Case Study On The Management
Case Study On The Management
Case Study On The Management
_______
A Thesis Presented to
The College of Communication
Polytechnic University of the Philippines
_______
In Partial Fulfillment
of the Requirements for the Degree
Bachelor in Communication Research
_______
by
March 2011
Polytechnic University of the Philippines
COLLEGE OF COMMUNICATION
APPROVAL SHEET
______________________
RACIDON P. BERNARTE
Adviser
PANEL OF EXAMINERS
Approved by the panel at the oral examination with the grade of ________.
_______________________
ANGELINA E. BORICAN
Chair
___________________ ___________________
Member Member
________________________ __________________________
Chairperson Dean
December 7, 2010
Date
ii
ACKNOWLEDGMENTS
the Almighty God for his immediate rescue in times of hopelessness and
weakness and for being the source of strength to make this research possible;
the genius and research virtuoso, Professor Racidon Bernarte, for his
patience in shaping the researchers’ minds throughout the research process. It
has been a privilege to be given a chance to have him as a mentor and to work
with him in this study;
Professor Mart Elias Marañon for providing helpful suggestions and offering
the use of the RELO as well as the theses stored in there which had been very
useful for the researchers;
and lastly, to the BCR 2007-2011 family for sharing those sleepless
overnights and for being a great companion as they drown themselves in a sea
of paper and burn the midnight oil.
iii
Republic of the Philippines
Polytechnic University of the Philippines
COLLEGE OF LANGUAGES AND LINGUISTICS
Department of English, Foreign Languages, and Linguistics
Sta. Mesa, Manila
CERTIFICATION
This is to certify that I have reviewed this thesis, Case Study on the
May M. Familaran, Maria Krisna B. Parrera, Althea Muriel L. Pineda, presented to the
I hereby verify that the language used in this report is free of grammatical
iv
TABLE OF CONTENTS
Chapter
I The Phenomenon
v
IV Results and Discussions
References ………………………………………………………………………………134
Appendices
A. Instrument
B. Time Table
C. Financial Statement
D. Communications
E. Transcriptions
F. Curriculum Vitae
vi
LIST OF MATRICES
vii
LIST OF FIGURES
Systems Theory
viii
LIST OF APPENDICES
Appendix A: Instrument
Appendix D: Communications
Appendix E: Transcriptions
ix
Abstract
emerging questions requiring answers. It is also a way of dealing with new studies
waiting for discoveries. Research may be defined as the search for knowledge or
Encyclopedia, 2007)
organizations, namely the Institute for Popular Democracy, Institute for Studies in
x
Asian Church and Culture, Profiles Asia Pacific, Inc., and Statistical Research and
Training Center is the main aim of this study. To answer the main problem, the
The researchers adopted the IPO Model based on Ludwig Von Bertalanffy’s
system of mutually dependent parts is the only meaningful way to study it and
and changing to adapt to the environment. The model has three major
The input variables of the study are profiles of the research organizations which is
the analysis of the documents from the Securities and Exchange Commission
and the collected company profiles, and the data generated through the use of
in-depth interviews served as the study’s transformation process. The output that
xi
was yielded in the process is the management of the selected research
organizations.
The qualitative research approach was utilized by the researchers. As such, case
study, as a mode of inquiry, was employed in order to give depth to the analysis
of data. The informants were the different key personnel of the research
the college and the students, especially those enrolled under the Bachelor in
organizations.
xii
1
CHAPTER I
THE PHENOMENON
The Introduction
“Organizations persist over time. But what really persist are the cooperative
efforts of people, who maintain an ongoing pattern of relationships that can be
labeled as ‘the organization’.”
- William W. Neher
Butler University
For further understanding, one must look not only at its definition and
origin but also at its nature, structure and functions. People who run an
organization should do these exhaustive methods to be able to manage it
effectively. Such organizing, according to Neher, allows people to achieve joint
outcomes together.
The Phenomenon |2
2
The Phenomenon |3
Adaptive type of organization has variable size and practices. It seeks constant
improvement that launches life cycle after life cycle, creating new products,
services, and processes that hold on to clients generation after generation.
3
The Phenomenon |4
This study is limited only to the management of the four selected research
organizations namely: Statistical Research and Training Center (SRTC), Profiles
Asia Pacific, Inc. (PAP), Institute for Studies in Asian Church and Culture (ISACC),
and Institute for Popular Democracy (IPD). The researchers focused on
examining the management of the Human Resource and Finance Departments
-- how they select, hire, motivate, promote, and train employees and how they
handle the available resources at hand. The methods and processes of
conducting researches and studies for their clients and the management of their
other departments were no longer touched.
4
The Phenomenon |5
Thus, this research sought to answer the question: How are research
organizations being managed?
The Objectives
a. Hiring;
b. Motivating;
c. Promoting; and
5
The Phenomenon |6
a. Income and
b. Expenditure
b. Finance Department
b. Finance Department
Theoretical Paradigm
6
The Phenomenon |7
The input refers to the elements coming into the system and can be the
result of outside factors of the environment. Thus, the term is used in describing
the environment wherein the system exists. It is something put into a system or
expended in its operation to achieve an output or a result.
The process, on the other hand, refers to the activities done to transform
inputs into outputs.
7
The Phenomenon |8
Figure 1 The IPO model based from Bertalanffy’s General Systems Theory.
8
The Phenomenon |9
Conceptual Paradigm
The conceptual paradigm was anchored on the IPO Model based on the
General Systems Theory proposed by Ludwig von Bertanlaffy. The researchers
found the model relevant to the variables being considered in the study.
Replacing input are the objectives of this study. These are the profiles of
the research organizations, their human resource management, their finance
management, their problems encountered within their managements, and the
solutions addressed to the identified problems.
The processes used in this study are document analysis employed to the
General Information Sheets (GIS) of the research organizations from the Securities
and Exchange Commission as well as their company profiles, and the analysis of
the data obtained through the utilization of in-depth interviews.
From the transformation process, the output yielded from the input was
the Management of Research Organizations.
9
T h e P h e n o m e n o n | 10
INPUT PROCESS
•Research •Document
Organization analysis of the
Profiles General
•Human Resource Information Sheets OUTPUT
Management of the Research
•Finance Organizations from
Management the Securities and Management of
•Problems Exchange Research
encountered in Commission and Organizations
the Human Company Profiles
Resource and •Analysis of the
Finance data generated
Management from the in-depth
•Solutions interviews
implemented to
address the
identified
problems
10
T h e P h e n o m e n o n | 11
Management refers to how research organizations run and manage the human
resource and finance departments of their organizations.
11
T h e P h e n o m e n o n | 12
12
T h e P h e n o m e n o n | 13
13
14
CHAPTER 2
Defining Research
In the growing social needs for information, it is through research that the
answers to the questions that we seek are addressed. Research might as well be
defined as the search for knowledge or any systematic investigation for the
purpose of establishing facts.
Types of Organizations
According to Dr. Mark White, there are three types of organizations. The
first is the static organization. This type is fixed in size and in practices. It has no
variable, which means time doesn’t change them significantly.
The second type is the dynamic organization, which varies in size over
time but its underlying practices doesn’t change much. This type passes through
a cycle, which changes due to its growing competitors.
The last type is the adaptive organization. It varies in practices and in size.
Organizations of this type always seek for improvement in their work --creating
new products, services, and processes that keep their hold on to clients
generation after generation.
Structure of an Organization
effectively and rely on their expertise to meet the desired objectives by doing
human resource management. HRM is aimed at recruiting capable, flexible,
and committed people, managing and rewarding their performance and
developing key competencies.
Hiring
organization because job openings are filled to have a positive effect on its
productivity. For an organization to achieve this, it must stretch beyond the
average approach.
Lead the creation of a recruiting and interviewing plan for each open
position.
Research and recommend new sources for active and passive candidate
recruiting.
and employees.
Motivating
R e v i e w o f R e l e v a n t L i t e r a t u r e | 22
It is also the HR’s job to motivate the employees, to ensure that they are
still willing to work for the company and that they are always in shape to face
the everyday challenges given to them. In training, employees also acquire
motivation since employees experience this extra boost of energy as they go
through training. But again, it doesn’t necessarily mean that trainings can
motivate all employees. There are different ways to motivate them and HR
ensures that these motivating strategies are being applied to them.
• Know your staff. Ask what they value and what motivates them.
• Give feedback. Specific, on-the-spot praise is good! “Praise in
public/criticize in private” demonstrates respect and achieves results.
• Partner with staff in achieving their goals. Ask employees about their
career goals and offer related assignments whenever possible.
R e v i e w o f R e l e v a n t L i t e r a t u r e | 23
• Use rewards that have mutual benefit, such as skill training and professional
development.
• Use monetary rewards sparingly, and always in conjunction with feedback,
personal recognition, etc.
Promoting
exercise process doesn’t necessarily mean that he is the best in performing the
organization’s functions. Aside from that, trainings are not limited only to newly-
hired employees. They are also important for tenured ones. Trainings need not
be restricted to improvement of skills but should include improvement of attitude
as well.
All these are assigned to the HR department because their personnel are
the ones who assess if trainings are necessary for a certain group of employees.
(Bhagria, 2010)
Financial Management
operations work, also involves the concepts of time, money and risk, and their
interrelation, which is also considered in making financial decisions.
The field of finance has three general areas: personal finance, public
finance, and corporate finance.
For the company to be able to achieve its goals and objectives, strategic
management is put into use. This branch of management is responsible for the
development of plans and policies for the gain of the company and its work
force. Thus, it is also responsible for the allocation of resources in order to
implement the aforementioned plans and policies. Drafting and evaluating
cross-functional decisions will help achieve the company’s long-term goals. This
also involves the formulation of strategy as well as its evaluation.
Functions of Management
2. Organizing is providing capital, personnel and raw materials for the day-
to-day running of the business, and building a structure to match the
work. Organizational structure depends entirely on the number of
employees. An increase in the number of functions expands the
organization horizontally and promotes additional layers of supervision.
Synthesis
The subjects of this study are research organizations. It was found out that
research organizations are classified under the dynamic type of organization. This
type is characterized by the existence of competitors in the research industry.
Knowing the type of organization to which the research organizations belong
gave the researchers an idea about what to expect regarding the nature of the
research organizations.
detailed elaboration on the two departments that are being studied – namely,
the human resource and finance – provided information not only to familiarize
the researchers with the functions of the two departments but also to make them
knowledgeable about their operations.
It was found out in reviews that one study was conducted last year
regarding research organizations, too. What makes this study different is that it
focuses on determining management with the parameters of their human
resource management and financial management, as well as the problems
encountered in the given departments and the solutions being addressed to the
encountered problems. The other research focused on the research
organizations’ hiring process and hiring requirements.
CHAPTER 3
The primary aim of the study is to identify how the four selected research
organizations are being managed. Specifically, the study intends to determine
the human resource management and financial management of the research
organizations, the problems encountered by these departments and how they
solve these problems.
The pursuit of this study is considered to be significant for it will add to the
knowledge of communication students, most especially the ones majoring in
communication research, on the nature of work of the research organizations
that may become their employers in the future.
D e s i g n a n d P r o c e d u r e | 37
With the purpose of generating the needed data to answer the main
problem of the study, the researchers employed the interview method and also
the document analysis in order to add and verify the accuracy of the generated
data through the interview.
This study utilized a type of qualitative research called case study. Case
study, as cited by Helen Simons (2009), is an intensive, holistic description and
analysis of a single entity, phenomenon or social unit. It is particularistic,
descriptive and heuristic, and relies heavily on inductive reasoning in handling
multiple data sources. In addition, according to Ranjit Kumar (2005), it is an
approach to studying a social phenomenon through a thorough analysis of an
individual case. The case may be a person, group, episode, process, community,
society or any other unit of social life. All data relevant to the case are gathered
and organized in terms of the case. It provides an opportunity for the intensive
analysis of many specific details often overlooked by other methods. A case
study rests on the assumption that the case being studied is typical of cases of a
certain type so that, through intensive analysis, generalizations may be made
that will be applicable to other cases of the same type.
There are four cases presented in this study, each case being the
management of the four selected research organizations. In order to come up
with the four cases, the researchers consolidated the generated data regarding
D e s i g n a n d P r o c e d u r e | 38
each organization’s profile, the human resource and finance department, the
problems encountered in these fields, and the solutions implemented to the
identified problems, and classified them under each organization.
This study employed the interview method in generating the needed data
to answer the objectives. An interview, according to Patton (2002) is comprised
of open-ended questions and probes yield in-depth responses about people’s
experiences, perceptions, opinions, feelings, and knowledge. Data consist of
verbatim quotations with sufficient context to be interpretable.
Key informants are very crucial in this study. The researchers utilized the
purposive sampling in order to select the informants. The primary consideration
in purposive sampling, as cited by Kumar (2005), is the judgment of the
researchers as to who can provide the information to achieve the objectives of
the study. The researchers only go to those people who, in their opinion, are
likely to have the required information. Purposive sampling is based on certain
criteria laid down by the researchers. People who can satisfy the criteria are
selected as informants.
The informants’ length of service in the firm, their positions, and their first-
hand experiences in handling the operations of the departments put under study
were considered for people who qualified could provide valuable information
needed by the researchers.
Instrumentation
With the purpose of knowing how the selected research firms manage
their organizations, the researchers employed the in-depth interview method.
This data-generation method is an unstructured interview for it allows the
researchers to be flexible as to questions to be asked an informant. The
unstructured interview serves as an asset for it can elicit rich information (Kumar,
2005). Accordingly, an interview guide was formulated. From time to time,
elaboration and clarification probes were employed in order to solicit deeper
responses.
Two interview guides were formulated, one for each of the human
resource department and finance department representatives. The interview
guides were composed of questions anchored on the objectives of the study.
For the document analysis part, the following are considered in order to
come up with an organizational profile for each: the type of organization, a brief
history of the organization, the vision-mission-goal statement of the organization,
the activities that the organization is engaged in and its organizational set-up.
Data-Generation Report
The researchers called SRTC on September 23, 2010. Althea Muriel Pineda
was able to talk with Ms. Elizabeth Labaddan and was advised to send the letter
personally to their office located at Quezon City. It was a good thing that Althea
lives near their office. So the next day, Althea went to SRTC and handed the
letter of request for an interview.
October 22 was the set interview schedule at 2:00 in the afternoon and
the place would be the SRTC office. The researchers arrived half an hour before
the set time. Ms. Labaddan entertained the researchers and before the start of
the interview, Mr. Chinilla approached the researchers. He apologized for he
can’t attend the interview because of an urgent SRTC-related engagement. He
gave another schedule, which was October 25, whatever time in the morning
and even joked that the researchers could interview him the whole day.
The group wasted no time to be in touch with Ms. Pick who happens to be
the Managing Director of the said company, the request for an interview is done
through sending an e-mail to Ms. Pick and conducting follow-ups through phone.
After two days, the group has received an e-mail from Ms. Pick containing the
dates that she’ll be available for the interview as well as Ms. Jennifer, the one
who’s going to address our finance-related questions.
D e s i g n a n d P r o c e d u r e | 45
The date was December 16, 2010 at 10:00 in the morning. The group
arrived several minutes before 10:00 in the morning, was directed to the main
office of the Profile’s Asia and was asked to wait for Ms. Jocelyn Pick is rather
engaged at the moment. After waiting for a while, Ms. Jocelyn asked the group
to come with her at the 16th floor, another office of PAP together with Ms.
Jennifer.
The first to be interviewed was Ms. Pick. She’s the one who answered the
questions for the human resource concerns of the group. During the interview,
Mr. Malcolm Pick, the Chairman of the company, Ms. Pick’s husband, joined the
group and answered questions together with Ms. Pick. The interview lasted for a
while as Ms. Pick also shares the group what their company really does and
being a company specializing in human resources, Ms. Pick has a lot of things to
say.
After answering the questions for human resource, Mr. and Ms. Pick left
the room. So the group went on with the interview with Ms. Jennifer Villanueva
the Chief Accountant of PAP. Compared to the interview with Ms. Pick, the
interview with Ms. Villanueva is shorter for she seemed reserved and she
answered the questions as straight forward as she could. After the interview with
PAP, the group decided to go to the Securities and Exchange Commission to
acquire annual reports of the Statistical and Research Training Center and the
Profiles Asia Pacific, Inc.
Seeing the urgent need to look for two other research organizations to
fulfill the recommendation of the panelists, the group took advantage of one of
the members’ internship site. Shiela May Familaran, who is currently an intern at
ISACC do the honors of asking her bosses for permission to interview their Human
Resource Officer and Finance Officer several hours prior to the intended
D e s i g n a n d P r o c e d u r e | 46
interview. Luckily, her bosses have seen the urgent need for informants and
agreed to have the interview on the afternoon of March 9, 2011.
There is no specified time for the meeting so Shiela May Familaran and
Maria Krisna Parrera decided to meet at Robinson’s Galleria after lunch for
ISACC is just a stone’s throw away from there. Upon arriving at ISACC, the group
was asked to wait for a while because Ms. Aida and Ms. Dhel were engaged at
the moment.
Ms. Dhel, the book keeper of ISACC was the first to be available so the
group interviewed her first. Ms. Dhel answered the questions about ISACC with
financial reports and statements at one hand to ensure that what she answers to
the group’s questions are accurate. The interview went smoothly and lasted for
several minutes for Ms. Dhel is somewhat reserved but was able to fulfill the
questions prepared. After the interview with Ms. Dhel, the interview with Ms. Aida
followed immediately. Ms Aida is quite a chatter and bubbly so the duration of
the interview with her is longer compared with the interview with Ms. Dhel.
After the interview, the group went to SEC to retrieve the needed annual
reports of ISACC for the document analysis part of the study.
The group searched for IPD’s contact number and address through the
internet. On March 15, 2011, the group called IPD and was able to set an
D e s i g n a n d P r o c e d u r e | 47
interview with Ms. Gloria Igaya and Ms. Karlen Tagala. Interview guides were
then forwarded to their e-mail addresses.
The next day, the group met at 02:00 in the afternoon to go to SEC to get
annual report of IPD. At 04:30 in the afternoon, the group headed to Quezon City
for according to their Website, IPD is located at Matimtiman St, Teachers Village.
When the group arrived at that address, they were surprised because a
restaurant and a residential house were erected there. The researchers later
found out that IPD transferred to another location five years ago. It’s a good
thing that their new location is just a stone throw away from their old address.
Arriving at IPD, the group was asked to wait for Ms. Igaya. When Ms. Igaya
attended to the researchers, she said that a confirmation of an interview should
have been done. Ms. Igaya is beating a deadline and cannot entertain the
interviewers so the group was asked to come back two days after.
On March 18, 2011, the interview with IPD pushed through. Ms. Karlenma
Tagala was the first to be interviewed. She addressed some questions regarding
the human resource of the organization and was advised to ask Igaya the other
questions for Ms. Igaya functions as the Administrative and Finance Officer of
IPD. After the interview with Ms. Karlenma, Ms. Igaya went out of the office to
entertain the interviewers and addressed the remaining questions for HR and
after that answered the questions with regard to their organization’s finances.
In the case of the Nielsen Company, the researchers were given the
chance to interview the Client Services Manager of the Media (Marketing
Manager), Ms. Kristina Estandarte, last September 29, 2010. Unfortunately, the
D e s i g n a n d P r o c e d u r e | 48
The interviews with the Social Weather Stations as well as with the Asia
Centre for Research were considered null and void because of the number of
informants provided by the respective organizations. The group tried to solicit
another informant from each of the organizations but unfortunately, the two can
no longer provide for the group’s request.
49
CHAPTER 4
This chapter presents the results of the data generation, together with the
researchers’ comprehensive analysis and interpretation. The discussions of the
results are anchored on the study’s objectives.
11. Provides financial assistance, through its Thesis and Dissertation Fellowship
Program, to students enrolled in masters or doctorate program of statistics
and are pursuing thesis or dissertation papers;
The activities of SRTC are categorized into two, namely: statistical research
and statistical training.
The statistical research deals with the study of the processes involved in
producing statistical information. Testing and/or experimentation on statistical
theories, concepts, definitions, methods, and techniques are involved in it. The
improving of the quality, reliability, completeness, and scope of statistical
information, as well as cost effectiveness of producing and delivering statistical
outputs are the company’s aim.
On the other hand, statistical training refers to the design and conduct of
non-formal statistical training programs intended to improve the government
statistical personnel’s capability in handling their statistical work. It effectively
complements efforts to improve the statistical services in the government.
Statistical courses offered by the SRTC are geared toward capacity-building
initiatives for understanding and appreciating statistics. Programs feature
lectures, discussions and workshops, and computer applications designed to
supply the needs of clients or participating agencies with facilities such as
adequate training rooms, computer laboratory, and lodging quarters to
R e s u l t s a n d D i s c u s s i o n s | 53
Organization Set Up
The staff behind SRTC intends to pursue its agency vision. In so doing, we
are committed to:
R e s u l t s a n d D i s c u s s i o n s | 54
f. Work for the attainment of general well-being and realization of the self-
fulfillment of the individual, thereby affirming that their role in the SRTC is
paramount.
g. Work closely with the academe, data producers and users and be
recognized as responsible and credible partners in the statistical system.
Profiles International, Inc. (PI) was established in 1991 in Texas, USA. It had
amongst its stated objectives that of providing employers with current, valid and
R e s u l t s a n d D i s c u s s i o n s | 55
easy to use employment assessment instruments, so that they could make better
use of their human capital resources. It operated initially in North America, where
it now has tens of thousands of clients, both large and small. It is the world's
innovator and leader in the development and distribution of employment
related assessments. Profiles now has affiliates in over one hundred countries.
Assessments have been translated and validated in sixteen languages (and
growing).
Profiles noted when it was founded in 1991, that there were many deficiencies
with the then available instruments, many of which are still in use. Amongst these
deficiencies were:
They had cultural and other biases, and did not fulfill the legal and labor
codes for non-discrimination.
In short, they possibly did a fine job in clinical diagnosis (for which they were
developed), but were not only unreliable, but also invalid and in some cases
illegal, when applied to the workplace.
R e s u l t s a n d D i s c u s s i o n s | 56
Profiles Asia Pacific, Inc. (PAP) is the Philippine affiliate of Profiles International.
Launched in 1998, the corporation is registered with the SEC with 20% foreign
ownership.
Vision
Mission
We will at all times maintain our principles and integrity, honesty and
quality.
Through the successful pursuit of these commitments we will continue to
R e s u l t s a n d D i s c u s s i o n s | 57
Skills Testing. In 2001, PAP took on a second affiliation, that of SkillCheck Inc.,
also from the USA. Computer-based “skills” oriented testing, nicely complements
the psychometric assessments of PI.
The use of assessments is the basis for all their services. They offer many
products which may be purchased alone or integrated into our several services.
For simplicity they have categorized these assessments by publisher.
R e s u l t s a n d D i s c u s s i o n s | 58
o The Profile XT
o Performance Indicator
o Team Analysis
3. Integrity Profiling:
Pre-Screening Assessments
Skills Tests
SkillCheck tests are of two forms- multiple choice “knowledge” tests and
“performance” tests.
R e s u l t s a n d D i s c u s s i o n s | 59
TNA Tests
Testing Services
Profiles (and its strategic business partners such as People Dynamics, the JFK
Foundation and others) provide for many different types of testing needs. This
could be:
1. on-line: testing administered under the control of the client, but “setup”
by profiles;
Profiles Asia Pacific, Inc., has five stockholders, one of which is a foreigner and
the remaining are Filipinos. PAP is registered with SEC with a 20% ownership. Ms.
Jocelyn Pick, the Managing Director has the most number of shares followed by
Mr. John Pick. The remaining shares are evenly distributed to Ms. Lorna Kuan,
R e s u l t s a n d D i s c u s s i o n s | 60
(corporate secretary) Ms. Jennifer Villanueva (treasurer) and Mr. Bruce Crumley
(the Vice Chairman) which all serve as the board members of the company with
Ms. Pick as the Chair. (SEC General Information Sheet, 2011) PAP is consisted of
nine departments namely the Sales, Customer Service, Testing Center, IT,
Recruitment, Administrative, Corporate Communications, Finance, and Human
Resource.
The institute for Studies in Asian Church and Culture (ISACC) is a non-stock,
non-government organization with the primary purpose engaged in research
and training.
Some of its main funding sources have been the Evangelische Missionwerk
(EMW) of Germany, Tear Fund Australia and UK, Anglican Church of Canada,
R e s u l t s a n d D i s c u s s i o n s | 61
ICCO of the Netherlands, the Uniting Churches of the Netherlands, and the
Philippine government, like the Department of Education and other local
sources. ISACC also maintains links with local organizations in media and the arts
such as Far East Broadcasting Company and the Day by Day Christian Ministries.
It is also a member of the Alliance of Christian Development Agencies (ACDA)
and the Philippine Council of Evangelical Churches (PCEC).
Development
Cross-cultural studies
Missiology
The gospel is for the whole person. Witness to it has both a verbal and visible
dimension as expressed in prophetic proclamation of the Word as well as in the
Spirit's work of transformation in the life of the individual and of nations. They
believe that Christ is King, not just over the church, but over nations and peoples.
His kingdom makes no distinction between the secular and the sacred; He rules
over all of life.
Capacity building
Research in social development issues
Research and training in gospel and culture issues
Political advocacy
R e s u l t s a n d D i s c u s s i o n s | 62
Community Development
Research and training in gospel and culture issues to enable the churches
and mission organizations to more effectively witness to societies in Asia. A
sample research is a groundbreaking study of the cross-cultural problems
encountered by American Protestant missionaries in the early 1900's, the first
study of its kind done by non-western scholars.
Seminars range from the Gospel, Culture and the Filipino Church, which
helps pastors and church workers to rediscover Filipino culture and root the
gospel in it; and Making Filipino Culture Work For You, a cultural orientation
seminar for missionaries, corporate and development executives and other
R e s u l t s a n d D i s c u s s i o n s | 63
Making Filipino Culture Work for You - A cultural orientation seminar for
corporate and development executives, missionaries and other
expatriates seeking to work more effectively by deepening appreciation
of Filipino culture and how one can facilitate instead of hinder corporate
efficiency;
Based from the documents from the Securities and Exchange Commission,
ISACC has seven employees consisting of three officers and four rank and file
employees with MS. Melba Maggay as the Chairman, Ms. Anna Francisca
Lacanilao as the Corporate Secretary, Mr. Noel Alcaide as the treasurer and Ms.
Phebe Pendon, Felipe Jocan Jr., Joy Alvarex and Malcom Bradshaw as the
members. (SEC General Information Sheet, 2010) ISACC has three departments
namely the following: Administrative and Finance, Advocacy, and Training.
the ways for participation within the national issues and the strength that they
could get by existing on the arena of the community and open politics.
At the present, the Institute for Popular Democracy deals with presenting
and interpreting the realities on the Philippine Issues particularly when the
national democracy is on the line. It shows the factors that would make
democracy efficient and ineffective as well as the options for concerned
individuals in the society for its development.
The researches aimed to hit the new ideas or instruments for politics, thus,
together with the IPD’s advocacy, it ranges as broad as local, national, and
global perspectives.
Merging in the midst of the civil society, the economy, and the state, the
organization widens its reach within those individuals, groups, or community that
parallels to their view points about the national reformation.
IPD has the agenda of making the poor and disadvantage sectors of the
society to participate on the national political issues.
The IPD engages with the researches that would help the local political
reformers. The Local Public Finance Managemental has goals on building
institutions that would help on proper allocation of public resources. They are
also conducting researches about the Local Poverty Analysis that aims to
measure the status of the societal poverty which also undermines the goals of
the local reformers about the efficient allocation of public funds.
trends; and also the Constitutional Reform which addresses the debates within
the forms of government and the Electoral Reform which mainly about the
COMELEC in order to monitor Philippine elections.
Provided by the Securities and Exchange are the list of the Directors or
Officers of the Institute for Popular Democracy. The Chairman of the board is
Patrick Patino together with the other Board Members including Mr. Jose Eliseo
Rocamora who’s also the Chairperson. Miss Jennifer Albano is one of the Board
Members and at the same time is the Vice Chairperson officer. Patrocinio Jude
Esguerra III is the President of the Organization and Miss Rebecca Malay is the
Treasurer. Atty. Alexes M. Enriquez handles the legal business of the IPD. The other
members of the organization are as follows: Mr. Edicio dela Torre, Mr. Alexander
Padilla, Ms. Marianita Villariba, Mr. Robert Francis Garcia, Ms. Ma. Cecilia
Soriano, Mr. Diosdado Calmada, Mr. Florence Villanueva, Mr. Enrique Villanueva,
Ms. Marie Stella Dela Cruz and Mr. David Andrade. (SEC General Information
Sheet, 2009) Only the Administrative and Finance is the only constant
department in IPD. As of now, it has two other departments namely the Local
Governance and the Asia-Europe People’s Forum. The number of their
departments varies depending on the number of their current projects.
R e s u l t s a n d D i s c u s s i o n | 67
Matrix 1
Research Classification Vision, Mission, and Historical Background Types of Activities Organization Set Up
Organization Goal Statement Engaged In
Statistical Government Vision Statement Was created by Executive Statistical Research Headed by an
Research and - value our work of Order (EO) No. 121 issued Executive Director
Training contributing to informed on January 30, 1987. Statistical Training
Center policy and decision- Staffed by 25 regular
making processes Philippine’s focal agency and contractual
through high quality on statistical research and personnel.
research and training in training and one of the five
statistics and related major statistical agencies in Agency units: Research
fields. We will be the the highly decentralized and Information
leading edge in the Philippine Statistical System Technology Division
conduct of research and (PSS). (RITD), Training Division
training programs in (TD), Finance and
statistics and allied fields Placed under the Administrative Division
administrative supervision (FAD), and Office of
Mission and policy and program the Executive Director
-To improve the quality coordination of the
of statistical information National Economic and
through the conduct of Development Authority
high quality, objective (NEDA) through Executive
and responsive statistical Order No. 149 since
research and training December 28, 1993
activities
Profiles Asia Private, Stock Vision Profiles International, Engaged in providing Headed by a Chairman
Pacific, corporation Inc. (PI) was established in organizational Staffed by 30-regular
Incorporated A Philippine society 1991 in Texas, USA with an development staff
which maximizes the objective of providing solutions, consulting Composed of nine
R e s u l t s a n d D i s c u s s i o n | 68
talents and abilities of employers with current, and training and departments namely
individuals and wherein valid and easy to use development Sales, Customer
institutions value all employment assessment programs Service, Testing Center,
people and foster self- instruments. Conducts research IT, Recruitment,
fulfillment involving employee Administrative,
Profiles Asia Pacific, engagements, client Corporate
Mission Inc. (PAP) is the Philippine satisfaction, and Communications
-to provide quality HR affiliate of PI, launched in leadership Finance and Human
services addressing the 1998, with a 20% foreign development Resource
needs of business and ownership registered in Undertakes special
organizations SEC. research projects on
-to maintain principles social development
and integrity, honesty issues.
and quality in fulfilling its
goal to be known as
“The Assessment
Company” at the same
time bringing prosperity
to its clients, the general
public and the society.
Engaged in Capacity
Institute for Non-stock, Mission Established in 1978 as a building Headed by an
Studies in non- reflective arm of the Research in social Executive Director, with
Asian Church government -To witness to the church and a catalyst development issues 7 regular employees
and Culture Lordship of Jesus by Research and and indefinite number
towards biblically-based
penetrating culture with training in gospel and of project-based
responses to political,
the values of the culture issues employees and
social and cultural issues in Political advocacy volunteers.
Kingdom and engaging
the country. Has 3 departments, The
the powers towards
social transformation. Administrative and
Through its 21 years of Finance, Advocacy
existence it has evolved and Training
from an initially marginal
prophetic voice into a
major influence in the life
and witness of the
R e s u l t s a n d D i s c u s s i o n | 69
churches
Institute for Non-stock Commits on Started during 1986 when Research work Chairman of the board
Popular corporation democratization of the the organization aimed to Policy studies with its board members
Democracy society. widen the democratic programs and projects Departments of
space existing in the relevant to the Administrative and
Focused on the political country by forming development and Finance
development of the movements that’s actively promotion of popular Office Staff and Project
country concerning the crucial democracy Staff
national issues. Holding training
Has the agenda of seminars, symposia, for
making the poor and In ten years of its a and other related
disadvantage sectors of existence, it imparts activities in the pursuit
the society to progressive changes in of its objectives
participate on the the society whether it’s
national political issues. local, national, or
international environment
The following narratives and analyses deal with the responses of the
informants to the questions of the researchers about hiring procedures,
motivating and promoting schemes, and training and development activities for
their employees.
The Statistical Research and Training Center (SRTC) follows the guidelines
given by the Civil Service Commission (CSC) since it is a government research
agency. But the agency also has internal guidelines, according to Ms. Elizabeth
Labaddan. These internal guidelines include the fulfillment of the minimum
qualifications set by the CSC, passing the examination, undergoing panel
interview, and the assigning of points. For the minimum qualification, this
depends on the position that the applicant wants.
R e s u l t s a n d D i s c u s s i o n | 71
Ms. Labaddan cited an example taken from the CSC guidelines book: “So
for example, let’s say statistician, we have many statistician 3s here. Statistician
in the national government, these are the qualifications: bachelor’s degree
relevant to the job, two years experience, eight hours training and career service
profession ability. So, the moment the applicant does not fit these qualification
standards, his application will not push through.”
This means that all applicants must possess the qualifications set by the
CSC before undergoing the screening process set by the SRTC. After the process,
the Panel Selection Board will assign points based on the results of the
examination and the interview. The points will then be submitted to the
executive directors who are in charge of the evaluation and decision making.
However, Ms. Labaddan said that it did not necessarily mean that an applicant
who got the highest points would get the position. It still depends on the
executive director’s decision on which one they will hire.
Because Profiles Asia Pacific Inc. sells assessment tests in hiring employees,
they made use of their products in order to get applicants fitted in their
company. Ms. Jocelyn Pick, the Managing Director of the company, said it this
way “we are the products of our product”. They hire employees through
behavioral approaches. Through the use of their assessment techniques, they
are able to know the competencies, the behavior, the personality, and the
cognitive abilities of the applicants to be able to fit in our company. This is also
what they call job matching. “First thing is you have to, first of all understand
what types of people you want to attract in your company. So you have your
employer branding, so to speak.” What Ms. Pick meant here is that there are
different types of people and they have to see who fits in and who does not.
For Ms. Pick, it is important to know the requirements for the job. They have
basic guidelines but these are prior to change depending on the position an
applicant wants. In hiring, part of the process involves the participation of the
R e s u l t s a n d D i s c u s s i o n | 72
Unlike the other organizations, the Institute for Studies in Asian Church and
Culture (ISACC) has a different way of selecting employees for the reason that
they are Christian-based organization. Their Administrative Officer, Ms. Aida
Robles supported this when she said, “First since this is a Christian organization,
we want to check on their spiritual maturity, their loyalty to the scripture or the
word. They should believe in God and the Bible.” According to her, having this
foundation among the applicants is important in selecting. They are very
particular when it comes to this qualification. Applicants should also finish
college degree but not that necessarily. They are accepting undergrads or high
school graduates as well.
For the Institute for Popular Democracy (IPD), their hiring process’
requirements are more on submission of documents. “There are requirements.
Application letter, curriculum vitae, certificate of employment, transcript of
R e s u l t s a n d D i s c u s s i o n | 73
records, references, and application form provided by the IPD,” Ms. Karlenma
Tabora-Tagala, the Administrative Assistant of the organization enumerated.
These requirements are strictly followed when the applicant aims for the office
staff position. “We also have screening. Then their documents are being
reviewed if they are suited for the project. Once these are all done, you’ll forward
these to the project head who will conduct the interview. There’s also written
exams given.” These are the usual hiring process for their office staff. But when it
comes to the project staff, these requirements are not necessary. “For project
staff, it depends on the applicants’ background if they are qualified for the
position” She added that it still depends on their project if they are qualified.
For the SRTC, they give bonuses, terminal leave benefits, and leave
credits. Tenured employees are also recognized by giving loyalty awards to
those who already have ten, twenty and fifty years of service. There is also an
increase in the employees’ salary. Ms. Labaddan said, “We have step
increment: for every three years, there’s an increase in salary. And then there’s a
loyalty award for every ten, twenty, fiftieth year.” This just shows that the longer
the employee stays in the company, the higher the salary that he will receive.
Mr. Malcolm Pick, the Chairman of Profiles Asia Pacific, Inc. who is also the
husband of Ms. Jocelyn Pick, first emphasized the company’s need for self-
motivated employees. He said “We need people in an organization like this that
are self-motivated primarily, and ones with objectives and goals of their own that
R e s u l t s a n d D i s c u s s i o n | 74
we can try and help them satisfy.” Having these foundations from their
employees are necessary for them in motivating their employees. Ms. Pick on the
other hand mentioned that their personnel are motivated through benefits.
“They are given health benefits… There are the usual benefits required by law,
and there are a few other benefits that are given to them, like the certain
departments enjoy bonuses depending on our sales.” Mr. Pick supported what
Ms. Pick said and added “There’s a bonus based on the employees’ potentials.
Sales people are largely paid by the sales they made.”
Aside from those tangible benefits, Ms. Pick gave importance to the
benefits in their workplace that motivates their employees. For instance the
structure of their organization helps their employees too. “There are pros and
cons for being a small company” he said. “In a little company like ours, you get
to see the whole thing. From top to bottom and across all functions. That’s the big
benefit to somebody who’s starting a career. You get to see what really goes
on.” For him, its beneficial if the company is small because the employees will
get to see the other operations happening from the other departments. Ms. Pick
on the other hand also added that they are not that strict in the company,
which makes her think that this can be considered as benefit. “What could be a
benefit in the sense that the rules are more flexible.”
Motivation schemes for ISACC and IPD have similarities. For them,
employees are motivated by just having healthy relationships among their co-
workers. By developing camaraderie, their employees will have their grace in
working. But in ISACC, it’s important to have a deep level of spirituality to keep
motivated. IPD on the other hand has their weekly running activity at UP every
Thursday afternoons so that their employees will live a healthy life once a while. It
motivates their employees too.
For the SRTC, however, they specified thoroughly the ways of their
promotion. Ms. Labaddan said that “for incoming personnel, let’s just say, is the
same with how we do it in promotion”. This means that their hiring process is
somewhat similar with their promotion procedures. “They are being assessed side
by side” she said, to emphasize the fairness that they show to applicants for a
position. A certain position needs to be vacant or open for promotion to
happen. She will notify all those who are qualified among their employees. Those
who are interested to apply for the position will automatically belong to the
candidates. “I notify all those who are next in line. You inform me if you’re
interested or not. So automatically, you will be included in the roster of
candidates.”
There are also outside applicants. The company assesses both the inside
or internal applicants and the outside applicants fairly and then award points to
them just like what they do in the recruitment process. “The more experienced,
the higher the points,” she added.
Not like the SRTC who has a very well-defined process in promotion,
Profiles Asia Pacific, Inc. doesn’t follow a well-defined structure. For them, it’s
always performance-based and based on experience. Ms. Pick said “If
management feels this person deserves to get paid more, then we could opt to
increase her salaries… It’s largely performance based.” This was agreed by Mr.
Pick and added “Definitely performance based. But there’s no well established
system.” He also said that they’re trying to make their promotion process as
comprehensive as it can be. The thing is, it takes time.
R e s u l t s a n d D i s c u s s i o n | 76
The two remaining non-stock, non-profit organizations, the ISACC and IPD
are experiencing financial constraints- the reason why they don’t give much
promotion on wages/salaries. However, when it comes to the promotion of the
position, there should always be vacancy first for them to be able to promote.
Now the last major activity that the Human Resource department
conducts is the training. Training aims to improve the skills and attitudes of the
employees to maintain high quality performance by all. HR is the one that
decides if trainings are necessary for a certain group of employees at a certain
point.
For the SRTC, Ms. Labaddan said that sometimes, the employees are the
ones who ask for training. She said once a year, they usually go on planning
workshop and go out of town to conduct team building activities. She said: “I
provide training in general: gender sensitivity training and workshop on stress
management.” Through these trainings, employees will be able to cope with
stress and interact well with their co-workers. SRTC looks for training designs that
will be appropriate to their employees’ jobs. The firm also entertains trainings
outside the country. Ms. Labaddan said: “We are also given invitations from, let’s
say, JICA, TESDA for scholarship programs… We need to nominate a
representative from our agency.”
Profiles Asia and Pacific, Inc., the only mandatory trainings given to the
employees are the ISO trainings. The rest are not required to take, but are
offered anyway for the employees’ development. “There are training programs
offered. A lot of them want to take it because for me it’s a privilege to be given
training, we spend money on them. We spend for them, they go attend some
seminars, anything that will benefit them, we are open to it. We send them to the
US for training. Every year I probably take three people.” This means that trainings
are seen as privilege since they are free for their employees and they can also
get to visit different places. She cleared out that the trainings they offer are not
R e s u l t s a n d D i s c u s s i o n | 77
mandatory but are offered for the development of their personnel. “So it’s not
mandatory, we do not even tie them up to a contract because we believe in
people development. But I always tell people that if there are training programs
that they are interested to take up, let us know because if we can partially
subsidize it, if it is something that can benefit the company, why not?” The
trainings they offer involves sales, the quick-books or their accounting software,
effective productivity, and health-related issues, they also do trainings as
general- those personality development trainings involving interaction with co-
workers and goal setting.
ISACC on the other hand expects their employees to have skills that the
organization wants. Once they already have these, they will orient them
accordingly through exposures. ISACC conducts trainings and seminars as well.
The employees are required to attend these seminars and conferences that are
related to what they’re doing. Ms. Robles said “In the manual, it is stated there
that we require that all the members of our staff to go through or attend trainings
and seminars, conferences related to what we are doing”. Through these
activities, employees will be exposed to the nature of their work and also to other
people that they’ll meet.
Matrix 2
Research
Hiring Motivating Promoting Training and Development
Organization
“We do the normal “We have step “…for incoming “But usually once a year
process. The general increment for every personnel let’s just say is we would go a planning
procedures which is three years, there’s an the same with the how workshop.”
sometimes increase in salary. And we do it, the
implemented by the then there’s a loyalty promotion.” “We go out of town and
department of labor. We award for every ten, we conduct team
do the hiring depending twenty, fiftieth year, “They are being building activities.”
SRTC on the different positions perhaps the trainings…” assessed side by side.”
that we need.” “I provide training in
“We also give bonuses, “…a certain position…is general(gender
“take the exam, look at incentive bonuses, vacant…I know all sensitivity training and
the resume, if they terminal leave benefits.” those who are to qualify workshop on stress
passed the exam then next in line…you inform management.”
we will interview them “And your leave me if you’re interested
but if they didn’t, then credits…” or not…” “…on one man unit, we
bye-bye.” try to find or each
“…when we assess the employee will find a
“Selecting and hiring is internal applicants, we training that will fit
Of course based on also assess the his/her kind of job.”
qualifications , at least outsiders.”
college level on any “We are also given
positions.” “We assign points, the invitations from let’s say
more experience, the JICA, TESDA for
higher the points.” scholarship program…
we need to nominate a
representative from our
R e s u l t a n d D i s c u s s i o n | 79
agency.”
“to first of all understand “We need people in an “Of course its “They are not mandatory.
what types of people organization like this that performance based.” But there are training
you want to attract in are self-motivated programs offered.”
your company. So you primarily, and ones with “If management feels
have your employer objectives and goals of this person deserves to “A lot of them want to
branding, so to speak.” their own that we can get paid more, then we take it because for me it’s
try and help them could opt to increase her a privilege to be given
“If you’re able to probe satisfy.” salaries… It’s largely training, we spend money
Profiles Asia and find out that they performance based.” on them. We spend for
Pacific, Inc. have competencies, the “they are given health them, they go attend
behavior, the personality benefits… There are the “If the person from the some seminars, anything
and the cognitive usual benefits required inside wants to apply, that will benefit them, we
abilities to be able to fit by law, and there are a she’s welcome to…” are open to it.”
in our company as well few other benefits that
as the other companies are given to them, like “So it’s performance- “ISO is a mandatory for
that we hire for, then the certain departments based, based on the everybody”
that’s one of the enjoy bonuses experience and
process” depending on our sales.” performance and we’re “We’ve undergone
trying to establish a well training on quick-books,
“we are the products of “There’s a bonus based defined structure.” which is accounting
our product. We sell on the employees’ software, so there are
behavioral test, potentials. Sales people training programs
personality assessments, are largely paid by the available.”
job-matching sales they made.”
assessments which is “A lot of them, especially
called the profile XT.” “That’s the big benefit to sales and marketing
somebody who’s starting undergo training on
“part of the process a career. You get to see sales.”
involves the involvement what really goes on. As it
of the manager who’s goes to what we think “First aid. And we
in-charge of the should go on, what we probably going to have a
department” really believe goes with lot of health related issues
the other companies. that we are going to
“we are very strong We have all the same undergo training.”
R e s u l t a n d D i s c u s s i o n | 80
“check on their spiritual “I think it’s more on “So normally, there’s a “More of orientation. We
maturity, their loyalty to getting down to the level vacancy” get our training through
the scripture or the word” of the employees… to exposure… Since we hired
create a relationship “Of course in our you according to the skills
“We do background amongst them.” manual, it should be that are in your CVs, then
checks” internal first, within the we believe that you’d be
“you create organization” able to grasp whatever
“They don’t have to be camaraderie amongst the organization wants”
ISACC college graduate. They your employees and “Those qualified are
R e s u l t a n d D i s c u s s i o n | 81
can be high school look on them not on the being tapped and “In the manual, it is stated
graduates only” mistakes that they made given Contract of there that we require that
but more on their Employment all the members of our
“We ask them to submit achievements. That way, indicating that this will staff to go through or
their CVS and then we they’ll feel that you be their current attend trainings and
ask them to come for appreciate them.” position effective on a seminars, conferences
interview” given date. There’s no related to what we are
“money is not really a need to apply.” doing”
“. Most of the people prime factor as long as,
who come in for hiring to again like what I said in “So they are exposed not
be employed with ISACC the guidelines for hiring. only to the learning but
are endorsed by other You have to be, you also to the social area,
organizations... So when have to have that deep because you get to know
they try to bring in level of spirituality.” the people who are of the
people or when they same mission and vision as
endorse them, they know ISACC.”
that person is gifted in
the area of what ISACC “Training is the exact
needs.” training that we offer”
“There are “Love for the cause and “Unless the person “It’s not required, but its
requirements. camaraderie.” involved resigned, then encouraged.”
Application, letter, there would be
curriculum vitae, “They’re into physical promotion.” “We’re not giving trainings
certificate of fitness. They have anymore. Only seminars
employment, transcript running club. Every “We get outside if there’s from invitations outside or
of records, and Thursday afternoon, nobody interested to given by the funders.”
IPD references, and around five o’clock, we take over from the
application form go to UP and run.” inside.” “You’re encouraged to
provided by the IPD.” learn on your own. We
“If somebody wants the have library if you want to
“For project staff, it vacant position, the learn from books.”
depends on the normal process will take
applicants’ place which is “Staff development is no
R e s u l t a n d D i s c u s s i o n | 82
What follows are the narrative and analyses on the informants’ answers to
the inquiries of the researchers on the organizations’ finance management. Also
included here is the validation from the financial statements of the organizations
from the Securities and Exchange Commission.
are the receipts from other agencies,” explaining what trust-ready receipts is.
While on the training receipts, according to him, it reaches to 10 million pesos a
year as he estimated it on saying, “Around six million on the average, ten million
a year...” Giving more explanations on the other receipts, he said that these are
the receipts coming from the participants who undergo training on the SRTC as
he mentioned, “We have what we call participants who will give payment on the
SRTC in return of their service, it could be individual or customize. The ‘customize’
are what we call agency to agency.” As for SRTC’s sources of income, he
informed us that it is usually from training fees or seminar fees, research
management fee which is 10% of the project cost and is usually spent on
operations.
Budget proposals in Profiles Asia Pacific, Inc. are being prepared annually.
Every department is being asked to list down the expenses that will be incurred
by their operations. Each proposal will be then submitted to their accountant.
The accountant, which would be Ms. Villanueva, would check if every variable
listed down is really needed, if a variable isn’t greatly needed, then it’ll be
crossed out from the list. Additional comments will be placed on the proposals.
After consolidating each proposal, Ms. Villanueva will pass it to Ms. Jocelyn and
Mr. Malcolm. Then it would be Ms. Jocelyn and Mr. Malcolm’s discretion if they
would approve of the budget prepared, as Ms. Villanueva said, “let every
department state their own expenses then we’ll see if what they listed down are
favorable… that’s where we base our budget… if we don’t think we need those,
we’ll cross it out… I check the proposals and put comments before passing it to
Ms. Jocelyn and Mr. Malcolm, and they’re the ones to approve the budget.”
The Institute for Studies in Asian Church and Culture, being a non-
government organization, has an income that is dependent with the projects.
The estimation of their annual income the previous year would be 1.5 million for a
six-month project and 30,000 for their publications. Ms. Adelaida Villegas,
ISACC’s book keeper when asked for the organization’s annual income
answered, “It depends on the projects that we have, with last year, it would be
1.5M which is good for 6 months, and then the publications which gives 30,000
annually.” This data provided by Ms. Villegas is somewhat in contrast with the
Financial Statement available in SEC which shows that the grants and donations
amounted to Php 3.3 million and the publications sales reached Php 123, 096.
R e s u l t s a n d D i s c u s s i o n | 86
ISACC provides research and training services. What help this organization
to keep on moving are grants, donations (either from individuals or churches),
fees from its members and the sales from their publications. Ms Villegas said,
“Grants, donations, membership fees… donations from individuals and churches,
publications.”
The same income management goes for the Institute for Popular
Democracy, another non-government organization. Since the organization lost
its institutional funding, their revenue became dependent of the project flow. Ms.
Gloria Igaya, the organization’s Finance Officer declined to give an estimation of
their income, as she said, “I doubt if anyone answers this, I cannot say this.” It
was found out later that the total revenue of IPD in their latest Financial
Statement reached the amount of Php 16,248,321.
The organization is highly dependent on funders as they are the ones who
provide for their income. A large part of their income comes from foreign funders
and the remainder would be from local funders and the sales from their
publications. Grants from employees and people with related interests with this
organization are considered to help in the maintenance of IPD. Ms. Igaya said,
“more on funders… 85 – 90% foreign funders… remaining percent from local or
we have the publications, we also have donations from employees and those
with related interests. “
Ms. Igaya when asked about as to how they do the preparation of the
budget proposal remarked that it is something that is difficult for them because
of their budget’s fluidity, as she said, “It’s very fluid. It’s difficult. Difficult. Ideally I
R e s u l t s a n d D i s c u s s i o n | 87
would require each of the departments to submit their cash flows, but that never
happened.” Ms. Igaya prepares the program based-budget proposal. She
already has the general fund, which is constituted by the overhead expenses
and that are not usually covered by the program-based funds, prepared with no
specific source for payment. It is only after a project when Ms. Igaya could tell
where to outsource the funds for the overhead expenses and that is if there
would be surplus from the program-based funds. She said, “For now, it’s project-
based, and then that’s when I straw the overhead expenses.”
For SRTC’s annual expenditure, Mr. Chinilla answered that it’s just the same
with the firm’s income and said that the nature of the firm is actually more on
service as he added “Cause in our nature of business, our main function is more
on services so we are not focusing on profit.” Concerning the questions with their
expenses, he said that it is fixed and mandatory for the organization’s rent,
electricity, water, communications, travel expenses, transportations and
meetings. According to him, on the SRTC’s budget proposal, there’s already an
allocation for its different divisions when the interviewers asked about its
distribution scheme as he mentioned, “Each division has their allocation of
budget…they do budget proposals.” Mr. Chinilla also said that the research
division got the largest budget allocation among the departments.
Profiles Asia Pacific, Inc., when asked the question about how much the
organization spends annually, Ms. Villanueva gave two amounts, 4-5 million for
R e s u l t s a n d D i s c u s s i o n | 88
the operations and 12 million for the administrative and marketing, she said, “For
the cost of sales, it’s around 4 to 5 million… for the administrative and the
marketing expenses around 12 million.” The given figures are closely aligned with
the operating costs and costs of services written in the financial statement which
would be Php 20, 453, 079.64.
The Advocacy and Training Department of ISACC receive the largest part
of the allocation of budget for both entail the operations of the organization. Ms.
Villegas said, “Both Advocacy and the Training receive most part of the funds.”
The Institute of Popular Democracy, like with the estimation of their annual
income, didn’t provide figures for their expenditures yearly for Ms. Igaya find it
rather sensitive. Based on the financial statement acquired through SEC, IPD has
the total of Php 18,343,058 as their expenses which basically cover their projects
and overhead expenses.
Matrix 3
Research
Income Expenditure
Organization
“There are two types.. We have receipts that are “Expenditures, almost the same with the income.”
trust-ready… per year, its five million… and then
customized, meaning agency to agency… so “Fixed and mandatory expenses. Like electricity,
SRTC around eight million.” water, communications… travel expenses,
transportations, meetings.”
“Training fees or seminar fees… management
fee… 10% of the total project cost” “Each division has their allocation of budget… they
do budget proposals.”
“Each division prepares budget proposals... they
submit it to me… I’ll work on it and then that will “Research… totally the budget is for research.”
be the budget proposal of the entire SRTC for that
particular year.”
“it’s a gross sales, 30 million a year.” “For the cost of sales, it’s around 4 to 5 million… for
the administrative and the marketing expenses
“selling testing assessments… our products.” around 12 million.”
Profiles Asia
Pacific, Inc. “let every department state their own expenses “so we are buying that from our affiliate, from
then we’ll see if what they listed down are Profiles international… the testing itself…the utilities,
favorable… that’s where we base our budget… if the marketing, administrative and selling expenses
we don’t think we need those, we’ll cross it out… I advertisements salaries and wages of employees
check the proposals and put comments before and office supplies and office equipments that we
passing it to Ms. Jocelyn and Mr. Malcolm, and need.
they’re the ones to approve the budget.
“Admin, because it’s the one responsible for
R e s u l t s a n d D i s c u s s i o n | 92
IPD “I doubt if anyone answers this, I cannot say this.” “I doubt if anyone answers this, I cannot say this.”
“more on funders… 85 – 90% foreign funders… “program activities, it’s like 60-70% of the
remaining percent from local or we have the expenditures. program activities are the research
publications, we also have donations from and the pilot (trainings)… remaining percent would
employees and those with related interests. “ be for the personnel and the overhead expenses”
“For now, it’s project-based, and then that’s when “That’s variable, for now, it’s the two major
I straw the overhead expenses.” departments.”
R e s u l t s a n d D i s c u s s i o n | 93
Another notable problem cited is that when the applicants are not
qualified. As what Ms. Labaddan stated, “Problem with hiring arises when the
applicants are not qualified for the post. For sometimes, they were able to reach
the minimum qualifications, but then, when it comes with the panel interview, the
Personnel Selection Board looks for an x-factor, personal preference as we call
it.”
pointed the financial constraints pressing over their organization. The ISACC is a
faith-based organization that depends their funds based on the projects. They
just have few employees in their institution that functions multi-tasking efforts. She
said the problem when it comes to hiring as “The capacity of the organization to
pay for the opening.”
Miss Jocelyn Pick of Profiles Asia found problems in hiring when someone
who’s not fit for the job would be hired. Profiles Asia enforces probation periods
in order to ensure that employees are fit for their respective positions,
“sometimes, you might hire somebody and then find out that the person does
not… that’s why you have the probation period.”
The Institute for Popular Democracy, on the other hand, said that the
Project Coordinator had the influence over who should be hired. They also
mentioned another problem they shared with the ISACC as the Ms. Gloria Igaya
claimed, “The project coordinator has the great control on who should be hired,
and that’s the first problem. The second is, you cannot pay that much.” Both IPD
and ISACC got problems on paying the hired ones.
In SRTC’s case, Ms. Labaddan, pointed out in her statement, “There are
employees who do not want to go to training. But there are other employees who
want to attend all the trainings.” that problems arise in terms of their training and
development activities when some of their employees do not want to attend
trainings while there are some who would like to attend the trainings that they
could get.
Miss Robles of ISACC said that the lack of self-esteem of the employees is
the problem on their training and development. Employees seemed to level
themselves with the training that they’ll be attending as she said, “Sometimes, it’s
a problem of self-esteem.”
R e s u l t s a n d D i s c u s s i o n | 95
The IPD and Profiles Asia said that they don’t encounter problems related
to the training and development of the employees.
While on the other hand, “If the employee is just focused on her
remuneration, there’s no motivation to see,” said by the Institute for Popular
Democracy.
Promoting employees doesn’t only encompass the title but it would also
mean an increase with the employee’s compensation.
Profiles Asia, having the resources needed for promoting employees and
the Institute for Studies in Asian Church and Culture and Institute for Popular
Democracy who have small and less complex organizational structures didn’t
encounter problems in terms of promotion.
Matrix 4.1
Organizations
“If no one’s applying.” “Some people believe that they “There are many employees “I have some experience
“If there’s no qualified deserve more than what they who are qualified to be with employees who do not
SRTC applicants.” receive.” promoted.” want to…undergo
“All times I notice that they are trainings.”
sluggish or becoming irritable.”
“Not all employees respond to
a certain motivation.”
In terms of the ISACC’s income, Miss Adelaida Villegas said that they
encountered problems when there are no coming projects. Institute for Studies in
Asian Churches and Culture is a project-based organization where it has its
income gained from the projects existing at the time.
Profiles Asia got problems with their collections. There where instances
when their clients didn’t pay them as Ms. Jennifer Villanueva pointed,
“Receivables from clients, when they didn’t pay our products.”
IPD, as to how Ms. Gloria Igaya frames it, said that the fluidity of their
budget and their projects’ time frames pose problems to their income as well as
their expenditures. “It’s very fluid. The fluidity of projects or time is fast that a
sudden change on the time frame and structure occurs.”
R e s u l t s a n d D i s c u s s i o n | 99
Mr. Chinilla of SRTC finds it a problem when their expenses exceeds what is
being set be the basis provided by the Accounting and Auditing Rules and
Regulations of the government. “As an accountant, whenever our expenses
would exceed what is being set, I’m bothered that the budget will be
disallowed,” Mr. Chinilla said. Disallowing the budget could also entail problems
with other things too aside from the firm’s finances.
The ISACC got the same problem both on its finance and expenditure.
According to the organization’s accountant, they needed fund which basically
comes from the projects in order to address the needed expenses.
Based from the solicited answers, it is quite evident that research firms
encounter problems with their income’s sources. SRTC and Profiles Asia both
encounter problems in their expenditure when they exceeded on the planned
budgeted. While the ISACC answered a problem regarding with their source to
manage the expenses saying that they needed funds for it.
R e s u l t s a n d D i s c u s s i o n | 100
Matrix 4.2
SRTC “When the government imposes economic “Our budget exceeds what is set by the
measures like cutting the budget of every government… As an accountant, all I can think
agency’s trainings, which would have an of when we exceed what is being set by the
impact on us because other government Accounting and Auditing Rules and Regulations
agencies will not have a budget to avail is that our budget will be disallowed.”
our training services.”
Profiles Asia Pacific, Inc.
“The time when the company experienced
“Receivables from clients, when they didn’t excessive use of electricity/power…and also
pay our products.” those immediate expenses that weren’t
included in the budget.
ISACC
IPD
“It’s very fluid. The fluidity of projects or time “It’s very fluid. The fluidity of projects or time is
is fast that a sudden change on the time fast that a sudden change on the time frame
frame and structure occurs.” and structure occurs.”
R e s u l t s a n d D i s c u s s i o n | 101
Lack of applicants and underqualified ones for vacant positions are the
SRTC’s problems in hiring. Through outsourcing the company can resolve this
issue. Ms. Labaddan said “it’s almost tempting to pirate” because they also
encounter applicants from other research firms. “We post vacancies in a
newspaper,” she also added. In case there’s still no response to their
announcements, they will repeat the recruitment process until they get
applicants.
Unlike SRTC, the Profiles Asia Pacific, Inc., receives large number of
applicants. However, most of them don’t fit in. This is not a serious problem
though. But since they sell assessment examination software, they use it as well to
filter their applicants. Addressing this problem is easy for them for this is their line
of expertise and their business- to manage people.
IPD’s problem in hiring is that they don’t have a well defined structure of
process when it comes to hiring project staff. The solution that Ms. Igaya sees is to
form a committee and proper planning. “Supposed to be, form a committee.”
she said. “Hiring should be more systematic for project staffs because that’s
where the guidelines are not implemented fully.”
IPD suggests that they should maintain the good relationship established
and encourage one another to have extracurricular activities aside from work.
For the promotion, Profiles Asia Pacific, Inc., ISACC and IPD do not have
problems encountered.
R e s u l t s a n d D i s c u s s i o n | 103
Ms. Labaddan of SRTC however said that no matter how great the
number of candidates for promotion, it is still the hiring authorities who are
responsible in deciding. ACRE on, the other hand, doesn’t seem to have a
problem in promoting employees. Its employees receive what they deserve from
the company.
For training and development, Profiles Asia Pacific, Inc. Managing Director
Ms. Pick said that their employees are always willing to participate so they don’t
have problems when it comes to this matter. This is opposite to what Ms.
Labaddan experiences when it comes to SRTC’s employees because according
to her, some don’t seem to show any interest in participating in their training
sessions. What she does is she never stops inviting them until they agree. She
even cited a situation that happened to her when an employee rejected her
invitation because of lack of interest. “What I did was invite the neighboring
cubicle,” she said.
Matrix 5.1
“I use personality
profiling.”
Profiles Asia Pacific, “we usually filter them, No problems No problems No problems
Inc. let them take our encountered encountered encountered
assessments”
ISACC “Of course if you then “What we do, like we “No problems “people or positions
have the, you pray call for a meeting. It’s encountered” concerned must be
for it.” also a SEC more aggressive to
requirement, we the new paradigm we
“we’ll explain to the have to meet before want”
applicants that this is the corporation. We’ll
R e s u l t a n d D i s c u s s i o n | 105
When it comes to SRTC’s problem about the budget cut on their income,
Mr. Chinilla pointed out that the private sector has been a great help by getting
service from SRTC. He said, “We resolve from private sector, those that are willing
to participate. We give through website. We also cover the private sector
especially San Miguel, Globe telecoms, ABS-CBN, those that need statistics”.
The ISACC on the other hand seems to rely mostly on the divine
providence. Ms. Villegas thinks that she’s not the one responsible for the
problem, which is not having projects that affects both their income and
R e s u l t s a n d D i s c u s s i o n s | 107
expenditures. She said, “I ask for advice from the management. If received
nothing, I pray. Then we wait for donations. Our Executive Director tries to submit
proposals for projects. We only pray that we’ll receive donations.”
For IPD’s problem in income and expenditure is the same, which is the
time frame for their projects and budget is too short and very fluid, making them
hard to monitor. The solution to that according to Ms. Igaya is through planning
and constant monitoring.
Mr. Chinilla of SRTC believes that the only way to avoid the problem in
expenditures, which is exceeding their budget, is for everybody to simply abide
by what has been ordered. He said that they just follow the rules and regulations
and that is a solution to the problem. “Because if you don’t, chances are they
might disallow it. It will just cause another problem if you’ll not obey,” Mr. Chinilla
added.
Ms. Villanueva of Profiles Asia Pacific, Inc. identified that the problem they
encounter with regards to expenditures is the unexpected expenses. “Ofcourse,
its always unavoidable, the unexpected expenses. What I do is I re-align the
budget until everything will be accommodated.” According to her, it’s not that
hard because the organization is just small.
From the responses given by the department heads of SRTC, Profiles Asia
Pacific Inc., ISACC and IDP, a lot of ways on how to find other resources are
discussed. Different methods are necessary (from the simple ones to the
grandiose) and must be implemented carefully because the flow of money in an
organization should not encounter delay.
R e s u l t a n d D i s c u s s i o n | 108
Matrix 5.2
“We resort to the private sector. We cover “We strictly follow the rules and regulations to
SRTC the private sector especially San Miguel, avoid problems.”
Globe telecoms, ABS-CBN,…”
Profiles Asia Pacific, Inc. “First informing them that they have an “We had an agreement that we’ll minimize
overdue account with us verbally, over the the electricity expenses by turning off the air
phone, or we go to their office and talk to conditioner every lunch break. Usage of it will
them. If they still haven’t paid, we send should be up to 5pm only.”
them a demand letter reminding them
that they have a payable to us. If the “We can’t avoid unexpected expenses. What
letters are not effective to them, it’s the I do, I re-align the budget until the
managing board who’ll decide what to unexpected expenses will be
do.” accommodated.”
ISACC “I ask for advice from the management. If “I ask for advice from the management. If
received nothing, I pray. Then we wait for received nothing, I pray. Then we wait for
donations. Our Executive Director tries to donations. Our Executive Director tries to
submit proposals for projects. We only pray submit proposals for projects. We only pray
that we’ll receive donations.” that we’ll receive donations.”
CASES
SRTC hires people that are knowledgeable in the field that it is into. Since
it is a government company, recruitment processes should be based on the Civil
Service Commission and applicants must satisfy all the minimum qualifications
the Commission requires. Aside from the CSC regulations, SRTC also implements
internal guidelines. Examinations and panel interviews are being conducted by
the firm’s Personnel Board Selection.
However, there are times when nobody seems to apply whenever they
have job openings. Others may show-up but they fail to meet the qualifications
that are set by the firm. One option the company sometimes resort to is
outsourcing certain tasks.
SRTC posts job vacancies not only in its website but also in newspapers.
Even in their trainings, some employees lack interest in participating. A lot of
effort is exerted just to encourage them to join and participate. Some are also
discontented, sluggish and irritated that they even find it hard to be motivated.
What the HR officer does is try to personally know each employee and gives
words of encouragement. A record of employees’ personalities, obtained
through personality profiling, is kept. Observations regarding employees are
reported to the chief administration officer.
The annual income of SRTC is divided into two: the trust ready receipts
and agency-to-agency receipts. Combined receipts total around 8 million
pesos. Sources of income are payments that they get from their trainings and
seminars and the research or management fees.
R e s u l t s a n d D i s c u s s i o n s | 111
Profiles Asia Pacific, Inc. is a private, stock company which services are
not limited to research as they are primarily an “assessment company”,
providing organizational development solutions, consulting and training and
development programs for their clients. Research projects typically are in the
areas that involve employee engagements, client satisfaction, and leadership
development, etc. Some of the researches that this company undertakes make
use of proprietary tools largely through the use of their instruments. However, they
do undertake special research projects on social development issues, for clients
like the World Bank, ECCD, DepEd, Dole, TESDA, DBP, GSIS, NYC, etc.
Given the primary line of work of this company, they are given the
privilege of being a product of its own services. Profiles Asia Pacific, in hiring
employees utilizes their assessment techniques including behavioral tests,
personality tests and job matching tests. They follow the basic guidelines, which
would be consisted of the submitting of curriculum vitae, technical exams and
R e s u l t s a n d D i s c u s s i o n s | 112
the interview but a lot happens in the course of that guidelines. The involvement
of the department manager in search for a new team member is required in the
process. Technical exams vary as to what position is being applied upon. Profiles
Asia also believes in non-discriminatory hiring which basically is being after
someone’s capacity and capabilities to do the work instead of considering the
age, sex, and the school where the applicant graduated.
resources. The only problem encountered is when they hire an applicant which is
not fir for the job. What they do is filter the applicants thoroughly to ensure that
everyone who are being hired are of great quality.
Looking at the activities that Profiles Asia are engaged in, it is not surprising
that their estimated annual gross sales amounted to 30 million. This basically
comes from the assessments they conduct that are usually sold to companies.
Budget proposals are made through the consolidation of expenses submitted by
its nine departments to the chief accountant, who is responsible in checking
whether each variable would be needed. The final output of the budget
proposal is for approval of Mr. Malcolm Pick, the Chairman of PAP and Mr.
Jocelyn Pick, the Managing Director.
Its annual expenditure has two main contributors which would be the
administrative and marketing costs and the cost of sales. If taken together, it
usually sums up to 16 million a year. The primary source of its expenses is the
testing tools that they purchase from their international affiliate, the Profiles
International, which implies that majority of their fund goes to their operations
whereas the secondary expenses covered are the overhead: utilities, office
supplies and equipments, salaries and administrative and marketing costs.
R e s u l t s a n d D i s c u s s i o n s | 114
“Bound by Faith”
The Case of Institute for Studies in Asian Church and Culture
ISACC selects applicants by ensuring that the applicant, aside from the
skills needed for the company, has a strong foundation of faith for God and
believes Bible. They check on their spiritual maturity and loyalty to the scriptures.
When it comes to educational attainment, it is not necessary if the degree holder
is a college graduate but they are required to submit their CVS in applying and
undergo interviews.
Promotion in the company happens if there are vacancies. Those who are
capable of taking over the positions vacant in the organization are being
tapped, being given Contract of Employment indicating that this will be their
current position effective on a given date. There’s no need to apply.
R e s u l t s a n d D i s c u s s i o n s | 115
Though ISACC does not find any problems in promotion, they encounter
some when it comes to training and development. Some of their employees are
being selective in the seminars that they were asked to attend to. But by being
aggressive to the organizations’ paradigm, this issue might be resolved. The more
they participate in the trainings that they conduct, the more they will benefit.
They need much support in their projects as well.
publications, 30,000php. The sources of their income are from grants, donations
(either from individuals or churches), fees from its members and the sales from
their publications. 1/3 of their total fund is allocated to the Administrative and
Finance Department.
The only problem that ISACC encounter when it comes to their finances is
when they don’t have projects. What they do is they ask for advice from the
higher positions, submit as many project proposals as they can, and wait for the
donations from outside the company.
Above all, ISACC believes that the company wouldn’t last if not because
of their strong faith to God. They manage their organization and accompany it
with praying.
The IPD had its qualifications and requirements when it comes on hiring
their employees. The organization must also ensure the effectiveness and
efficiency of the organization’s human resources.
In keeping its employees motivated, the organization keeps that the good
camaraderie exists within the personnel. Physical fitness is their way of keeping
the relationship and also the cause of why they are working. When it comes on
promotions, the organization evaluates the subjected employees.
R e s u l t s a n d D i s c u s s i o n s | 117
Though the trainings for the development of the employees are not
included in the budget, IPD encourages its manpower persons to attend with the
invitations of seminars and trainings from the outside.
The only problem that the organization encounters is that the lost of
motivation within the employees if they’re just focusing with their wages. In
addressing this, they maintain the camaraderie among them. IPD didn’t
encounter any problem with promoting its employees.
CHAPTER 5
This chapter contains the summary of the results based on the data
generated and analyzed by the researchers, the conclusions anchored on the
objectives, and the recommendations for further action in accordance with the
study’s conclusions.
Summary of Results
The following are the findings based on the analysis of the generated
data:
of the needs of the statistical system and; e.) Provide financial and other
forms of assistance to enhance statistical research and development. The
SRTC is headed by an Executive Director and is staffed by 25 regular and
contractual personnel. They are based at Quezon City.
ISACC ensures that they hire those that are spiritually matured
and has loyalty to the scriptures because of their faith-based type of
Summary of Results, Conclusions and
R e c o m m e n d a t i o n s | 121
Love for the cause and camaraderie are the motivation schemes
followed by ISACC and IPD since benefits and bonuses are not prioritized
for they have financial constraints experienced in their organizations. Also,
ISACC believes that if an employee has this strong faith in the Divine
providence, he will never lose his motivation. On the other hand, IPD
chooses to be motivated through engaging in athletic sports such as
running once a week.
Summary of Results, Conclusions and
R e c o m m e n d a t i o n s | 122
The ISACC sees to it that their employees will attend the trainings
and conferences that they conduct. Exposure of employees from the
activities of ISACC is beneficial for them.
In SRTC’s case, the annual income is divided into two: the trust
ready receipts and agency-to-agency receipts. Combined receipts total
around 8 million pesos. Sources of income are payments that they get
from their trainings and seminars and the research or management fees.
Budget proposals are prepared per department.
For PAP’s gross sale, their income is 30 million a year. Their source of
income is from selling their products which are testing assessments. For the
allocation of budget, they let the other departments state their expenses
and check if those listed are favorable. There will be comments in the list
to be submitted for the approval of the managing directors.
IPD thinks that the problem when it comes to hiring is the lack of
implementation of well-defined structure of process for their project staff.
Again, IPD said that they can’t provide trainings because of their
financial constraints.
B. Finance Department
PAP makes use of their tools. They let the applicants take the
assessment exams so that they’d be able to fit them.
IPD believes that it’s still best to maintain the good relationships
with workmates and encourage the employees to be involved in the
extra-curricular activities.
B. Finance Department
The PAP on the other hand enumerated the steps that they do.
Different forms of medium are being used to reach their clients. The final
stage would be sending of demand letters then if the client still persists on
not paying, the board members will discuss the matters.
IPD thinks that the problems for their income and expenditures will
be solved if there would be more constant and flexible planning and then
constant monitoring.
Conclusions
1. The research organizations cover a wide range of fields in the researches that
they conduct which vary depending on their goals and the nature of their
respective organizations.
In terms of hiring, the four organizations, IPD, ISACC, PAP and SRTC follow
different guidelines ranging from the traditional process which would be
the passing out of resume and interview (employed by ISACC, IPD and
SRTC) to a dynamic process (PAP) which entails various types of
assessments.
Summary of Results, Conclusions and
R e c o m m e n d a t i o n s | 130
All research organizations have similar fixed expenses and the largest
allocated budget goes to those that are in charge of the researches or
the operations that their respective organizations have.
B. The common solutions provided by the organizations are paying for the
unexpected expenditures and outsourcing ways to provide for the money.
Strictly following the government rules and regulations was also singled
out.
Recommendations
With the results of the study conducted in hand, the researchers were able to
come up with the following recommendations:
The college can also use this study as a basis for a proposed new subject
offering, “Research Management.”
This study can help them improve their management styles in their human
resource, and finance department especially when it comes to the problems
encountered and the solutions being applied.
To future researchers
Summary of Results, Conclusions and
R e c o m m e n d a t i o n s | 133
For students who will conduct further studies with regard to the
management of research organizations, it is recommended that they determine
how the other existing departments in the research organizations, which are not
covered in our study, are being managed to be able to come up with a new set
of information.
Books:
Biber, S. & Leavy, P. (2006). The practice of qualitative research. California: Sage
Publications Ltd.
Denzin, N. & Lincoln, Y. (2005). The Sage handbook of qualitative research (3rd
Learning.
Salvador S., Bagunas E., & Geronimo E. (2008). Principles and practices of
White, D. & Vroman, W. (1977). Action in organization (2nd ed.). Boston: Allyn
and Bacon.
Wimmer, R. & Dominick, J. (1977). Media research: an introduction (5th ed.). USA:
On-Line Sources:
and-functions-of-the-human-resource-department
http://managementhelp.org/hr_mgmnt/hr_mgmnt.htm
http://humanresources.about.com/od/jobdescriptions/a/HR_recruiter.htm
Sanchez, A. (2008). Promoting employees effectively Retrieved November 15,
2010
http://globalnation.inquirer.net/cebudailynews/opinion/view/20080425-
132628/Promoting-employees-effectively
White, M. (n.d.). Three organization types. Retrieved March 23, 2010 from
http://staging.ipd.org.ph/index.php?option=com_content&view=article&i
d=12&Itemid=27
http://www.profilesasiapacific.com/
http://isacc.org.ph/about_nofr.html
http://dictionary.bnet.com/definition/Organization.html?tag=col1;rbDictio
nary
http://dept.lamar.edu/industrial/Underdown/org_mana/Org_Structure_G
eorge.htm
http://www.managementstudyguide.com/what_is_management.htm
University of Colorado at Boulder, Department of Human Resources (n.d.), Guide
http://www.colorado.edu/humres/downloads/HRGuide.pdf
Theses:
Anastacio, E.B., Cabaccan, C.S., Pasion, D.Q., & Simpao C.D. (2009). Wanted
Apilado, J.A., Bautista, F.B., Jose, J.S, Maninatnan, K.G., & Perez, P.A. (2010). A
Organization:
Place of Interview:
1. What are the guidelines being followed by your department in selecting and
hiring company employees?
3. What are the programs and activities of your firm for your employees’
development?
4. What are the motivating schemes of your department in order to enhance your
employees’ quality of work?
a. Hiring;
b. Motivating; and
c. Training and Development?
7. What are the measures being implemented to address the identified problems
on the following:
a. Hiring;
b. Motivating; and
c. Training and Development?
Interview Guide for the Finance Department Representative:
Organization:
Date and Time of Interview:
Place of interview:
4. What are the factors affecting the growth of your income and expenditure?
7. What are the problems encountered in your department in terms of the firm’s
income and expenditure?
5. Who leads the organizations, how many total manpower complement and
departments do they have?
APPENDIX B:
Time Table
June Activities
July
August
September
30 Transcription of Interview
October
9 Follow up with research firms
12 Transcription of interview
26 Transcriptions
November
16 Chapter 5
December
3 Submission of Manuscripts
7 Oral Defense
17 Transcription of Interviews
March
17 Transcription of Interviews
19 Revising Chapter 4
23 Supposed re-presentation
April
In adherence to University rules, we, the student researchers from the Bachelor in
Communication Research hereby submit the estimated budget for our Thesis and Oral
Defense.
Prepared by:
Approved by:
Racidon Bernarte, MA
Thesis Adviser
Submitted to:
Place of Interview: 104 J&S Building, Kalayaan Avenue, Diliman, Quezon City
Ms. Labaddan: I am the lone human resource management officer here, Administrative officer 2,
HRM 01
Interviewer1: Uhm. How many years have you worked here ma’am or length of service in this
firm?
Ms. Labaddan: I’ve been here for five years. Uhm, first two years clerk, in administrative aid 4,
research division and then when the position was vacant in HR right, I applied in instance. My
previous experience is related to HR and I was asked to apply. *laughs* parang ganon noh?
Interviewer1: So ma’am yon. Basically, what to you do in that department or what is the nature
of your work there?
Ms. Labaddan: Being the lone HR officer, I handle all the HR concerns. Uh, we have the
recruitment, leave administration, personal records, uh benefits, salaries; I also do the work, the
GSIS, PAG-IBIG and the civil service commission.
Ms. Labaddan: Uh, I graduated from the Jesus is Lord Colleges Foundation, Bachelor of Arts
Major in Psychology. I also took units in Education, cause I’m interested in Training. I also had, in-
house trainings for all the employees. Right now I’m taking Masters in Counseling in a seminary.
*laughs* Parang chaplain na rin ako e noh?
Interviewer1: So ma’am let’s proceed to the questions about HR. So what are the guidelines
being followed by your department in selecting and hiring company employees?
Ms. Labaddan: Guidelines. Uhm. We are following the guidelines uh given by the civil service
commission. The very important thing here is uh the applicants must be.. they must have uhh
fulfilled the minimum qualification. Oo, merong libro niyan eh. *leaves the room to get the book*
Ms. Labaddan: Ito yun oh. So these are the qualification standards set by the civil service
commission. So it’s very important that when the applicants come, based on the documents
that they submit to me they show me the original ones. And I ano noh, I really see to it that they
are real, for example transcript. So for example we have here the.. most of our staff here
statisticians.. *flips the book* yan. This applies for the whole government system. So for example,
let’s say statistician, we have many statistician 3s here. Statistician in the national government..
these are the qualifications, bachelor’s degree relevant to the job, two years *** experience,
eight hours training and career service profession ability. Second level *****. So, the moment the
applicant does not fit these qualification standards, they’re not.. they will not be… they will not
push through na.
Interviewer1: Interviewed?
Ms. Labaddan: Oo, no more. Uh. And then uh another important guideline by the CSC is we
have to publish it. Either we we post it uh in their office, National Capital Region or we are also
allowed to post it in our website.
Ms. Labaddan: Vacancies. Uh. Wait lang. In our office, we have our internal guidelines. So we
believe that although we are a lean agency, we are mean. That means each one of us, we are
really performers in our own right. So uh, so long as we follow the the posting of the vacancy,
and the the minimum qualification.. That’s okay. Uh we are given a leeway to to uhm be a little
bit having more additional points for those who have. For those applicants who have.. who have
more than what is being required. For example we give additional points for those who have
master units. If you are only applying for statistician 3, and you already have bachelors degree,
you are already taking up your masters, we put additional points. So there are points. Uhm. And
we also conduct exam. We have our own technical exams and of course the panel interview.
And that’s it. Basically our personnel selection board, ang it’s goal is to assess the applicants, to
assign points to each one of them. But the hiring authority, the executive director, is the one who
will be deciding.
Interviewer1: So it’s their call and not yours ma’am? The executive board’s call?
Ms. Labaddan: Yes. The one who will sign the appointment paper. He is the one who will choose
which one among the qualified applicants.
Interviewer1: Ooh.
Ms. Labaddan: And the personnel selection board will conduct exam, will conduct panel
interview, then they assign points. We just submit the executive directors all the observations, all
the points, he’s the one who will decide.
Ms. Labaddan: But it does not necessarily means that the highest pointer will have the..
Interviewer1: Job?
Ms. Labaddan: The job. What if, what else?
Interviewer1: Uh…
Ms. Labaddan: Of course we do not… want naman na uh, according to the civil service
commission, the hiring authority cannot appoint his relatives. Upto the fourth degree of affinity or
consanguinity. But we refined it, noh? Here in our office, since uh our agency is very lean uhm.
Even if it’s not a relative of uh the executive director, uhm sinama na rin pati sa mga employees.
Halimbawa relative lang bi ano..
Ms. Labaddan: Cause we’re very small. We are only 25. So we would like to avoid ano, conflict
of interest.yun yung sinasabi nating… may guideline sa civil service, may guideline sa ahensya.
So long as hindi countering.
Ms. Labaddan: Uhm, it’s a given that the employees, ano eh. Application pa lang diba may
required nang ano number of trainings, di naman sa nirerequire. Actually, ine-encourage,
Employees pa nga ang humihingi ng trainings. So what kinds of trainings? Depende yan sa..
depende yan sa position nila, statistician 3, statistical report writing. But uh, I provide trainings in
general. For example, employees need gender sensitivity training or workshop on stress
management. Cause usually, on one unit, we try to find or each employee will find a training
that will fit his/her kind of job.
Interviewer1: What are the programs/activities of your firm for employee’s development?
Ms. Labaddan: Uh, we have already mentioned about a little bit of ano. But usually once a year
we would go a planning workshop.
Interviewer1: Planning workshop?
Ms. Labaddan: We go out of town and we conduct team building activities. And also of course,
we also are given invitations from let’s say JICA, TESDA for scholarship program invitations. So
we.. ah, another one of my role, the scholarship. Yeah, hmm so when we need to nominate a
representative from our agency, uh I also do that. We have employees that went already to
Japan, Japan lang yata.
Ms. Labaddan: Japan.. uh but not ano. Uh yung dati pa Netherlands ata yun. Basta, iba-iba.
Ms. Labaddan: In exchange for that naman, they give service obligations.
Ms. Labaddan: They would have to stay with us. Or any Philippine government agencies.
Ms. Labaddan: Yes. For example they studied there for two years, they will work with us, five
years. They will stay.
Interviewer1: So what are the motivating schemes of your department in order to enhance your
employees’ quality of work?
Ms. Labaddan: Uh recently, I have proposed uh regarding the punctuality. *laughs* I have
proposed rewards program for those who are.. for those who have punctuality and attendance.
Ms. Labaddan: Still, it’s not.. it’ll not be declared vacant, it’s still yours. Your salary is yours…
Ms. Labaddan: Yes and your leave credits, you will still accumulate, but there is a
corresponding, again service obligation. And of course a report on how.. you know, how’s your
study *laughs* and uh inform the office if you already have passed. That’s it.
Ms. Labaddan: Ah! In Promotion, actually out recruitment process, that’s what I meant during the
first question, the recruitment process or the incoming… for incoming personnel let’s just say is
the same with the how we do it, the promotion. Uhm. For example, a certain position, a
statistician 5 is vacant. Uhm. I notify all those who are to qualify next in line, so all the statistician
4s will be given a note. I will, I will give them each kasi ano yun eh, dalawang posisyon yun I will
give each uh a notification na statistician 5 is vacant, and he/she’s qualified and you inform me
if you’re interested or not. If you’re not interested so inform me. Iyong ganon. So automatic na
masasama siya sa roster ng mga candidates.
Interviewer1: Okay po.
Ms. Labaddan: However, he/she will have to submit the required documents and will have to be
uhm.. will have to be qualified for the next position. For the statistician 4, a master’s degree is not
required. For a statistician 5, it is required. So that’s how it is. Uh. The statistician 4 will be really
qualified for the promotion for stat 5 must have a master’s degree and all the other
requirements. And then the recruit, the when we assess the internal applicants, we also assess
the outsiders. They are being assessed side by side. Sabay. In fairness, in the name of fairness.
That’s it. So, whether you’re from within or you’re an outside applicant , uh you have the same
level.
Interviewer1: Ma’am, I have a question about for those.. Ma’am you do the promotion without
vacant, vacant position? I mean, promotion is only necessary for example , statistician 5 is
vacant and then you have to promote a statistician 4. How about for those… I mean.
Interviewer1: For those who are not statistician 4? Statisticians 3 who are qualified?
No Ma’am, para pong nagpo-promote lang po kayo pag may available, pag may vacancy?
Or nagpo-promote po kayo without vacancy pero nakita niyo po na promising yung trabaho
niya?
Ms. Labaddan: Ooh. In a government, we have a status. Employment status we call it.
permanent ang status and tawag sa mga, yung mga may item na, item ba kinikilala ng DBM ba
Siguradong may sweldo.
Ms. Labaddan: Department of Budget Management. Kapag contractual, waLang item. Uh.
Hindi basta basta tayong… unless w create a position before noh?
Interviewer1: Okay po Ma’am.
Ms. Labaddan: Ayon e dadaan pa sa kinauukulan noh? So hindi tayo pwede basta basta
instant, pagka go, instatnt uhh yung stat 1 gagawing stat 2, unless yung position na yun e may
item. So just the same. Must be vacant or it must be a new item that has been approved by the
Department of Budget Management.
Ms. Labaddan: We assign points, the more experienced, the higher the points.
Ms. Labaddan: The older, the better. For technical positions, the older the better. Pero kung sa
showbiz, the younger the better.
Interviewer1: So iyon po ma’am, what are the problems encountered by your department in
terms of hiring?
Interviewer1: Pero more than that po ma’am wala na po kayong ibang nagiging problema
kapag hiring process niyo po?
Ms. Labaddan: Uh. Wala naman. So long as qualified, walang problema. Ang nagiging
problema lang, kapag walang qualified dun sa mga applicants. For sometimes, naaabot nila
yung minimum qualification, kaya lang pagdating na sa panel interview, may hinahanap na x-
factor na ano. Ang tawag dun, personal preference. Hindi naman sa biased noh?
Interviewer1: Opo.
Ms. Labaddan: Pero, aah merong ganun na hindi mo siya, you can’t really describe it on words.
But there’s something I’ve noticed with the the supervisor for the vacant, for the vacancy is. May
hinahanap siya na personality or something like that.
Interviewer1: Opo.
Ms. Labaddan: Preference yun. Personal preference. Minsan may ganun tapos kahit qualified
siya, uulit siya ng isang round. Minsan umaabot ng tatlong round, ganon. Ano pa ba yung ano
natin? Nahihirapan ak sa applicants na hindi sususunod sa instruction. Kasi may detalye na ano.
May mga documents akong hinihingi na di agad…
Interviewer1: Nabibigay?
Ms. Labaddan: Nabibigay. Walng explanation kung bakit. Minsan talagang delayed. Minsan,
na-hire na.
Ms. Labaddan: Pina-follow up. Mga ganun. There are times naman na kapag magse-set ako ng
schedule for exam, pero hindi siya pwede, mga ganun. Uh, yun lang siguro, personality na rin
yun ng applicant eh.
Interviewer1: Opo.
Ms. Labaddan: Pag-araw na ng ano niya, ng interview, wala pa siya di pa rin siya dumarating.
So most of the time, I just jot down my observatiobs, I put them down on my report.
Interviewer1: Opo. Auon po ma’am. Since namention niyo na yung mga problema niyo sa
hiring, Ma’am ano po yung solutions na ginagawa niyo po? Or paano niyo po ina-address yung
mga ngaiging problema niyo po sa hiring?
Ms. Labaddan: Ay nako, when I encounter that I really outsource a lot of applicants. I did a lot of
sourcing. May final re… at first I put it on other, many other government agencies.
Ms. Labaddan: Other personnel from other offices but uh, later I’ve found out that they, they
have more salaries. So they would rather stay.
Ms. Labaddan: When I just, no I don’t do direct pirating. I juts, I just make kwento na, “Uy, there’s
a vacancy.” Ganon I do that. I just “inform” them.
Ms. Labaddan: They just smile, and then later on I found out “Ooh, it’s very sikat ano ngayon eh,
ay it’s a GOCC pala” Yun.
Interviewer2: Okay po, yun po. Matanong ko lang po. ano po ba yung reasons bakit walang
nag-aapply? Yung mga nakikita niyo or sa palagay niyo, nung mga time na yun bakit walang
nag-aapply nung nag-post kayo?
Ms. Labaddan: Ay hindi ko alam kung anong dahilan. Pero on our end, kami nagkukwento rin
kami sa mga kakilala namin. Yung kasi lalo na yung mga technical position. Yung mga
statistician, nagkukwento rin naman yung mga nakakaaLam. Ine-email nila sa mga kaibigan
nila, nag-post ako sa website, nagpo-post ako sa mga ano ganyan. Pero kwento ko na lang,
halimbawa yung vacancy namin sa chief admin officer, may time na unang round wala
talagang applicant. Nung second round, may nag-apply pero masyadong naming kapatid na
ahensya, nakakahiya. Nakakahiya sa kabila, baka sabihin nila kinukuha namin. Pero hindi ko sila
ano, hindi ko sila pinirate. Di ko sila pinirate, pareho pa silang same agency rin. So another round
na namain. Uh, what I did was convinced our head that we post our vacancy in uh, on a
newspaper. Yon.
Ms. Labaddan: Oo, most of then are from the private sector. Actually, our new chief officer is
from a private sector.
Ms. Labaddan: Uh. I cannot speculate on what really happened. I do believe in providence.
Sometimes things happen and don’t happen and you cannot understand as of that moment
why. But later on while you understand, the timing is, it’s actually perfect. *laughs* and it’s for
everybody’s good naman.
Interviewer1: Ayon po ma’am. Paano niyo po maadress yun ma’am? yung pag sa exam po
qualified siya pero sa interview, medyo sumasablay po.
Ms. Labaddan: I cannot force that if they don’t like and if the hiring authority doesn’t want to
hire that moment or doesn’t.
Interviewer1: Approved of the…
Ms. Labaddan: Diba? Approved of the person at the moment. So what can I do is do another
round. *laughs* Another round of recruitment. Oo And add that person to the list of applicants.
Interviewer1: Ayon po. So ano naman po tayo ma’am, problems naman po na nae-encounter
niyo when it comes to motivating your employees? Sama na rin, ay dito po sa motivating yung
promotion. Yung problems niyo po sa pagmo-motivate and yung pagpo-promote ng
employees?
Ms. Labaddan: It’s like you’re thinking na nakakamotivate ang promotion. *laughs* Uh, there are
other things that motivate the staff, not only promotion.
Ms. Labaddan: Some are happy enough to be recognized. Uh. Money is a very good motivation
also. *laughs*
Ms. Labaddan: There’s some people who think that they are… ano bang tawag dun?
Ms. Labaddan: *nods* Some people believe that they deserve more than what they receive.
When employees compare with one another. That’s the problem with motivation.
Ma’am yun lang po?
IMs. Labaddan: I believe that you know, your agency can motivate you. It, it depends on you
perspective, perception. Is it, is it the responsibility of your boss to motivate you? Or is it just an
add on? Kasi I believe that employees also have their innate capacity to motivate themselves.
Diba? SO they, each of us have our personal motivations. Perhaps, what I do, ngayon ko lang
naisip. I try to get to know each staff personally. On personal level, and try to see on personal
level, what motivates them to go to work.
Ms. Labaddan: And at times, when kasi masyado kasing unique noh? Hindi ko naman,
confidential eh, hindi ko pwedeng ikwento.
Ms. Labaddan: At times I notice that they are sluggish or they are becoming irritable. Parang
losing focus on the job. I just drop, uh a line of encouragement. And for example, there’s a staff
na ang motivation niya e family, kaya siya nagwo-work para sa anak niya. Yung mga ganun, so
I just “ Oh hey, kamusta na yung anak mo?”
Ms. Labaddan: Uh uh. I just gather this information. At the end of the year or the start of the year
when we have our stress management training, gender sensitivity training, I do briefing with the
resource person. If uh we can customize it with the.. when we do the training needs analysis and
if I would be able to help the resource person to customize his/her training for us, I inform na, I
tell the, “most of our staff are like this” “we have a staff “, but I don’t mention the name.
Interviewer1: Opo
Ms. Labaddan: I have a staff who’s like this. Ito yung motivation niya. Ito yung ganyan ganyan.
Interviewer1: Opo.
Ms. Labaddan: I also mention to our chief administration officer the basic motivation of our staff
base on my observation. Sa promotion naman, sa kasaysayan ng recruitment ang pinaka…
pinkamaintriga ang promotion, lalo na kung marami ang qualified na mapromote. Alam mo na
yun.
Ms. Labaddan: Hindi naman. Hindi ko rin kasi ano eh. Wala namang nakakabasa ng isip ng tao
diba. Ma-ano lang talaga siya, mapressure. Oo, kasi ano ehm here we arem who we really
have to, we really have to see to it that we, the members of the BSB are fair in them with
applicant A, or B or c. Whether taga-loob ba siya o labas. Mas lalo na kung taga-loob, pareho
lang ang trato ko diyan. Sa ano, so hindi ko na hawak yung judgment nung hiring authority. Siya
pa rin kasi ang…
Interviewer1: Nagpo-promote?
Ms. Labaddan: Oo, ang pipili. Hindi ko rin naman mababasa ang isip niya. *laughs* Medyo
maano lang siya, mapressure.
Interviewer1: Ayon po ma’am. So sa problems niyo po ma’am with motivating, paano niyo pa
ba ina-address yung niyo po kanina na you do chit chats tapos sinasabi niyo po na nire-report,
nagbibigay po kayo ng report sa.. ano pong ginagawa niyo?
Ms. Labaddan: I don’t do it in a regular basis., hm, I just keep the details. Sa akin lang yun. When
the need would arise, when the situation arise, uhm, kumbaga meron akong personality
profiling. Part ng personality yan eh, motivation. When the situation arise na kailangan yung
impormasyon nay un, atsaka ko siya pinu-pull out. Para akong may drawer. I have a drawer for
each staff , kilala ko kasi sila eh. So kung kailangan atsaka lang natin ano.
Interviewer1: Ano pong ginagwa niyo, halimbawa nandiyan nap o yung sitwasyon tapos
parang kinakailangan niyo nang kumilos kasi parang nagkakaroon na ng conflict dun sa
mismong pagmo-motivate sa mga staff? Ano pong ginagawa niyo? Diba po gumagawa din
po kayo ng reports, sina-submit niyo tapos and ten…
Ms. Labaddan: And I do not broadcast, it’s me. It’s it’s a pers… on a personal level and it’s not in
my JD, you know? It’s just an ano, an add on.
Interviewer1: Ahh.
Interviewer1: Opo.
Ms. Labaddan: Ang ibig kong sabihin, uh inaalam ko ang motivation ng staff on a personal level
kasi yung motivation na binibigay ng opisina, general yun.
Interviewer1: Opo.
Ms. Labaddan: Kasi bawat ano, bawat isa sa atin, ano eh may kanya kanyang ano eh, gusto.
Aspiration sa buhay. But for some employees, they don’t want to study anymore. So it will not
work if I will tell them, “Uy, mag-masters ka” *laughs* you know? Up to undergrad lang. Okay na
sa kanila yun. O kaya hanggang elementary, high school level lang, huwag mong pipiliting
mag-aral. Meron naman gustong mag-abroad. May iba- iba eh. Iba-ibang motivation yan.
Meron naming iba, gusto mapansin. Huwag mong papansinin, iiyak yan.
Ms. Labaddan: Tatamaring mag- ano, trabaho kapag di mo pinapansin. Papansinin mo, ganun
lang naman yun.
Ms. Labaddan: Very ano noh, very personalized ang aking pagbibigay ng serbisyo. *laughs*
Interviewer1: Opo.
Interviewer1: Ayon po ma’am. Let’s proceed to the problems you have encountered in terms of
your employees’ training and development.
Ms. Labaddan: Aay. I have no problem with employees who acknowledge with themselves that
they , their training or education is… If you give them the idea that they need training or invite
them for training, it’s not difficult for me to convince them that they have to. I have some
experiences with employees who do not want to..
Ms. Labaddan: There are trainings that are required. There are trainings that you know, you
cannot force the person, the body, yung hihilahin mo siya, “Umupo ka diyan, mag-training ka”
Interviewer1: Opo
Ms. Labaddan: Hindi. Attend siya, maliligo, magbibihis, uupo dun, makikinig. There are
employees who do not want to go to training. But there are other employees who want to
attend all the trainings. *laughs* E diba, halinhinan dapat diba. Yun.
Interviewer1: Ano po kayang dahilan kumbakit ayaw nilang mag-training? Mag-undergo sa…
Ms. Labaddan: Like what I said, iba-iba kasi ang tao. May mga… uh iba-iba tayo nang uh, ano
bay un, ng pagiging smart. May book smart..
Interviewer1: Opo. Perspective.
Ms. Labaddan: May word smart. Iba-iba ng smart smart yan. SO kung yung pagiging smart niya
e hindi nagma-manifest sa mga libro, mga theories. Ayaw nila nun. Siguro ang gusto nila mga
ano, mga workshop talaga ano.
Ms. Labaddan: *nods* ano pa ba? Training and development… I also facilitate the program for
the OJT. *laughs* problema lang naming ditto, di namna kayang mag-accommodate ng
marami. Dahil maliit lang kami na agency. Yun lang, yun lang siguro.
Ms. Labaddan: Yung in-house training, may office order naman eh. Required talaga yun. Pero
yung mga training na for one man unit, may mga gustong umattend pero gusto nila, pati lahat
ng paghahanap, pati yun akin.
Interviewer1: Ah, Kumbaga gusto nila, nandun na. Ready na agad dun.
Ms. Labaddan: Oo na akin na lahat. Medyo, uh alam niyo naman eh, marami akong hawak.
Siguro kapag marami akong spare time, for those who really don’t want to, wala aking
magagawa eh. I cannot force them to, but I just invite and invite or inform them that there’s a
certain training on this one. And importante, na-iinform sila. Naiinform sla, alam nilang pwedeng
sagutin ng office. Pag pangatlong attempt na ayaw pa rin, what I do is invite the neighbor, the
neighboring cubicle who is more interested in training and I congratulate the person, “Very
well”, “Ay, exciting ba?” It’s like luring the other person.
Ms. Labaddan: “That training is kinda exciting, there’e libreng food, there’s other people. You will
see other people from other places, you will learn new concepts.”
Interviewer1: Kumbaga hinahayaan niyo na lang pong tumanggi, tapos naghahanap parin
po...
Ms. Labaddan: May demo. Makikita niya yung neighbor niya. Sasabihin niya sa grupo mga
experience ng neighbor niya, sasabihin niya, “Ay mahangda pala.” Edi next time, pupunta na
siya.
Ms. Labaddan: Maiinggit pa. Sasabihin pa, “Bakit ako walang training?”
Interviewer1: *laughs*
Ms. Labaddan: So hahanap na rin siya ng training niya, It takes partience really, to be a HR
officer. You cannot force people eh. “Oh, ano ah. You are required to attend. If you do not
attent, I will give you failing grade, I’ll withhold your salary.”
Interviewer1: Okay po, So yun po ma’am nacover naman na po natin lahat nung sa HR. So yun
lang naman po, marami pong salamat.
Ms. Labaddan: Di ko nabanggit yung payroll noh? Gumagawa din ako ng payroll. *Laughs* Pati
evaluation ng staff.
Ms. Labaddan: Salamat din. Sana mapagtagumpayan niyo ang college life.
INTERVIEW TRANSCRIPTION
Interviewer: The parameters in our study research management is through knowing your human
resources management and finance management.
Ms. Pick: What made you decide to do so, these particular areas?
Interviewer: Yeah.
Interviewer: Okay Ma’am lets now proceed. What’s your name, please?
Ms. Pick: My name is Jocelyn Pick and I am actually the managing director of this company. So
why am I answering for HR? Because probably, like the other company that you talk to earlier,
we are also in the process of growth in HR, we had no specific HR person last time but now I
would say that we do have an HR person but I guess I did not told her to be interviewed
because she’s also busy within somebody else at the 5th floor
Ms. Pick: This company has been… How many years does the company been? Okay the
company has been around for 12 years. In fact it is our 12th year anniversary last December 8. It
was Wednesday last week, is that Wednesday last week? It was actually our 12th year
anniversary. So we are old.
Interviewer: So how many years have you been working here ma’am?
Ms. Pick: I’ve been working in here since 2004, on a full-time basis, which make it six years.
Ms. Pick: I have a masters in Business Administration and masters in Statistics, and currently
pursuing Educational Management in PUP, which is the reason why I know Don Bernarte, who is
your thesis adviser.
Interviewer: What are the guidelines being followed by your department in selecting and hiring
company employees?
Ms. Pick: Normally, what we do is, I don’t know if you’re aware of what our business is ____
assessments. And, what do you mean by assessments, its not academic assessments, although
we are getting into that. And we have formed another company which is Gold Academic
Assessments, catering to the schools. 90% of our business is with corporate. And when I say
assessments, this has something to do with HR. We train people how to select, how to motivate,
how to promote, and how to develop succession planning. So it is HR. We are like the HR
consultants for other companies. And what we train them on is exactly the same process that
we are following ourselves. We are a product of our product. Let’s put it that way. So, what are
the guidelines being followed by your department… It’s the usual, you know, there are many
things to think of but the first thing is you have to first of all understand what types of people you
want to attract in your company. So you have your employer branding, so to speak. There are
certain types of people that we want to attract and those people that don’t fit in. We are not
saying that they are not good, but they don’t just fit in. So our thing is about job matching.
There’s no such thing as a bad applicant but if you don’t the job match of our company, as well
as the other companies who are using our tools, then they will not be hired. So that’s in the hiring
process. So largely this is to their use of techniques such as assessments that we own and we sell
in the market place as well as interviews. Basically that. If you’re able to probe and find out that
they have competencies, the behavior, the personality and the cognitive abilities to be able to
fit in our company as well as the other companies that we hire for, then that’s one of the process.
So what does it mean when you talk about job matching? It means that you are actually
understanding what the job is. When I say you want to attract the types of people, it’s actually
because you understand the requirement of the job. You cannot get somebody unless you
understand what the requirement of the job is. Because of you don’t, how will you select? So first
of all you understand what the requirement of the job is, and then you find people who fit in the
requirements of the job. That’s, in a nutshell, is in a very basic guideline that’s being followed but
of course, all through-out, there are… Those are the basic guidelines, but in between those
guidelines, a lot of things can happen. Because there are certain positions that are very
delicate, there are certain positions that’s very high level, so if you talk of selection and hiring, it
depends on the position, it depends on the industry. But our particular company is very straight
forward, we are I would say provider of assessment tools, so basically, people who can sell
largely, it depends on the department that they are sent to, if its in finance, Jenny is usually
involved in the selection of people. I ask her if she is, thinks if this person will work well. So part of
the process involves the involvement of the manager who’s in-charge of the department. That’s
it. Basically, it’s very straight-forward. It’s matching. We wanna find the right people, we do not
discriminate, we do not care whether this person is old, male or female, third sex or whatever,
how old is he, from what school he come from. What’s important to us is they are able to do the
job because based on our own research, we find out that these factors are not important in job’s
success. That’s why we are very strong proponents of non-discriminatory hiring.
Ms. Pick: That’s what we sell. We sell them, as I said, we are the products of our product. We sell
behavioral test, personality assessments, job-matching assessments which is called the profile
XT. A lot of the businesses use it because of its usefulness (paused to distribute the coffee for the
interviewers). Yes we make use of technical test, and uh, it depends on the position. There are
certain positions that we don’t make use of technical test but if you’re hiring IT people and you
want to know whether they have the technical skills, right? If you’re hiring call center, we don’t
have a call center here. I get a little bit confused here, not confused but my mind set, you see
my mind set is I’m the HR of the companies in the Philippines. I know you’re asking me about our
own HR. Uh, technical skills, we have very used technical skills test: Office, accounting… Did you
take our accounting test? (Asked the Chief Accountant beside her). So it depends if you’re into
finance, there is a very very specific finance test. Uhmm, so yeah we do that one. But our take
on that is yes. If a company has a good feed in terms of cognitive abilities, behavioral skills, and
interest, the technical skills can be developed. So if you liked a person because that person fits
our culture, then the technical skills are something that we can train them on. Sometimes it’s a
plus if you do have the technical skills and you cannot wait to train them, for example recently
we hired somebody who is a graphic artist, communication specialist, of course she has to have
the skills in design, in adobe, and you know, desktop publishing. You cannot hire someone who
does not have the skill because there’s a lot of work in there. But for us, the most important are
the soft skills. Because technical skills, they’re hard skills and you can learn that. But if you’re
attitude is bad, you know, that’s the point. One of our guiding principle is you hire for attitude,
you train for skills. You can quote me on that. We have lots of articles about it.
Interviewer: Okay, next question po. Are employees required to undergo trainings?
Interviewer: Do you give trainings to your employees, and you know ma’am, are trainings
mandatory for your employees?
Ms. Pick: They are not mandatory. But there are training programs offered. A lot of them want to
take it because for me it’s a privilege to be given training, we spend money on them. We spend
for them, they go attend some seminars, anything that will benefit them, we are open to it. We
send them to the US for training, every year I probably take uh, unfortunately we have not done
that in the area of finance but more in the area of human resources and the marketing, client
service, we take about three people every year. In the US, so its not mandatory, we do not even
tie them up to a contract because we believe in people development. But I always tell people
that if there are training programs that they are interested to take up, let us know because if we
can partially subsidize it, if it is something that can benefit the company, why not? So yes, we do
have a very liberal program on trainings.
Ms. Pick: It depends on what department they are, uhh, just last week we have a bunch of
people undergo leadership training (paused). So we have some employees, uh they went for a
leadership training, they were in client service, one was in a technical position, again it was in a
training on leadership. A lot of them, especially sales and marketing undergo training on sales. I
don’t know about finance, have we sent some people in training in finance? Not yet? Well
Jennifer is relatively new but we’ve supported somebody who’s taking the CPA review. We’ve
undergone training on quick-books, which is accounting software, so there are training
programs available. So, what was your question again?
Ms. Pick: Ah, all of them. Oh yeah. The ISO. The ISO is a mandatory for everybody. And we also
have a training on, what’s our training few weeks ago, that’s our first aid. First aid. And we
probably going to have a lot of health related issues that we are going to undergo training. I’m
conducting a training next week, its not required, but everybody’s encouraged to attend. And it
is on personal effective… Effective productivity. Because we want our people to be effective, to
set their goals, so they can be successful.
Interviewer: What are the programs and activities for your firm for your employees’
development? Ma’am aside po ron sa trainings before…
Ms. Pick: First of all, I think the jobs being given to them is, the way I look at it, and I hope you’ll
also gonna be, pretty soon you will be out of your school, you will be working. When you are
given jobs, its an occasion for you to develop yourselves. Because you learn things. So that’s
one. Uh, secondly, its an interaction with the people. You have to learn to work with people.
People who cannot work with people, they will be misfits. And they will be miserable, they will be
lonely because they won’t have friends. They cannot get things done. So that is a training by
itself. So that is development. So what we do as a company is we try to develop a positive
atmosphere so that people will be able to work congenially and how do we do that? We have
activities, like we have uhm usually, probably outings, that’s not every month but maybe in the
summer, like we went to Corregidor last time. And when we go out, its always, there is a training.
Last time, when we went to Corregidor, I think we talk about key result areas. So those are, its fun
at the same time, its developmental.
Ms. Pick: A lot of it has to do on the job. These are not the formal structures that you learn in
school. Its largely on the job. And they are also encouraged to join associations because that’s
one way of developing yourself, developing your career. And Malcolm and I are very open
about that. If you feel that by joining this association, I mean, a typical example is one of our
person who used to be very very shy. She joined the toast masters, and we encourage
everybody to join the toast masters because it makes you be able to communicate. The
program trains you how to be able to speak in public. So that’s what we’re looking at.
Interviewer: And, what are the motivating schemes of your department in order to enhance
your employees’ quality of work?
Ms. Pick: Motivating schemes… Malcolm does a lot of that. What are the motivating schemes?
(to her husband Malcolm) *laughs* Uhm, you know we are a very…
Mr. Pick: We’re small company. We don’t have the resources of the Ayala Group or the San
Miguel Corporation across the road. So we need people here who are… We need people in an
organization like this that are self-motivated primarily, and ones with objectives and goals of
their own that we can try and help them satisfy. And its not through training, it’s a lot on the work
that they do, they have to be interested with the work that they’re doing, they have to enjoy
that work. If they don’t, we probably don’t want them. The training that we’ve been giving is a
general training about design to be more systematic and organized in the kind of work that
they’re doing. We’ve been trying to follow or trying to establish a standard which will satisfy the
ISO organization. And we’ve been doing that for almost 2 years now so it’s kind of a delayed
project. That requires a certain amount of training. Our IT staff require always to have a look of
what’s going on. For the skills, there should be initiative, self-motivated and leadership.
Interviewer: Ma’am pero po yung company niyo uhm, pano po yung motivating schemes, do
you give incentives, benefits… to your employees?
Ms. Pick: Well, they are given health benefits… There are benefits given. There’s the usual
benefits required by law, and there are a few other benefits that are given to them, like the
certain departments enjoy bonuses depending on our sales.
Mr. Pick: There’s a bonus based on the clients potentials. Sales people are largely paid by the
sales they made. There’s pros and cons for being a small company. In a large company, maybe
lots of things were already well organized. Maybe there’s lots of additional staff benefits. But you
see in a micro ___ of what goes on, if you’re in an accounting department, you only see what’s
happening in the accounting. You don’t see what’s going on in the production, you don’t see
what goes on in the marketing. In a little company like ours, you get to see the whole thing. From
top to bottom and across all functions. That’s the big benefit to somebody who’s starting a
career. You get to see what really goes on. As it goes to what we think should go on, what we
really believe goes with the other companies. We have all the same problems with the big
company, we all have the same functions to fulfill, but we do it in a much smaller scale. And
somebody within a company sees that, they see everything.
Ms. Pick: Some other companies are also being, when we do our learning sessions, we ask them
“Okay, what you think good about this company?”, it could be “oh because here we don’t
have to wear our formal clothes on Saturday” or “we can bring our kids on Saturday”, something
like that. Well in our company, we understand, sometimes we have occasions where somebody
had lost a yaya, for example, and nobody would look after the baby, or not really a baby, a
toddler maybe, and then you know the person brings that in the office but in some other
companies, you can’t really do that so what could be a benefit in the sense that the rules are
more flexible. And again it’s a self-disciplining process because sometimes when the rules are
flexible, we don’t want it abused, and so we’re always saying our wins are like this because we
do not want to be a bureaucratic company but if its gonna be abused, we will have to be more
rigid. Which is again another benefit if you are working for a flexible company ‘cause some
companies are regimented- the moment you get in the door, your backpacks are inspected,
you put them in a locker, you can’t take anything with you. You can’t take pictures…
Mr. Pick: When you’re absent without notice or if you’re late, you’re disciplined. Here I
threatened a month ago if you’re late three times in a week, you’re disciplined. That’s not just
late once, but late three times in the same week.
Mr. Pick: Benefits, they have almost unlimited free internet access.
*Interviewer laughs*
Ms. Pick: Yeah! Some companies, they are not giving that.
Mr. Pick: Any abuse to the use of the computer or the internet for example will be grounds to
discipline. That is monitored from Chicago, its not even monitored locally so… I know instances
when several months later, have been disciplined because of using the company resource for
personal use.
Mr. Pick: Definitely performance based. But there’s no well established system.
Interviewer: So ma’am there’s no need for you to have vacancy first before you promote an
employee to fill-up the position that was vacant?
Ms. Pick: Uhmm. No. We don’t really do that one. If the person from the inside wants to apply,
she’s welcome to…
Mr. Pick: Just like what happened last time, we made a supervisor of one group, manager of
two groups, still a relatively new to the company, a recruiter, supervisor of the recruiter group. So
its performance-based, based on the experience and performance and we’re trying to establish
a well defined structure. But it takes time. But as I say, we all have the same problems and
functions of a large company, except we do it in a smaller scale. You might wanna show them
our organization chart (to Ms. Pick)
Ms. Pick: Yeah! I think that’s one of the things that you should be looking for (to the interviewers)
because they’re interviewing two research organizations (to Mr. Pick).
Interviewer: Ma’am do you consider the length of service in your firm in promotion ma’am?
Interviewer: So yun po. What are the problems encountered by your firm in terms of hiring?
Ms. Pick: In terms of hiring, I think we do find a… people who are actually competing with the…
people who want to go overseas? Which is not common to us, which is common to all.
Somehow, our applicant pool, they seem to be thrilled with going abroad. And then probably
they come back to realize that its not rosy abroad, so that’s one. And uhm, what would be our
hiring problems? (to Mr. Pick) We have our recruiting department. They are recruiting for other
companies but they also recruiting for our own needs. Actually they screen them and when they
come to us, I don’t really see a lot of problems. Unlike probably in the call centers wherein you
would demand, very good command in English for example, you could only hire five out of one-
hundred that they talk to. That situation is not necessarily to us, right Malcolm? We do filter like,
you’ll be surprised out there when you post, there’s a lot of applicants. A LOT. And we usually
filter them, let them take our assessments ‘cause that’s what we’re usually selling.
Interviewer: In terms of motivating naman po, ano yung mga naeencounter niyong problems?
Ms. Pick: What problems have we encountered for motivation? I think it’s a self-claiming process.
We like motivated people. If they are no longer motivated, they leave. So the decision is mutual.
They leave because they want to leave. And we also want them to leave. They have no place
with us if they cannot, you know, if they’re not motivated to work. That’s one reason, in fact,
when we sent them to overseas training, a lot of companies asked them to have a contract,
granted they have a contract, if they cannot perform, if they are not motivated, they go. On the
other hand, we have a lot people who left because they want to see what is out there, they
come back. And one would ask, “why would you take them back?” It’s because they have
additional skills to give. If they have additional skills to give, they’re better than what they were
before when they left, they’re welcome. ‘Cause they have something to add. Otherwise we
don’t hold grudges that they left.
Interviewer: So basically, you don’t encounter problems with motivating naman po?
Mr. Pick: I mean, this generally, we got a group of people, somebody who is uhm, for whatever
reason lost her grace in her work. Could it be boyfriend/girlfriend problems? It affects the work.
At some point in time you have to tell her its time to move on.
Ms. Pick: Wala. Coz you know, usually naman there are reasons why there are some people who
lost their motivation. It may not be necessarily work related, it could be family problems, it could
be health issues, uhh, I cannot see anything that is really directly work related. It could be
relationships with colleagues…
Interviewer: Ma’am do you encounter problems when it comes to training and development?
Ms. Pick: What is that question? You mean, they don’t attend the training?
Ms. Pick: Like I said, the training is not mandatory. As long as the training is not mandatory, I
don’t think it’s a, you know, we can suggest if this training is good for you. Probably, the only
mandatory training we have is ISO because that’s mandatory by ISO. Uhm, all the other training
is not exactly mandatory because for me you know, training, if the company is good in training, I
take it. Unfortunately, maybe you wanna train and then you don’t want to train, still I wouldn’t
look at that as a problem.
Interviewer: So basically po, you haven’t encountered problems with these three areas po in
hiring, motivating, training and development?
Ms. Pick: Well hiring of course, because there’s turn-over. Because sometimes, you might hire
somebody and then find out that the person does not, that’s why you have the probation
period. We find out maybe that person doesn’t quite fit for the company. But I don’t consider that
as serious problems.
Interviewer: Okay, you have follow-up questions for ma’am? (to the other interviewers) Ayun po.
Organization: Institute for Studies of Asian Church and Culture, Human Resource Dept.
Place of Interview: Units 307 & 205 Corinthian Executive Regency Ortigas Avenue, Ortigas
Center, Pasig
Interviewer: Good afternoon po ma’am. We’re fourth year students from the Polytechnic
University of the Philippines, currently taking up Bachelors in Communication Research and yung
purpose po nung interview na ‘to is for data generation po for our thesis. Yung thesis po kasi
namin is about the management of research organizations. So ang gagamitin po naming
parameters para maidentify po yung organization management is through looking at your
finances management po at human resources management. So yun po ma’am, first po ma’am,
gusto po naming mag-thank you sa inyo, kami ni Shels…
Ms. Robles: You’re welcome
Interviewer: And in behalf po sa isa naming kagroup na di nakapunta dito dahil nasa OJT po
siya.
Interviewer: Kasi po napagbigyan niyo yung interview namin kahit super short notice,
Interviewer: Yes ma’am, tas “Can you please call back again later?” Yung mga ganun po, so
super thankful po kami ma’am. Ayon po. So ma’am let’s start po? Ma’am can I have your name
po?
Interviewer: AB Pscyhology po. Okay po. Ma’am let’s proceed na po dun sa human resources
matters po ng ISACC. What are the guidelines being followed by your department in hiring and
selecting company employees?
Ms. Robles: Hiring, first nakita namin dito, this is an organization, it is not actually a company. It’s
an NGO so yung basis o guidelines in hiring and selecting employees are according to. First
since this is a Christian organization, we want to check on their spiritual maturity, their loyalty to
the scripture or the word, so yun yung primary basis of hiring since we are trying, that our mission
is to teach the world or other organizations about the good news, about the lordship of Jesus
Christ, so kailngan e naniniwala ka sa Panginoon and the Bible, so importante yun. Tapos, of
course yung, since this is a training and research organization, tinitignan din namin yung
background. Not actually, kasi there are some other people who are graduates with certain
courses not related to research and training but they have the gift of writing and research. So
we believe that they can be trained through proper orientation.
Interviewer: Okay po. Ma’am what procedures do you have po in hiring? Parang do you have
technical exams? Interview? Yung mga ganun po.
Ms. Robles: Actually, we only have interviews. We ask them to submit their CVS and then we ask
them to come for interview. Most of the people kasi who come in for hiring to be employed with
ISACC are endorsed by other organizations. So we believe that these people who endorsed this
individual must probably know that person better. Also, they know what standards that ISACC
wants to maintain. So when they try to bring in people or when they endorse them, they know
that person is gifted in the area of what ISACC needs.
Ms. Robles: More of orientation. We get our training through exposure. So di naman yung parang
sa call center na you have one month for certain training. No. pag na-hire ka na, you get in to
the organization, sabak ka na. Since we hired you according to the skills that are in your CVs,
then we believe that you’d be able to grasp whatever the organization wants. But also yung
orientation na yun is to bring them in to events, to special events, o yun nga, on the spot o field.
Makikita mo, so just observe. Dun namin makikita kung that person is a fast learner.
Interviewer: So ma’am basically, wala po kayong required training ma’am? Or yung orientation
na lang po yung nagse-serve as training?
Ms. Robles: Oo.
Ms. Robles: Employees development. Since we’re a small organization, we also have our HR
manual. In the manual, it is stated there that we require that all the members of our staff to go
through or attend trainings and seminars, conferences related to what we are doing. Like
kunwari the global leadership summit. So some of us, or half of the staff go and attend, they’re
going to be sponsored. They have to attend a conference and we have a debriefing or a
reflection on they have learned. Parang ganun lang. So they are exposed not only to the
learning but also to kumbaga the social area, because you get to know the people who are of
the same mission and vision as ISACC. So nae-expose ka dun. Marami kasing evangelical
organizations. So yun.
Interviewer: Ma’am na-mention niyo po na nagre-require din po kayo ng trainings and seminar,
what type of trainings and seminars po ba yung nire-require niyo?
Ms. Robles: Yung training is the exact training that we offer. So kunware, we conduct, we have a
corporate seminars, we call them corporate retreats. So that corporate retreats sometimes is the
tawag nung iba, lectio de vina. So while you are being exposed to this, helping and supporting
this type of training. Every Mondays, we have this lectio de vina every Monday yan before our
afternoon meeting. So we have a half day lectio de vina. So what is a lection de vina? When I
first came here, I didn’t know what it was. So it’s more on the reflection of the word. You’re trying
to get to just read the word, the Bible and be able to express on what you understand from the
passage that was read. So this is what we also conduct to corporate people, managers, and
directors. So we have a firsthand experience of what we are asking for people to do or what we
conduct amongst ourselves. So may integration din yung aming president. We have the same
integration. Ay, ganito pala yung ginagawa namin. This is what we’re doing. So yun.
Interviewer: Ah, okay po ma’am. Next po, motivating schemes of your department?
Ms. Robles: So you’re talking about me noh? In our department, there are actually 3
departments, small as we are, we have the administrative and the finance, advocacy, we have
the training, so I would say that basically, hindi naman kami divided. Kasi yun lang, we have 2 in
the administrative and finance, 2 in the advocacy and 3 in the cmt. But we have volunteers and
we have fellows. Yung mga fellows namin whom we ask for other things. So yung motivating
factor, I think yung sa amin, I think it’s more on getting down to the level of the employees. It’s
important to create a relationship amongst them. Kasi pag detached ka with the employees,
parang hirap abutin na because of the position, ang hirap kausapin, ang hirap i-approach ang
hirap siyang, ano yun makipag-appointment. Ano yun simple matters, mahirap yun. I think the
organization will be a success, any organization will be a success if it will focus on the
relationship. So you create camaraderie amongst your employees and look on them not on the
mistakes that they made but on the more on the, bantayan mo kung ano ang ginagawa niya, or
parang reward sa kanila yung appreciation. Yung parang, “Ang galing mo naman. Di ko kaya
to.” something and it builds the self esteem. And I think it is the best. Kung ako ang tatanungin, I
don’t know with the Executive Director and the president, pero sa akin, iyon. First and foremost is
the relationship. Like what is happening now in our organization, kasi we are funded by foreign
organizations. It so happened that we are in the phasing out stage. Ibig sabihin phasing out this
is the last, the last straw that you may get from us because of what’s happening dito sa ating
financial conditions, sa US. So parang sa lahat din sila, hirap not only in the Philippines. So ang
nangyari, we are now, we are on the red. Like in one and a half month, pasok ka, mamasahe
ka, magbaon ka, wala kang sweldo, What makes us come to work? I believe that because of
the relationship that was established. Kasi importante yun eh.
Interviewer: Opo.
Ms. Robles: Para bang yung sa kape noh? Bakit ka gumigising?
Ms. Robles: So kasi there’s no use at coming to work at wala ka nang bayad tapos wala ka
pang makasundo. I think that is, yung relationship area or segment of our organization is
important. Kasi sama-sama kayo, pare-pareho naman kayong hindi sumusweldo, noh? So you
just, atsaka the openess to air, on what is burdening to them. Like yung very personal na
problem sa bahay. Sa anak, noh. Ganun yun. So you become one family. I think it is the best.
Yung libro nga ni Dr. Scott, yung One Minute Manger, pag nabasa niyo yun, isang upuan lang e
mababasa niyo yun, that’s the best that you can give to a corporate manager, he visits his
factory or whatever it is, he doesn’t go there to look for mistakes that employees have done. He
tries to look for, kahit na ang daming mistakes na nagawa nung employee, hinahahap niya
yung positive, the best or one good thing that the person has done.
Interviewer: Ma’am ano parang you don’t depend on monetary means since low din po kayo
on funds?
Ms. Robles: Actually, oo. Although we need to exist as individuals kasi may mga pamilya, may
mga ginagastusan, we believe that yun nga, money is not really a prime factor as long as, again
babalik tayo dun sa guidelines of hiring. You have to be, you have to have that deep level of
spirituality. The belief that you have a God that has the control to provide for all your needs.
Kahit na kung minsan syempre, tao ano? Parang ano ba yan, parang ayoko na. Wala na
tayong sahod. Ganun. But then again, it all goes down to bakit tayo magrereklamo, parang we
are questioning the faithfulness of our God, parang ganun.
Interviewer: Opo.
Ms. Robles: Parang the internal na sinasabi mo? Since wala na tayong Executive Director, let’s
look within the organization first.
Interviewer: Ma’am ganun po ba kayo o parang humahanap po kayo sa labas or parang “The
executive Director post is vacant, if you want to apply.” Ganun po ma’am sa labas? Or sa loob?
Ms. Robles: Of course in our manual, it should be internal first, within the organization. If they
have the capacity or they have the know-how, pwede. Kasi ikaw na mismo ang magcha-
challenge. “I’m resigning, I’m tired, I’m done, so I believe in your capacity to do this work.” So
icha-challenge mo, of course you do that. Pero knowing ourselves, parang sasabihin ko, “Ayaw
ko po, gusto ko dito na lang ako.” Comfortable na ano? Comfort zone, parang gusto mo ba
lang dun, kasi you applied for a position, a position because you know that is your expertise.
Kunware si Rey. I will ask him to, di’ba siya ang pinaka-senior amongst us in the managerial. I
doubt if Rey would even accept. So normally, kapag may vacancy. Like, it use to be our
President, she is the President and the CEO until they believe that we need somebody to do that
work regularly. So if it is not within the organization, it must be within in the sphere of daughter
organizations. Kunware we have fellow, we have boards of trustees who works as parang
volunteer. Ano board of trustees namin, so we challenge them,
Interviewer: Okay po ma’am. Pero po basically, pano po yung siste nung promotion? Parang
kunware po, kayo po ma’am, parang legible naman po kayo for that position, do you apply?
Or do you need to apply?
Ms. Robles: Oo. tapos parang bibigyan ka na ng Contract of Employment. Papalitan nung
currently, isi-signify na yung parang from this date, she will become whatever the position is,
tapos with the compensation of this and this and this and then the conform. So di mo na
kailangan mag-apply.
Interviewer: Ah. Okay po. Next question po, what are the problems that your department has
encountered in hiring.
Ms. Robles: Hiring, first ang alam ko, visible amongst us is the capacity of the organization to pay.
Like we need kunware a writer, a full time writer to assist kunware or Executive Assistant for our
President. Wala na kasi yung ano un eh. Tinanggal na namin kasi, it used to be that the
administrative officer also serves as the Executive Assistant. So when I came, I told Miss Alice I will
accept. I was invited, I didn’t apply. So I told her, I am tired of being an Executive Assistant
already. Kasi alam ko na yun eh. I am more comfortable with administrative matters, so
natanggal yun. So wala ng Executive Assistant ang aming President. So we have one, who is a
volunteer and we opened the position and even promoted it over the radio, amongst our
daughter organizations and partners. Binigay namin yun, yung parang flyer namin, the
requirements, etc. E ‘pag naman tinanong how much yung salary, parang yun, number one is
the capacity of the organization to pay for the opening. Yun yung number one.
Ms. Robles: Apart from that… Teka wala naman eh. Yun lang capacity of the organization to
pay eh.
Interviewer: E ma’am, pano niyo po ina-address yung ganung problema na nae-encounter niyo
with hiring?
Ms. Robles: Hiring? Of course if you then have the, you pray for it. Of course and then if the Lord
allows it, I mean if we have projects, so we needed more people for the project, we need
documenter, so if the budget allows, then we could get one. Pero kung hindi talaga we’ll
explain to them that this is an NGO, non-stock, non-profit. We can only pay this amount, pakita
namin, ayan open. Are you willing to stay with us for a month or two? Ganun lang noh? Ilalagay
kasi namin yung duration nung stay, you finish this project within a month and will give you this
much. Okay yun noh? So, ano pa ba? Wala na. Parang ganun lang, oo. Wala naman kaming,
kasi we are funded by organizations lang. Pag walang fund, so wala kayong…
Interviewer: Ma’am, parang you resort to multi-tasking? Parang ganun na lang po?
Ms. Robles: We are actually multi-tasking. Kayo na rin yung janitor, yung tubero, yung electrician
and it’s no big deal with us. Ang maganda kasi dun, again is because of the relationship.
Babalik ulit tayo dun eh. Kasi we do this because we are a family. O sige we even go to the
extent of inaabonohan mo, or you’re helping the organization to be up to its feet through your
own resources na rin minsan. Kasi di ka na nga sumusweldo. “So ay wala tayong ink, ay wala na
tayong paper.” Sige.
Interviewer: Ma’am what if po, there’s a great need dun sa position tas wala po kayong ibibigay
as salary, ano pong gagawin niyo?
Ms. Robles: We challenge our partner, parang yung mga fellows namin to help us.
Interviewer: Uh. Next po, what are the problems encountered by your department in motivating
your staff?
Ms. Robles: In terms of motivating sa isang organization, hindi mawawala yung smart ___ o yung
nakikialam. Like in our small organization, it has been present since time in memoriam. Sabihin
na lang natin na kasi ISACC has been in its position for as an organization for 33 years. We will be
celebrating our 33rd anniversary on July and the same problem they’ve encountered before is
the same problem that we’re encountering. Pag merong nakialam na hindi naman taga-loob or
not a staff but you’re given, parang you’re empowered by the leadership, kunwari the president
or the Executive Director, you are being empowered, tiklop kaming lahat. Parang ganun. Kasi, di
mo naman. Kasi we try naman to communicate with the leadership na this certain person is
becoming a problem to us. We just tell the leadership that this is your problem, and it’s our
problem. So what can we do? Pag empowered kasi yun, yun yung palakasan, yung parang
ganun. Pag empowered, nanggugulo talaga, so that’s what hinders…
Ms. Robles: Like we’re having our board of trustees meeting on Saturday and we’re planning to
debouch (?), express or open up this problems. Siyempre you have to be transparent, amongst
ourselves. Tapos sinabi na namin kunwari sa Execuitve Direcor, sinabi na naming kunwari sa
President na problema kasi to pero they don’t see the same perspective that you all have, kayo
yung nagtatrabaho dito sa baba, so pagka di nila matanaw yung tinatanaw mo, problema
talaga. What we do, like we call for a meeting. It’s also parang a SEC requirement, we have to
meet before the corporation. Sasabihin namin na di pwedeng itago o siraan mo yung tao,
sabihin mo na lang with proper documentation. O kunwari may tinext siyang ganito, don’t erase
the source noh? Papakita mo, this is what she’s saying. Na parang pag-sinabi sa’yo ‘to, how
would you feel? So we just want them to open their eyes and see what is happening na di nila
nakikita sometimes. Di ka naman yung sumbung ng sumbong noh, parang napaka-childish. So
when you go to a proper venue, kasi nga that is a proper venue, it’s not chismis, it’s not gossip,
you have to open up, everybody hear it including the person na kailangan o concerned I think
that’s the proper venue.
Ms. Robles: I think. I believe. Aside from the financial cost. Kasi pag the Lord allows you to, if He
wants you to continue what you’re doing, kung gusto niya yung mission vision niyo, kasi it would
have not lasted 33 years pero always nawawala yung mga dati, I didn’t even come and intend
to work with ISACC, I’m not a writer, I’m not a parang ganun. I’ve been doing the work in the
church, 16 years ako dun doing administrative work tapos nag-resign ako. Tas nung malamang
nag-resign ako, I was invited, I was challenged na tutulong. It is not after a monetary reward, but
more of a….. diba? Ayon.
Ms. Robles: Problems with promotion? I’ll speak for myself. I do not have any problems with
promotions. If they, if people recognizes your position, because they see you every time that
they come to an event, because you are organizing and they came in early and they say you
hanging all these tarpaulins, which a manager should be doing, they see you, nakaapak ka,
and trying to clean ano, that’s part of an admin ano. Sabi ko nga I am a “we” person. I don’t
like to use the word “I” or “You do this, you do that.” Di ako ganun eh. Parang “Let’s do this.” I
am a “we” person. We are at work, we are, parang anun. I always include myself.
Ms. Robles: No, there’s none. Even with sa mga kasamahan ko, wala silang nakikitang ganung
probelma.
Interviewer: Next po, yung problems po when it comes to training and development?
Ms. Robles: Yeah. Oo. Merong namang mga, like uh, sometimes it’s a problem of self esteem,
some people, yung nasa baba kasi pag feeling nila, masyadong ano diyan eh, parang I don’t
think I need that siguro padala mo na lang ako dun sa trainings and conferences regarding
numbers and about finances, I will go, pero pag dito, parang kayo na lang po so no problem
with that. Kasi even in the church where in I was employed for 16 years, yun din ang nakita ko,
every time na sasabihin naming na let’s go, let’s attend this you know who the speaker would
be, its Francis Khong or Dj Sebastian, you’ll gain so much knowledge, di ko naman type yan eh.
So parang it’s personality again. Yung ano, yung personality fit, yung ano mo lang and siguro
pag chinallenge mo naman na you go you go tas nakita mo naman na after the seminar,
during the debriefing e nag-share, o see, kahit na di mo gifting you’ll learn something. So yun
siguro more of motivating the person.
Interviewer: Ma’am may instances po ba na yung employees niyo po yung nag-aask for
trainings and seminars?
Ms. Robles: Dito, wala.
Ms. Robles: It’s our partner organizations who email us their parang meron silang kunwari the
Bella, you know what the Bella seminar is? It is a personality enhancement program, you pay for
4k ay yung boss namin, ay sige papuntahin mo si ano, kasi nakita niya na o kailangang niyang
ma-train sa ganito to talk to people kasi ito yung trabaho nila, ganyan ganyan, nagkasakit
naman, so wala kaming nakita na problem. So other organization at the, they’ll invite us, come
attend a 3-day seminar at Belle ganyan tapos nandun na yung requirements what are the
topics to be discussed, yun. We get also from other partner organizations.
Ms. Robles: Solutions. One plus one, two. Solutions, I think yung nakikita lang namin, people or
positions concerned must be more aggressive to the new paradigm we want know like we are
slowly going in to the, kasi dati grants lang kami nabubuhay, e we will, we should be more
aggressive to the, parang training, the offering of the services that we are expert in like sina Rey,
are expert in transformation development, integral mission, the GCFC that we have parang
ganun so we have to be aggressive at offering this services to the organizations or other
organizations not necessarily in the evangelical circles who we believe needs this, kasi we do it,
we title it, kasi yung mga tao they want corporate retreat. Pag nakikita nilang retreat, may
kasamang RNT and activities parang team buildings noh. Although there are incorporated in the
trainings parang team building things noh and spirituality na ayaw naming masyadong iano kasi
“napakarelihiyoso niyo naman,” kasi we’re not a church parang more of looking into ourselves
and parang according to, if in-attendan mo yung seminars and retreats namin you will be able
to explore on who you are, ah. Pwede para along ganun. Ah, oo pala, kaya ko pala. Parang
mga retreat sa ng mga kolehiyala after a while, parang I love you three times a day, parang
maya’t maya parang ganun din. We have those kinds of retreats that we offer. So parang yun
lang naman. Solutions siguro we also, yun we’re overworked and underpaid because of again
financial constraints what we’re offering I think to the outside world, in the market place we
should offer it to ourselves also. Go out and have a retreat, a RNR, everybody needs that, yung
talagang di ka, wala kang iisipin, basta tutulog muna ako, parang mamaya tayo mag games.
Ganun noh? Something very informal. That’s one of the solutions for us not to be burned out.
Sabi nga. Minsan parang sasabihin mo, ayaw ko na, parang pagod na ako. Actually sina Rey
matutulog yan ala-una, alas-dos tapos gigisng ng maaga because they’re preparing for certain
conferences. I think what we need for a solution is an RNR yung retreat talaga na very informal.
Rest.
Ms. Robles: Oo. kasi through mga ganun, the informal type of gatherings is the best. Kasi, lalabas
lang tara palipad tayo ng saranggola, I do that ano, even if with my age. Pag I go to a beach,
tara saranggola tayo. Tapos kausap mo siya and you talk about many things, about many
matters na you get to know the person and you get to know me. Ay, ayaw ko pala na parang
ako ay binabatukan, I hate that ano. So you get to know the person. Hindi ka yung basta lang
you sit there and listen to a resource person na parang aantok antok ka na. no, it has to be
something very informal.
Interviewer: May tanong ka pa ba kay ma’am? Wala naman na. Ayon po, so so far na-address
naman na po lahat ng…
Ms. Robles: Kailangan namin ng donors, ng supporters. Ayon. We have to be asking people for
support.
Interviewer: Salamat po.
INTERVIEW TRANSCRIPTION
Organization: Institute for Popular Democracy, Administrative Department/Human Resource
Department
Diliman, QC
Interviewer: Ayun, kame po yung students from Polytechnic University of the Philippines. Ako po
si Thea at siya naman po si Krisna. Meron pa po kaming isang kasama, si Shiela kaso wala po
siya rito. Di na po makararating kasi malelate na po. Ayun po. Meron po kasi kaming study na
ginagawa about management of research organizations po. Tapos iccover po niya yung
management ng finance department tsaka HR department po ng research organization. So
napili po namin itong organization niyo para maging informant. Yung research po kasi naming,
under revision siya so ito po yung last na informant na organization namen na nakuha, para
matapos na po yung thesis namen. So proceed na po? So uhm, what are the guidelines being
followed by your department in selecting and hiring company employees?
Ms. Tagala: Actually meron kaming dalawang ano ng staff, isang project staff tsaka yung staff
talaga ng office. Bale yung project staff, pag natapos talaga yung project, end narin yung
contract nila. While yung sa staff, continuous lang siya hanggang nandun yung regular,
hanggang maging institution.
Ms. Tagala: Katulad ng sa ano, may mga requirements. Sa ano muna, office staff. Usually,
parehas lang naman eh. Application, letter, curriculum vitae, certificate ng employment,
transcript of records, tsaka references, tsaka yung application form na galing sa IPD.
Ms. Tagala: Oo. Kapag nagapply. Tapos kapag sa project staff, depende rin siguro ron sa kung
ano ang background nila. Depende ron sa project kung qualified sila ron sa position.
Ms. Tagala: Uh di pa kasi namen naeexperience yan eh. Usually, nag-end lang ang project.
Pero sa staff, kasi dati malaki silang institute, ako yung pinaka huling huling na-hire as office staff.
So nagtuloy-tuloy naman.
Ms. Tagala: Mga 9 months. Kasi ilan nalang kami rito, ang regular staff nalang namen kasi. Tapos
halos lahat na halos project based.
Ms. Tagala: Ahm, ano kasi eh. Parang di na nagbibigay ng trainings dito. Seminars nalang. Pero
mas makakasagot sa inyo si Ate Glo.
Ms. Tagala: Meron kaming, kunwari sa mga funders, meron silang required na attendan na
seminars, kunwari may magbabayad, yung ganun. Sa finance nila, yung mga ganun. May mga
pinapaattend. Pero kung kami magpapagawa ng mga seminars, wala naman. Usually puro
meeting lang.
Ms. Tagala: Kasi, ang usually na nagcconduct ng seminar samin ay yung funders. Sila yung
nagbibigay ng guidelines kapag ano ang kailangan naming gawin, kapag magpapasa ng
financial report.
Interviewer: So what are the programs or activities in your firm for your employments’
development?
Ms. Tagala: Kay Ate Glo na ang sasagot. Kasi siya yung may alam eh. Usually kasi support lang
talaga ako sa kanila eh.
Interviewer: What are the motivating schemes of your department in order to enhance your
employees’ quality of work?
Ms. Tagala: Kasi nagkakaron kame ng ano eh, medyo athletic yung mga tao rito. After mga
ano, five o’clock, every week yun, tumatakbo kame. Parang bonding.
Ms. Tagala: Yun yung nakapagpagaan sa work. Tapos pagkabalik dito, yung iba back to work
ulet.
Ms. Tagala: *Laughs* Tsaka may tulungan din. Pag kakain, madalas sharing, yung ganun.
Ms. Tagala: Usually, ano kasi e, katulad ngayon, bago yung ED naming…
Interviewers: *Laughs*
Ms. Tagala: Basta, kung ano yung tumutulong tsaka kung ano yung ginagalawan ng IPD.
Ms. Tagala: Sa promotion kasi, parang wala pa namang nappromote simula nong pumasok ako
rito. Parang may standard din siya kung papasa ka ron. Yun, si ate Glo, siya ang tumatayo
ngayon as Admin and Finance. Dati ang ano niya lang, finance officer lang sya. Merong,
binibigyan niya kami ng ano, may pagmmeetingan namen yung mga argument, merong TOR
yun, Terms of Reference, merong nakalagay kung gano katagal yung effectivity niya. Ganun
din sa mga projects kapag maghhire ka, laging may TOR na kasama. Lahat ng job description,
lahat ng coverage, kung magkano sahod niya…
Ms. Tagala: Depende sa funders eh. Depende kung gano kalaki yung pondo na ibibigay sa
kanila. Kung gano katagal sa pinropose, pati yung project nandun na. Minsan 6 months. Pero
pag magrerenew ng contract kung tatakbo pa, yon.
Interviewer: So next po, meron po ba kayong mga problems na naeencounter when it comes to
hiring?
Ms. Tagala: Ayun katulad ng sinabi ko, ako palang yung last na na-hire. So wala pa naman
akong naeencounter na problem sa project staff. Kasi di pa kame naghhire eh.
_____________________________________________________________________________________
INTERVIEW TRANSCRIPTION
Diliman, QC
Ms. Igaya: Finance officer ako talaga. But since nagresign yung admin officer ng walang
replacement, I have to take over kung ano man yung ginagawa niya. To the best of my
knowledge.
Interviewer: Opo. Pero sabi nya po kasi itanong pa raw po namen sa inyo eh.
Ms. Igaya: Hindi, yun na yon. I don’t need to be as detailed as that. Diba?
Interviewer: Okay po. Dun na po sa no.2. Are employees required to undergo trainings?
Ms. Igaya: Hindi sila required, but its encouraged. Actually, more yung educational
improvement, kasi may premium yung additional degree. Sa page. Dito sa research
organization. Plus kasi if you’re an MA or a PHD. So you get more paid.
Ms. Igaya: Yes. Usually kasi, people are, lalo na now. Ang konti na ng people here, compared
dati 30 eh. Now we’re down to, like 8? No time na for uhm, trainings.
Interviewer: Okay po. No. 3. What are the programs and activities in your firm for your
employees’ development?
Ms. Igaya: Yon, same. You’re encouraged lang to learn on your own. There’s supposed to be uh,
may library jan na if you want to read yung books. Dati mas active yung acquisition ng books.
Now not so much dahil limited narin yung budget. Dati kasi may institutional budget for books.
But since nagddwindle na yung institutional funding, halos wala narin yung budget for books.
And, yung mismong staff development. Hindi na siya, mejo budgetary due to financial
constraints.
Ms. Igaya: Oo. Or if you have time for, to develop yourself. Aside from nga yung, ang formal
educational attainment.
Interviewer: Okay po. So what are the motivating schemes of your department in order to
enhance your employees’ quality of work?
Ms. Igaya: Before meron kasi silang Staff Performance Review. Pero that was clashed for some
reason or other kasi, basta may unfairness na na-notice. So, so ngayon, although may
imperative to develop a new, kasi nag-change na yung organization di na siya purely research
eh. Merong pilot on the ground program. So hindi na siya mag-aapply yung research. Kasi dati
output, kailangang may lalabas kang article for your publication. Wala na ngayon yon kasi on-
the-ground yung trabaho nila eh. May imperative to develop pero wala pa. In effect, wala pa
kaming salary increases for the last, so many years kasi wala pang manner.
Interviewer: So aside po ron, pano niyo pa po nammotivate yung mga employees niyo?
Ms. Igaya: Love for the ano nalang, yung love for the cause. And, yung camaraderie, yun
nalang. Dati kasi, may budget din for, may outing sila yearly. Under institutional, nakaabot sila sa
Palawan, sa Boracay. Ngayon, wala na. This is, this is the venue. Kahit inuman nalang, ganyan.
Venue for ano. Or minsan, like they’re into naman, physical fitness ano. May running club na
sila.
Ms. Igaya: Oh yon, Its more-ly small things na encourage you to befriend outside of, yung office
environment.
Ms. Igaya: Yun nalang, yun nalang tayo. You better get along, ‘di ba?
Ms. Igaya: Wala. *Laughs*. Hindi. Kasi it’s a flat, relatively flat organization eh. So may Executive
Director, dati may Deputy Director pa. Supposedly sa plantilya, but budget constraints, you
cannot hire na. So yung Executive Director, both ang direct ano niya is yung Program
Coordinator. Or ______ na ano, to be ED. And yung program coordinator, yung staff nya,
supposedly ang next in line, dun sa… But since it’s a relatively young organization, unless mag
resign yung person involved. Actually yung ED namen kareresign lang, but they got from the
outside. There’s nobody inside who wants to be promoted to the executive position.
Interviewer2: Ma’am pero po kung sakaling meron po na nag-ano rito from the inside, pano po
yung magiging sistema po ng promotion niyo ma’am?
Ms. Igaya: Uhm, yung formal process nun edi siyempre evaluation ng, fluid parin kasi yung
composition ng management committee ngayon eh. Mostly yung Executive Director, yung
Chairman of the Board, yung Treasurer, and siguro one or two Senior Managers, hindi pa yon…
Yung tatlo lang usually and some members of the Board pero hindi rin fixed yon. Yun yung
mageevaluate. Like yung Executive Director, sila yung mageevaluate kung sino yung... Wala
namang takers eh. Parang naging research committee sila, lead by chairman and treasurer.
Interviewer2: So basically po, yung inemploy lang po nong nasscreen ng Executive Director is
yung guidelines po na diniscuss ni Ms. Karlen?
Ms. Igaya: Its more, kasi ang dami namang qualified ___ eh. Its more on kung magffit ka ba sa
organization for that. ‘Cause its more nga eh, and very intimate na yung ano…
Interviewer: Ah opo. Meron po bang problems, or what are the problems encountered by your
department encountered by your department in terms of hiring?
Ms. Igaya: Sa Hiring? Ano kasi eh, since its project based mostly, minsan mas malaking say yung
project coordinator as to who should be hired. Parang sinabi niya, “eto kukunin ko si X.” As of
now wala pa kasing controlled and balanced na, its either more, yung sa kanya sometimes its
comforting to be working with X. Walang nagsasabing, “Bakit di pwede si Y? Diba mas qualified
si Z?” Ganon. Walang formal na ganun. Yun yung problem. Second is you cannot pay that
much. Syempre kahit gusto mo ng quality, quality people from UP, Ateneo, La Salle, you
cannot, mas mababa pa sa call center yung bayad mo.
Ms. Igaya: Yun ang, ang ano naman kasi, since na walang program na yearly increase eh. If an
employee is just focused on remuneration niya, there’s no motivation to see. Kasi isang taon na
ganito parin ang salary ko. Dun magkakaproblema. Pero since, sa NGO, iba yung culture…
Ms. Igaya: Oo, iba yung orientation. Ako personally, ako yung work hours ko here are flexible.
That what makes me stay. ‘Cause I certainly can get higher pay outside. But I don’t want to go
to the office at 8 in the morning. So I figure, yun. You have to find kasi, yung quirks kasi we
tolerate eh. Yun yung pay-off. That’s how we motivate. Sige okay lang kung medyo sintu-sinto,
mejo sintu-sinto ka jan sa tabi. As long as yung output is okay. Its fine with that. Mas, ano,
diversification, ay diversity based tsaka mas tolerant.
Ms. Igaya: Training and development. Ayon budgetary most na yan ron. ‘Cause siyempre, you
want, yung people mo to be the best that they can be but your priority is the salary, more than
their training.
Interviewer: Ma’am pano niyo naman po inaaddress yung problems, punta po tayo sa hiring,
yung about sa project director.
Ms. Igaya: Uhm, supposed to be magfform ng committee. Yun yung suggestion ko. Wala pa
namang ano eh, dapat may hiring ano talaga, may hiring… Naiimplement siya sa regular staff.
Pero sa project staff, di sya naiimplement fully.
Ms. Igaya: Wala. Just maintain, maintain camaraderie and encourage yung extracurricular
activities aside from work. Damihan yung kainan. Alam niyo naman yung mga pinoy, basta may
kainan, diba? *Laughs* The company that eats together, stays together. *Laughs again*. Yung
nga yung, yun lang kumain na kayo dyan oh.
Ms. Igaya: *Laughs* Walang magagawa dyan kung walang budget eh. Wala eh. Encourage
them nalang to get opportunities outside, if you cannot provide one for them. Dito kasi pag study
leave, hindi siya paid pero you’re allowed to go on sabbatical and when you come back, you
still have your job. Di katulad sa ano, pag nagleave ka ng two years, sorry. Goodbye. Dito,
meron ka paring ano.
Place of Interview: 104 J&S Building, Kalayaan Avenue, Diliman, Quezon City
Interviewer1: Thank you po sir for agreeing to enlighten us about this topic. And then sir, yun nga
po sir, we’re fourth year students. I’m Krisna, *points to groupmates* Thea and Shiela. Yung thesis
po naman is about the research management of research firms. So basically po, kung paano
niyo ino-operate ang research firm niyo. And what we are about to talk about here is the
finance. Yung tungkol pos a finances po ng firm.
Interviewer1: Opo. Yun po sir, let’s start po sir? Okay nap o kayo? Sir ayin po, name niyo po sir?
Interviewer1:Twenty years nap o kayo sir? And then yung nature of work niyo po sir?
Interviewer1: Ayon po sir. Let’s start po sa proper. What is the estimation of your firm’s income,
yearly?
Mr. Chinilla: Ah. Usually kasi, ang income ng SRTC since it’s a government office, bale
nagdedepende lang sa sa mga, hindi incomes yan. Pwede nating sabihin na receipts, annual
receipts no? Depende sa sa ano sa mga participants o kaya sa mga customized training. Basta
hindi sa, sa kanila depende. Sa ano, magti-training.
Mr. Chinilla: Rough estimate, dalawang klase kasi yan eh. Yung meron tayong receipts na
tinatawag na trust ready. Mga trust ready, ibig sabihin two agencies na to undertake a certain
project. Bale sila ang magbibigay sa amin ng budget para dun sa project. Kami lang ang mag-
iimplement sila ang source, e. So bale, ang nangyari minsan sa isang project, mag-aalot sila ng
around two million on the average siguro a year mga around five million.
Interviewer1: Okay po sir. Ano naman po, let’s go to the expenditures naman po.
Mr. Chinilla: Kasi ang nature ng business. Ang nature ng function namin is services. So hindi kami
more on profit, hindi. Kung ano lang ang masi-serve mo sa public.
Interviewer1: Okay po. Ayun po sir. Punta naman tayo sa second question. What are the sources
of your firm’s income?
Mr. Chinilla: Plus research. Kasi minsan meron kaming tinatawag na, meron kaming
management fee… 10% of the total project cost pero yung management fee na yun, bale
nagagastos din naming sa aming operation.
Interviewer1: What are the primary expenses of your company naman po?
Mr. Chinilla: Primary expenses. Ah usually mga fixed ang mandatory expenses. Like rest, mga
electricity, water, communications. Kasi nga service income lang kami. Tapos yung mga travel
expenses, transportations, meetings, ano pa? Usually yun yung mga variables.
Interviewer1: Ah. Next question po. What are the factors affecting the growth of your income
and expenditures?
Interviewer1: Ayon po sir. Aside po from the economic crisis, wala naman nap o sir?
Mr. Chinilla: Wala naman. Kasi nga usually ang pondo, ang budget naman ng SRTC is coming
from the general appropriation sa Department of Budget Management. So regular naman yun.
Interviewer1: What distribution schemes are being followed by the department in the allocation
of budget?
Mr. Chinilla: Usually sa ano pa lang, sa budget proposal pa lang, may kanya-kanya ng
allocation yung bawat division. Actually di siya department, ang tawag naming, division. So sa
tranings, merong mga may budget para sa tranings, may sa research, meron sa admin. Kanya
kanya na sila.
Interviewer1: So sir, paano niyo po dini-determine kung alin po dun yung may pinakamaraming
budget or yung appropriation ng budget niyo sir. Paano niyo po dini-determine kung ano po
yun…
Mr. Chinilla: Yung ano, yung bawat division yung kanilang.. nagbibigay sila ng, nagsa-submit
sila ng proposed budget nila. So dun naman bine-base at yun yung sina-submit naming sa
congress. So ganun nga, bale yun ang ano, ang distribution ng budget. SIla mismo ang..
manggagaling sa kanila yung proposal. Sa bawat division, isa-submit kung baga, ah, isa-submit
sa akin nung nudget officer. Yun yung gagawan nila ng proposed budget for the entire SRTC for
that particular year.
Interviewer 1: Ayun po. Which department receives the largest allocation of budget?
Mr. Chinilla: Kasi ang aming training division, meron siyang counter part nga, dun sa mga
collection na nakukuha sa mga traning participants. Ang research, wala. So totally nandun
yung budget.
Interviewer1: Okay po sir, what are the problems encountered in your division of terms of your
firm’s income?
Mr. Chinilla: Problems, yun nga. Pagka nagkakaroon ng.. nagkakaroon ang government ng..
anong tawag dun? Economy measures, like yung nag-aano sila, nagka-cut sila ng budget para
sa… sa training ng bawat.. bawat agency. So pag nawala, pag na-cut yun. Ibig sabihin wala
silang budget para mag-traning sa amin.
Interviewer1: Ah, sir paano niyo po ina-address yung problems niyo when it comes to your
income?
Mr. Chinilla: Problems? Ano bale pano pa yan. kasi wala sa akin yung ano eh. Yung control
niyan, kami lang yung nagma-manage niyan pero ang control talaga niyan is nasa bawat,
coming from the ano, other agencies na magti-training sa amin. Minsan din, sa research, ganun
din. Hindi sila… kung walang budget, hindi rin sila magbibigay sa amin ng pondo para sa
research kasi langing undertaken yan. So yung ganung case, paano natin ma-aaddress yan.
Minsan, nagre-resolve kami saprivate sector. Yung gustong magparticipate. So nag-aano kami,
nagbibigay kami ng through website. Parang marketing… yung aming marketing strategy na
kung baga naco-cover pati yung private sector especially yung San Miguel, Globe telecoms,
ABS-CBN.. Yung mga ano, nangangailangan ng statistics.
Interviewer1: Ayun naman po. What are the problems encountered in your division in terms of
your firm’s expenditures naman po?
Mr. Chinilla: Ah, usually kasi. Pagka government kasi, ano yan eh. Lahat ng expenses mo, meron
kaming sinusunod na basis. Mga government rules and regulations. Minsan diba, pag
nagkakaroon ng problem kasi nagiging flexible. Kailangan ong sumunod kung ano yung nasa
batas. So minsan, as accountant, hindi naaalis yung… hindi naaalis yung iisipin mo nab aka
madis-allow yan kasi medyo lumihis ka ng konti sa rules and regulations about accounting and
auditing rules and regulations. Kumbaga may existing rules and regulations na dapat mong
tigana.
Interviewer1: Ah. Sir, ayun naman po. Tungkol dun sa problem na nagbanggit niyo, paano niyo
po iyon ina-address sir?
Mr. Chinilla: Saan? Tungkol sa mga expenses? Ayon, kailangan mong ah, kailangan mong..
kailangan mo talagang sundin. Follow the rules and regulations, para ma-address mo yung
ano… yung mga problems na na-encounter mo sa.. kasi yung hindi, maaaring madis-allow yan.
Magiging problema mo pa yun kung di mo susundin. Whereas, pagka sa private ka, kung anu-
ano, ma-flexible yung ano nun e, Yung kanilang pagdi-disperese ng expenses. Pwedeng kung
ano lang yung merong company rules and regulations, pero hanggang doon lang. sa ano kasi,
sa government office buong bureaucracy yan kailangang sundin, para hindi ka magkaroon ng
problems.
Interviewer2: Sir. Di ba nabanggit niyo po kanina na, may times na nagkakaproblema po kayo
kapag hindi po flexible yung mismong sinusundan niyo sa government rules. Ano po yung
example nung halimbawa hindi siya flexible? Ano pong halimbawa yung sitwasyon?
Mr. Chinilla: Minsan gaya nung pag-procuremnt of supplies and materials, noh. Sa private kasi,
mamimili ka lang kung sino yung gusto mo. Kung sino yung, kumbaga, sa advantage ng isang
company and private company. Sa government, may susundin kang mga.. mga batas. Bago
ka makapag- makabili ng mnga… halimbawa, supplies sa labas. Kailangan munang dumann sa
me-meron rin kasing procurement service ang government. So dadaan ka muna doon. Minsan,
hassle din kasi, bago ka makakuha ng kanilang certification na wala silang supplies ngayon.
Mag-aantay ka muna. And it takes days, minsan months pa bago ka maano. E pano kung
emergency na yung ano, yung mga supplies, dib a? Or dadaan pa sa bidding, ganun. Pag
daan mo ng bidding, it takes time din, e kasi mag-aano ka muna, mag-aadvertise ka muna.
Hindi lang isa, tatlong bese ka pang mag-aadvertise. Tapos, saka ka pagkatapos mong i-
advertise yun at walang takers, dadaan ka pa sa procurement service ng government, yung
tinatawag na PhilGeps. Mag-aantay ka pa ng, ano dun. Ng kanilang response, noh? And then
kapag wala, pagka wala naman silang ganun, saka ka magsa-shopping. Mag-aano ka pa,
kumbaga, mag-mamimili ka pa ng atlesat three na pwde mong bilhan. Tapos, yan. Kumbaga
ma-ano sia. Maraming documents na pagdaraanan bago ka makabili ng gusto mong bilhin.
Meron pa?
Mr. Chinilla: Ah. Meron. Nasa.. hindi sinabi ni Beth sa’yo? Meron. Andun sa.. kailangan niyo yun?
Yung mission? Mission and yun?
Mr. Chinilla: Meron yun kami. Hingin niyo na lang kay ano.. kay Beth or yung nakadikit sa ano..
pwede niyong kopyahin.
INTERVIEW TRANSCRIPTION
Ms. Villanueva: I’m Jennifer Villanueva, a graduate of Bachelor of Science in Accountancy; I’m
staying with the company for almost seven months. And I’m the Chief Accountant here in
Profiles Asia.
Ms. Villanueva: Uh. Yearly? For the company’s income yearly, approximately, it’s a gross sales,
30 million a year.
Interviewer: And how about your expenditures yearly?
Ms. Villanueva: For the cost of sales, it’s around 4 to 5 million a year and then for the
administrative and the marketing expenses around 12 million a year.
Ms. Villanueva: The sources of our company’s income, since our company’s income is selling
testing assessments, just like what Ma’am Pick told you before. That’s it. Our products, that’s the
main source of our income.
Ms. Villanueva: Primary expenses of the company, of course the product that we sell, so we are
buying that _____ form our affiliate, from Profiles international, so that is the primary expenses that
we are paying for every year. The testing itself, the test itself.
Ms. Villanueva: Other than that the utilities, the marketing, administrative and selling expenses
advertisements salaries and wages of employees and office supplies and then yung office
equipments na kailangan. Ayon
Interviewer: What are the factors affecting the growth of your income and expenditures?
Ms. Villanueva: Of course, factors, the first factor that affects our income is that kasi kung minsan
depened yun sa sales eh, kung malaki yung benta mas malaki yung income. Ako kung di
namin na-meet yung quota namin for the sales, expect na maliit din yung income. Yun yung
pinaka major na factor na nakakaapekto when in comes to sales, income. And then or the
expense, let’s say for the salary and wages, pag dumami yung employees so mas malaki ang
expenses namin for that. So kung may mga umalis naman o madaming ang nagresign, so liliit
diba? And another thing, yung sa utilities, may time kasi na na-experience ng company na
excessive use of electricity, power ganyan. So open lahat kahit walang gumagamit , pati
aircon, walong oras, so tumaas yung expenses naming when it comes to electricity. As in
biglang tumaas so para maminimize yung ganung klaseng expenses, nagkaroon kami ng
agreement na kapag yung aircon kailangang patayin ng every lunch time. Patayin yung
aircon, hanggang 5pm in the afternoon lang and then patayin. So yun, na-minimize naming
yung electricity expense naming. So mga ganung bagay.
Interviewer: What distributing schemes are being followed by your department in the allocation
of funds?
Ms. Villanueva: Actually, sa ngayon wala pa naman kaming scheme or directions na sinusunod
ng bawat department when it comes to allocating their budget, so ang ginagwa namin is that
let every department state their own expenses let say for the month, makikita naman namin dun
kung ano yung nilista nilang expenses favorable naman diba? From their dun lang kami nagbe-
base ng budget namin, kung meron kaming nakita dun na hindi naman dapat o kailangan, so
cross it out kung di na siya kailangang include sa budget.
Ms. Villanueva: Sila, si Ms. Jocelyn Pick o si Mr. Malcolm Pick, pero dadaan muna sa akin para
makita ko, tas may comment dun na ganito so, it’s up to them na na mag-decide kung isasama
nila yun o hindi?
Interviewer: Ah. So it’s for approval pa by Ms. Jocelyn and Sir Malcolm.
Ms. Villanueva: Uhm. For now, since admin ang siyang nagre-request ng office supplies and IT, I
think IT actually, IT kasi for the purchase of computers, almost every month or in a year e
madalas silang bumili ng computers dahil basically yung application ni ma’am kanina diba, on-
line yung mga exams namin so kailangan namin ng, yung medyo ano naman, __ kasi kung
hindi, mahihirapan yung mag-eexam, so basically, IT and then yung sa sales, kasi for the
advertisement, malaki yung expenses namin dun, advertisements, sa mga magazines like yung
PMAP ata yun?
Interviewer: Peoples’ Management Agency of the Philippines?
Ms. Villanueva: Uh, yeah. Ang yung sa jobstreet, jobdb, so dun kami nagpe-place nung ads.
Ms. Villanueva: We have the sales, we have the customer service, the testing center, we have
the IT department and the recruitment department and then the admin, the corporate
communications And the finance and we’re working on HR, we have only one personnel kasi sa
HR eh, so we have a personnel there, so it can be considered as department na rin,
Interviewer: As a whole po
Ms. Villanueva: Uhm. I think the only thing that will affect our income is that when receivables
from clients, for example ano, a certain client, hindi siya nagbayad yung product namin, so yun
lang naman yung alam kong nae-encounter ko palang na problema, so yun.
Interviewer: So sa collection po ma’am?
Ms. Villanueva: Oo, sa collection, kapag di kami naka-collect at ayaw ng magbayad, wala
kaming magagawa.
Interviewer: Ma’am pano niyo po ina-adress yung problem niyo when it comes to collection
from the clients of the firm?
Ms. Villanueva: Actually, there are many steps na ginagawa namin like, first informing them that
they have an overdue account with us verbally, over the phone, or we go to their office and talk
to them na ganito. And then after that, kung wala pa din, we send them a demand letter
reminding them that they have a payable to us then kapag hindi pa rin, another letter ulit.
Maybe mas mabigat na yung dating nung letter hanggang sa magsabi na yung company na
hindi na nila mababayaran, o walang payment talaga na mare-receive galling sa kanila. So it’s,
the board na, sina Ms. Jocelyn na ang magde-decide through board meeting kung maco-
consider as cannot be collected na talaga.
Interviewer: How about the problems encountered with expenditures naman po?
Ms. Villanueva: Minsan kasi di maiwasn yung biglang expenses na di naman kasama sa budget
na, may babayaran tayong ganito, may biniling item na ganito with this amount, parang ganun,
so siyempre kung hindi siya budgeted. Saan ako maghahagilap nagyon ng pambabayad ko
dun? So yung budget ko for the month, medyo magugulo siya, may re-alignment so ire-realign
mo ulit yung budget na ginawa mo for this month para ma-accommodate mo yung
unexpected expenditure nay un. Ganun. So ganun, lang. Since yung company kasi e maliit lang
naman, di ganung ka-complicated yung mga payables and expenses namin.
Interviewer: So yun po ma’am, na-mention niyo nga po na ina-address niyo lang through
realignment of your budget, ma’am monthly po kayo gumagawa ng budget?
Ms. Villanueva: Actually, gawa na siya, ideally every year ang budget, but it should be on a
monthly basis. So for a whole year. For the whole year 2011, meron na akong prepared budget
for that. So it was prepared by months.
Organization: Institute for Studies of Asian Church and Culture, Finance Department
Place of Interview: Units 307 & 205 Corinthian Executive Regency Ortigas Avenue, Ortigas
Center, Pasig
Interviewer: Thank you po sa pagpaunlak po a interview naming kahit super short notice na. Ako
po si Krisna, si Shiela po, graduating students po kami from PUP undertaking Bachelor in
Communication Research. Yung purpose po ng interview nato is for data generation po naming
for thesis writing. Ayun po mam. So basically po yung thesis naming is about Research
Management ng Research Firms is through identification of finance management. So kayo po
ni Miss Dhel po yung iinterview-hin-
Interviewer: Ay baligtad sorry po. So kayo po. So kayo pong dalawa ni Miss Ayds ang
iinterviewhin po naming. So, ayun po. First, start po tayo mam sa name niyo po.
Interviewer: One year and nine months. And then mam yung-
Interviewer: Mag-i-eight. okay po. Mam, yung educational attainment niyo po?
Ms. Villegas: Graduate ako ng Accounting. Nung time na yun BSBA major in Accounting.
Interviewer: Let’s proceed na po dun sa finances natin. What is the estimation of your firm’s
income yearly?
Ms. Villegas: Yearly, dun sa inabutan ko, tulad ng sinabi ko hindi ano- based on projects, nasa
1.5 yung project na inabutan ko. Kaya lang good for 6 months yung project naming. So yun
yung basically masasabi kong income plus yung sa publication na nasa 30,000 lang yearly. Pero
depende pa rin kasi yun,e. Kung meron kasing mas maraming project, mas maraming ano-
Interviewer: Income po kayong maituturing. Mam, how about your expenditure yearly po?
Ms. Villegas: Yung expenditure kasi most- Kasi yung mga- pag may project kasi funded yun.
Yung parang pinaka-expense namin kahit walang project is yung salaries tsaka utilities. Nag-
eestimate ako ng 1.2 a year.
Interviewer: 1.2 million a year. Okay po. Yung next question po, ano po yung sources ng income
nung ISACC po?
Ms. Villegas: Tulad ng sabi ko based on grants and donation tapos- kung masasabi din na yung-
kasi ang ISACC, organization may mga miyembro yan. So merong membership fee. So hindi
naman umabot ng 20 thousand a month yun kasi sa fee lang yun. Tapos mga donations pang
individuals sa mga churches yun. Mga part ng ISACC…
Interviewer: Mam kayo po yung mga iba pang nagdodonate. Di ba po yung iba po parang
nagsi-serve sila as funder nung researches niyo. May nagdodonate po ba mam yung out of
good will lang po?
Ms. Villegas: Kapag walang projects yung salaries and utilities. Katulad ngayon para
makagawa kami ng mga plans, para makapagpatuloy pa rin yung mga pino-project na mga
projects, ganun. So yun yung basic na ano ng organization, yung salaries and ano…
Interviewer: Mam how about yung expenses niyo po pag may projects? Most likely ano po ba
yung kino-cover?
Ms. Villegas: Kino-cover doon, kasama doon yung salaries namin. Sa admin, may project
manager, may project director, research person, yung mga supplies, yung transpo, tapos kapag
may mga meetings, yung pagkain ganyan. Tapos may mga- tulad ng sa advocacies,
halimbawa nagbibigay sila ng budget for- kasi recording yun,e. Budget for equipment, yung
mga ganyan. Kung kailangang i-print yung materials, halimbawa book ano, yun may budget
din yan.
Ms. Villegas: Actually yung-hindi. Yung mga books na yan is parang ano lang din kay Madam
Melba. Halimbawa katulad ng MICA, another project yan ng ISACC, so may nasulat na books si
Madam tapos merong nagfund doon para i-print yung books. Usually yun pini-print yun sa ibang
bansa. UK, mga ganun. Hindi ko alam kung saan pa yun. Hindi ISACC talaga yung-
Interviewer: Mam, ito pong office place niyo po Mam, nire-rent niyo lang po?
Interviewer: Utilities po mam. Okay po mam. Next na po. Ano po yung factors na nakakaaffect
dun po sa income niyo po?
Ms. Villegas: Nakaka-affect, ano yung naiisip ko kung pano nakakaapekto siguro-
Nakakaapekto dahil wala kaming income or nakaka-affect para-
Ms. Villegas: Usually, yung- ang gumagawa kasi ng proposals yung E.D. namin, so siya yung
naggagawa ng proposals para maka-ano kami ng project, ganun yung ano… kami, ako sa
part ko ang ginagawa ko costing. Nagbibigay sila listing tapos ako lalagyan ko ng costing.
Tapos yung E.D. namin nag-aano talaga ng mga proposals.
Interviewer: Mam how about po yung factors po na nakaka-affect sa expenditure? Same rin
po?
Ms. Villegas: Oo. Tulad niyan. Pag may project kami, meron kaming suweldo. Pag walang
project, wala ring suweldo.
Interviewer: So basically po mam ang main factor po talaga is yung dating po ng projects sa
ISACC po?
Ms. Villegas: Yun talaga ang bumubuhay talaga sa ISACC.
Interviewer: What distribution schemes are being followed by your department in the allocation
of budget?
Ms. Villegas: Distribution scheme kasi konti lang naman kami, nakita mo naman. Ang malaki
talaga yung ano- yung project talaga.
Ms. Villegas: Oo. Operations nung project. Pero siyempre kasama kami pero hindi ganun-
Kumbaga siguro mga 1/3 yung budget ng Admin or part ng Finance. Dun lang sa projects- ang
mas nakakaano yung projects mismo, dun talaga mas malaki yung ano-
Interviewer: Mam, matanong ko lang po, ilan po ba yung departments dito sa ISACC?
Ms. Villegas: Parang- kasi ano lang kami Admin and Finance, tatlo kami, tapos yung TNP, yung
sa atraining dalawa.
Interviewer: Yung Admin and Finance po magkasama saisa? Okay po. So ano pong
department yung nakaka-receive-parang nasagot niyo na nga po, yung Advocacy
Department po. Sila po yung may largest part of fund niyo po?
Ms. Villegas: Depende kasi yun sa project,e. Pero kung in terms of- pano ba yun, in terms of
salary or in terms of pagkakagasta?
Ms. Villegas: Kasi parang sa training din meron din naman kaya lang… Actually parang pareho
naman sila.
Ms. Villegas: Depende lang sa kung kelan sila magkaka-training, kung kelan- yung advocacy
kasi patuloy yan,e. Hindi pwedeng mag-pass. Tuloy-tuloy yan.
Interviewer: So meron po kayo mam. Ayun nga po. Yung pinupursue po ng ISACC kahit walang
Donors. Meron po kayo mam?
Interviewer: Pero apart from that naman po, wala naman po kayong na-encounter?
Ms. Villegas: Wala naman. Kasi tulad nga ng sinabi ko, pag may projects madali lang-
Interviewer: Mam ano naman po in terms of your expenditure ano naman po yung problems na
na-encounter ng ISACC?
Ms. Villegas: Pareho din. Pag walang funds, pag walang ano, talagang mas…
Ms. Villegas: Kasi Faith-based kasi,e. So kung talagang income generating may inaasahan. So
halimbawa pag nagtrabaho ka sa – pag 15 may inaasahan. So sana ganun din, part ng ISACC
na pag 15 may ano…
Interviewer: Ano po yung solutions na ini-implement niyo po san a-identify niyo pong problems
when it comes to finance?
Ms. Villegas: When it comes to finance. Solution. Kasi sa part ko as book keeper, parang hindi
naman ako yung responsible. Meron akong kino-consult na tao halimbawa katulad ni Mam
Ayds Sa kanila ako nagsasabi na walang ano sa ganun… . kulang sa utilities… so pray.
Interviewer: Mam parang ano po ba yung madalas na ina-advice nila sa inyo na gawin kapag
lumalapit po kayo sa kanila na wala nga po kayong pang-ano.
Ms. Villegas: Actually, wala naman kaming, kasi hindi naman kami puwedeng manghiram.
Wala kaming ibabayad dun. So naghihintay ng- sa part ko kasi hindi ako yung- kasi wala naman
akong hawak na pera,e. Sinasabi nila saaken, wala, nagpi-pray lang kami na may dumating.
Interviewer: Mam, do you think ano po, sa tingin niyo po mam, nag-a-outsource- parang
naghahanap po ng ibang means yung E.D. niyo para makapag-produce ng pera? Or wala
naman pong-
Ms. Villegas: Meron naman. Nag-aano naman siya. Parang halos lahat na nga inanuhan,e,
ginawan ng sa proposal,e. Parang halos lahat tinry na. Kaya lang siguro talagang hindi- baka
merong hindi nagfi-fit. Yung iba naman na napadalhan, yung iba katulad ng sa DPWH, cost-
cutting sila, hindi nila priority. Yung mga kung bakit nagde-decline. Yung iba naman mas prefer
nila na magprepare sila ng sarili nilang program.
Interviewer: Okay po. Mam, parang ang bottomline po, kapag kulang kayo sa fund, nagpi-
prepare po kayo ng maraming proposals para may makuha po kayong- Mam wala na po dito
yung sunod na question pero basically naman po, masasagot niyo. Mam, pano po kayo nagpi-
prepare ng budget ng ISACC?
Ms. Villegas: Kasi yung sa expense ng ISACC… Alam ko namn yung need ng ISACC. Yung mga
kailangan. Yung utilities, yung salaries. Yung sina-sum ko siya lahat for the whole year. Katulad
nitong ginawa ko. So sa part naman ng projects, depende kasi sa… atsaka sa gusto nilang
ipagawa. So ang karaniwan sa projects, ang nanyayari merong format. Tapos papalagyan lang
nila saakin ng costing. Tapos halimbawa may travel-travel. Magkano ba yung ticket papunta
dun, yung ganun. So yung final ano, si Miss Alice pa din. Sasabihin eto medyo mataas to,
bababaan ko. Kasi sa training mas mataas.
Interviewer: E mam yung pagpi-prepare po ng budget po for ISACC lang po. Nagcoconsult po
ba kayo mam sa ibang departments? Or kayo nalang po ba talaga mam. From your
knowledge po.
Interviewer: E mam yung sinabi po ni Mam Ayds kanina, parang solution din po yung
pagreresign po.
Ms. Villegas: Nung time kasi nila nay un. 2008 ba yun Cathy? 2008 yata yun. Wala na talaga
silang projects so ang dinecide yata nung President naming si Madam ay pag-resignin na lang
sila para- siguro para magkaroon din sila ng ibang ano. Yung iba, nagresign talaga. Pero nung
2009, pumasok kami nandito pa si Cathy. Nung time na yun may dumating na isang project.
Interviewer: A, pano ba, last na po to. Yung mga donors niyo po na nagpapagawa sa inyo ng
projects. Usually from government, individual or private?
INTERVIEW TRANSCRIPTION
Organization: Institute for Popular Democracy, Finance Department
Diliman, QC
Ms. Igaya: I doubt, meron bang sumasagot sa inyo niyan (referring to the first question)?
Ms. Igaya: Bahala siya, ako I cannot say this. Sources of income, more on funders yan. Mostly,
siguro 85-90% yan. 85 – 90% foreign funders yan.
Ms. Igaya: Local or yung, meron kasi kaming publications eh. Meron kaming donations
donations din. Employees din, tawag dun? Related interests.
Ms. Igaya: Yan ang mahirap i-ano eh. I-fluid. Yung mga project activities siguro. It’s like 60%-70%
program activities yan.
Interviewer2: Ma’am yung mga program activities po, ano po ba basically ang kino-cover nun?
Ms. Igaya: Kasama na yung research. Mostly, if you want to break it down, research atsaka pilot
activities.
Interviewer: Tapos what are the factors affecting the growth of the income and expenditures of
your organizations po?
Interviewer: Opo.
Ms. Igaya: With income kasi, siyempre laging dependent siya sa ano. Kasi the process is,
magapapasa ka ng proposal sa funder, they have to approve it. So number one, depende
kung magugustuhan nila ang proposal mo, next, if your proposal is in line with their own
organizational thrust. For example, yung AUSAID ngayon, sabi nila we’re not doing Philippines
ngayon except Mindanao. E wala naman kaming engagement sa Mindanao in a deep scale.
So wala kami sa ano nila. Ganun yung factors na ano. And then second, wala nang nagfu-fund
institutionally now, unlike before na, ang fina-fund niya is whatever you want to do, we will fund
it. Ganun ang framing eh. Now, per project siya. With a specific output per project. Hindi yung,
for one year, fu-fundan kita ganun yung institutional funding. Parang, for one year,
susustentuhan kita. Ito, it can be three months or six months.
Ms. Igaya: Until 2008. Tapos nawala na yung institutional funding. Actually delayed pa nga kami
eh. Yung iba, matagal nang walang institutional funding. Kaya nagdu-dwindle na rin ang NGO.
Expenditures, dapat nga di nago-grow ang expenditures. Kino-control lang talaga yan. Like uh
sabi ko nga sa inyo, from 30 na tao, naging 9. You can imagine na katakot-takot na
retrenchment ang ginawa o nagresign na yung karamihin dahil sa mga nangyaring adjustment.
Tapos yung office naming dati, would you believe na 80k ang rent. Parang can’t afford. Mas
mahal pa yan kesa sa restaurant rate. We have to move into a small, you know.
Ms. Igaya: Pero diba hinati-hati na nila yung unit? Dati dalawang unit yung isang…
Interviewer2: Nagulat nga po kami. Akala po naming, malayu-layo pa po ang nilipatan niyo.
Ang sabi pa po sa amin, wala na sila rito five years ago pa. Nawindang po kami. Buti na lng po
stone’s throw lang.
Ms. Igaya: Ay, four years nap ala. Tumawad pa e noh? Distribution schemes?
Interviewer: What are the distribution schemes being followed by your department in terms of
allocation of funds.
Ms. Igaya: Ano kasi yan eh. As much as I would like na may specific distribution scheme na, o
20% dito sa team na ‘to. Dati kasi we’re five teams eh, so divide ko lang yung rent by five. Hati
kayo, one, two, three, four, five. Ngayon, it’s project-based eh. So, is-straw ko lang ayon dun sa
budget sa overhead expenses. And if they don’t allocate at all, wala akong makukuha sa
project nay un at all. Yun yung problem sa ano. It can’t be fixed, every year, minsan pa nga
every quarter you have to adjust. Kung may papasok nab ago, plus bay un sa aking budget
allocation? Ayon.
Ms. Igaya: Ang tagal ko nang hinihingi sa kanila pero wala pa rin. Ewan ko sa kanila kung bakit
di pa rin nila binibigay sa akin. Maybe I should go hold their budget. *laughs*
Interviewer2: Ma’am segway lang po, how many departments nga po ba meron ang IPD?
Ms. Igaya: Kasi for now, there’s no such thing na as a department eh, It’s all project-based na.
so ang dalawng major projects as of now, is yung Local Governance and yung Asia, AEPF, Asia
Europe People’s Forum. Yung iba, malilit na lang na projects.
Interviewer2: Ah, so ma’am parang yung division niyo po, yung projects niyo na lang po yung
nagigiging division niyo.
Ms. Igaya: Ganun ang nangyayari. So every year, iba iba yung departments namin.
Interviewer2: So ma’am, yung constant lang po e yung admin and finance?
Ms. Igaya: Yung Local Governance kasi, three years siya. Three-year project so…
Ms. Igaya: So after three years, di mo naman alam kung ano pero as long as project namin siya,
kasama siya sa departments.
Ms. Igaya: Ah, that’s variable eh. As of now, yung dalawa ngang yun. Yung sinabi kong major
projects.
Interviewer: Ah so ma’am yung sa operations po, dun po napupunta yung budget niyo talaga?
Ms. Igaya: Pano ko siya ipa-plano ng three months. Dumating yung pera tapos lumabas, ah
ganun? Hindi ko siya ma-monitor kung paano gagamitin kasi dumating lumabas, ganun. Yung
time frame, yung fluidity nung ano, yung structure. Minsan yung timing nung pagpasok nung
ano, some will advance. Some will say, gumawa muna kayo ng reimbursement report saka
naming kayo i-aano. So yung pagmanage nung cash nun, madugo.
Interviewer: Opo.
Ms. Igaya: Kasi minsan, kailangan 1M ang gagastusin. Saan ako kukuha ng 1M na pang abono?
Minsan you have to juggle. You have to juggle funds among the projects.
Ms. Igaya: More planning, yun ang ano. Constant and flexible dapat ang planning. Kasi
sometimes, magpe-prepare ako ng cash flows, sometimes it can be followed pero you have to
be flexible para kapag mag-aadjust, Second, constant monitoring. Kasi minsan, “Bakit hindi
gumagalaw ‘tong project na ‘to”? we don’t know until it’s too late that the project was
mismanaged. Yung mga three months, three months nay an, halimbawa ngayon March, April,
May. Bakit April na wala pang disbursement sa project na yan? Minsan too late mo na siya
makikita. May. Ang hirap mag-adjust, ayon.
Interviewer: Okay po.
Interviewer: Ma’am yung sinabi niyo pong pagiging flexible, yun din po ba yung sinasabi niyo na
pagre-realign ng budget? Tama po ba?
Ms. Igaya: Ang daming levels niyan eh. Kasi yung budget sometimes, you can’t re-align it
anymore because that’s what you submitted it to the funders eh. More yung, siguro yung
classifications ng accounts, dun ka lang nag-aano. Or, you have to spot early on kung magrere-
align ka sa budget kasi ipagpapalam mo pa sa funder yun. So kung one year ang project mo,
dapat magpapalam ka ng June, huwag kang magpapaalam ng November na mgare-reaalign
ka ng budget dahil mahahalatang hindi mo siya ginawa ng tama. Ay isa pa pala yun, aside
from monitoring, dapat mabilis ang aksyon. Yun kasi ang sakit ng NGO, isang katerba ang
meeting, walang action action. Mahilig magmeeting ang NGOs.
Ms. Igaya: Ah, sa company akala ko ako ang tinatanong. Kasi nagstart ako as project
accountant lang, for 2004 – 2008. 2008 lang ako nagstart as regular finance officer.
Interviewer: Pero po ngayon maam, hina-handle niyo na nga po ang admin and finance?
Interviewer: Opo.
APPENDIX F:
Researchers’
Curriculum Vitae
Shiela May Familaran
Shiela May Familaran graduated her high school studies in Naujan Municipal
High School wherein she represented her school on some poster making and writing
competitions. She also became the Feature and Literacy Editor of her school
publication during her secondary education. The girl is also a Dean’s Lister while taking
up her course in college. Trying her writing skills in tertiary level, she joined the writing
competition on PUP National Book Week Celebration last November 2008 and got the
1st place on the Essay Writing Contest. A far-fetched from what kind or person she is
when writing, she remained modest and calm.
She’s always at her best on performing tasks on her shoulders. She keeps her
enthusiasm and positive disposition while dealing on certain things. Judging a man’s
wisdom by hope is the thought she always wear to keep things possible. She loves
fiction books such as the works of Stephenie Meyer, Richelle Mead, Sidney Sheldon,
Robert Harris and other authors’; such a better escape from the stressful reality.
Watching adventure and horror movies and listening to the poetic lyrics of A Rocket to
the Moon, Amber Pacific, Mayday Parade and other awesome musicians seemed to
be her stress reliever, leaving no seconds to waste. She’s also posting her blogs and stuff
on her Live Journal and Tumblr accounts. The young girl also loves cosplaying anime
characters, brining fictional figures in the real world in a creative way.
Maria Krisna Parrera
“With God, nothing is impossible.” – This five-word
thought serves as an engine to help her keep the regular
flow in her life. She is living that way that’s why she believed
that she’s tracking the right path towards her distant
career. Behind her glasses, Maria Krisna Parrera is not a nerd weirdo in that fashion
degree. But with or without those lenses, intellectuality and personality could always be
distinguished in her character.
The 20- year old young lady from Bataan National High School is the name that
was accompanied by the word “wow” due to her number one rank in the entire
College of Communication during the 2010 Recognition Ceremony. In the middle of
the ringing applauses, she’s still humble and she maintained her normal approach
towards her comrades; without flaunting air or boasting presence. At times, she’s
arrogant on the situations where she needed to be one, adding points to her impressive
personality. Having a mild obsessive compulsive personality disorder isn’t a bad part for
her profile. Apparently, it helped her to become well-organized and focused on things.
She’s also reachable for those who needed her and understanding as well with the
things she encountered. Active and responsible on the tasks requiring her full mind
efforts, she’s quite responsive on the concentration calls to the extent of deactivating
her social networking accounts or putting aside things that are less serious to be taken.
She loves the color of blue and having stars on her stuff gives her delight. She has
a hobby of collecting notebooks, organizing things as she writes on its pages. She also
loves movies, watching numbers of it to fill her vacant times. She also takes pleasure in
posting blogs and stuff on her Tumblr account.
She had marched off her secondary studies as an honor student in Quezon City
High School. And during those high school years, she had been a placer in “Pagsulat ng
Balita”, grabbing it consistently up to the regional level. She’s also a President’s Lister
while proceeding her stepping years in her Communication Research course.
A person of strong courage, no problems could displace her joy for living. Her
sense of humor turned out to be what-her-friends-so-loved-about-her. She is an
exceptional person with her talents. Having a tough nature, she’s a hard working girl
managing stress by giving a proper reaction towards a situation. She patronized her
responsibilities with a clear idea of what needs to be done and work on problems with
creative thinking.
She usually kills her free hours by surfing the internet, posting blog and texting.
Giving details with her artistic character, she loves writing, singing and drawing.
Reading fiction books, playing guitar and listening to rock music are considered to be
her best companions during those times when sanity meets imagination and creativity.