’s performance relative to his/her job
experience. A poorly performing new comer may be rated the same as an average performing
veteran. Thus, subjective may attenuate actual performance level differences which are captured
by more objective “hard” performance criteria.
Work Personality and Behavior
In a study conducted by Andres, (1989), He mentioned that there are three roles or
values on Filipino leadership and management. These are (1) management and perceptions on
the role of the head as required by the position (2) the heads perception of his own role, and (3)
the role of the head as seen as his subordinates. He added that three roles or values are relevant
environment that make up four elements which determines the suitable and effective role of the
role behavior of the head.
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1. He must be humane. The head or leader to be personal and at the same time has a
relationship with his subordinates.
2. He must have a good human relationship considering that, he must be one of us, for
all of us, and the best of us.
3. He must have behavioural skill and knows how to deal tactfully with his subordinates.
4. He should motivate his subordinates to work and have strong charisma to the people
he governs.
McClelland (1976), notes that managers who manifest high need for achievement
concentrate their efforts on personal accomplishments and improvements. They are a rather
independent individual who wants to assure primary responsibility and credit for accomplishing
task, and they have a strong desire for short term and concrete feedback on performance.
Maggay (2000), says in his study that “the content of the appraisal concerns the personal
characteristics of the person involve. The items to be evaluated consist of personality traits, such
as ability to cooperate. The assessment of behavior and personality characteristics is an important
aspect of determining employees potential and formulating plans for personal development. The
latter should not be a responsibility of a line of department head, however.”
Lacambra (1983), indicated proper attitudes towards work. The important qualities of a
worker who has proper attitude towards work manifests while carrying out his daily tasks and
obligations: (1) rectitude of intention work (2) work professionally (3) has initiative (4)
responsible (5) cheerful and optimistic (6) humble to accept defeats (7) practice order (8) good
model and (9) adheres to organizations objective and policies.
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Aranza (1983) stated that personal leadership is made up of a person’s charm and talent
together with other desirable traits that find application in his leadership functions and
management leadership which involves knowledge and principles in getting along with other
people in coordinating their efforts along approve procedures and techniques.
Neubert (2012), investigated the correlation and validity of the five-factor model with
job performance and job-related activities. Motivation, deviation, and job satisfaction are related
to the five factors. Conscientiousness and agreeableness appear to be positively correlated with
productivity in a team environment among peers and are more likely to aid in being selected for
a job. Neuroticism and agreeableness are negatively correlated with leadership capabilities.
Individuals who score high on conscientiousness tend to perform well at work, whereas
individuals are lacking conscientiousness and having neuroticism tend to perform poorly at
work.
Barrick, Stewart & Piotrowski (2009), studied on sales representatives have defined
two aspects of motivation—status striving and accomplishment striving—and they are correlated
with extraversion and conscientiousness, respectively. This two subject of motivation lead to
sales performance, although the data imply the status striving leads to performance and
accomplishment striving leads to performance only indirectly via a relation between
accomplishment striving and status striving.
In relation to their study Judge, Heller & Mount (2007), researched indicated that
neuroticism is negatively correlated with job satisfaction whereas conscientiousness,
extraversion, and agreeableness are positively correlated with job satisfaction. Openness to
experience has a negligible impact on job satisfaction. Additional research, however, has only
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been able to replicate correlation among the factors of neuroticism and extraversion, with
extraversion being positively correlated with job satisfaction and neuroticism being negatively