AUTOMATED SYSTEMS ROLE TO JOB

EMPOWERMENT AT BPI DIRECT

BANKO: THE ARDALAN MODEL

A Business Research
Presented to the Faculty of the College of Business Management and Accountancy
HOLY TRINITY COLLEGE OF GENERAL SANTOS CITY
General Santos City

ISO 9001:2008

In Partial Fulfilment of the Requirements for the Subject

Business Research 1

by
Stephanie Angeli Gacal
Heartwell Licayan
Xyriz Diaz
Rico Payot
Abdul-Halim Rasuman
Danieca Policios
Laiza Joniega

i
 ACKNOWLEDGMENT

We would like to express our deepest gratitude to everyone who supported us all
throughout our research. This research will not be possible without the contributions
you have shared to us.
To our group mates who contributed their time, effort and money to complete this
research.
To our family who assisted us financially and inspired us to come up with the
best output.
To our Business Research 1 Teacher, Dr. Susana L. Morante who supported and
assisted us to make this research and for motivating us to give our best.
To the Branch Manager of BPI Direct Banko, for allowing us to conduct our
research in their office and to the employees who shared their knowledge and
experiences regarding the current automated system used in their office.
Above all, to our omnipotent Almighty Father who made everything possible and
for giving us infinite wisdom and strength to fulfil our desires.

ii
 ABSTRACT

This study was intended to find out, factors that influence the performance of the

employees of the BPI Direct Banko and the level of effects of the automated system

to the job empowerment of employees in the said entity based on the Ardalan Model

of Job Empowerment Dimension. The respondents of this study were purposely

selected involving all active and existing personnel of BPI Direct Banko, namely the

Bank Manager, Bank Assistant Manager, Accounting Clerks, Tellers, Bookkeeper and

Sales Associate. This descriptive research is mainly concerned on whether the

Ardalan Model is observed in the BPI Direct Banko in conducting their services via

their current automated system.

The research procedure involves the use of the 7 criteria provided by Ardalan in

job empowerment as a checklist. A structured questionnaire and survey forms will be

provided to the respondents. A rating in the survey form will be designed to

categorize each criterion as to whether the personnel in the aforementioned

department had this empowerment since the utilization of their automated system.

After gathering and analysing the data on hand, an average of 78.52% of all the

respondents, which are composed of all the employees in BPI Direct Banko.

iii
 TABLE OF CONTENTS

TITLE PAGE i

ACKNOWLEDGMENT ii

ABSTRACT iii

TABLE OF CONTENTS iv

LIST OF TABLES vi

CHAPTER I: BACKGROUND AND RATIONALE 1

Introduction 1

Statement of the Problem 2

Significance of the Study 3

Scope and Delimitation 4

Definition of Terms 4

CHAPTER II: REVIEW OF RELATED LITERATURE 6

Conceptual Framework 10

CHAPTER III: RESEARCH METHODOLOGY 12

Research Design 12

The Respondents 12

The Research Instrument 13

Data Gathering Procedure 13

Data Processing Procedure 13

CHAPTER IV: PRESENTATION AND ANALYSIS OF DATA 14

Employees Performance Improvement 14

Occupational Freedom and Independence 15

Increased Decision-Making Responsibility 16

Increased Employment Opportunities 17

Enhanced Self-Control 18
iv
 Increased Staff Knowledge 19

Professional Development of Staff 19

CHAPTER V: SUMMARY FINDINGS, CONCLUSIONS AND

RECOMMENDATIONS 21

Summary of Findings 21

Conclusion 21

Recommendations 22

REFERENCES 24

APPENDICES 25

Survey Questionnaires 26

Interview Questionnaire 27

Letter to Conduct Research 29

Curriculum Vitae 30

v
LIST OF TABLES

Table 1. The 7 Criteria of Ardalan Model on Job Empowerment 11

Table 2. The Respondents 12

Table 3.1. Improvement in Performance 13

Table 3.2. Occupational Freedom and Independence 14

Table 3.3. Increased Decision-Making Responsibility 15

Table 3.4. Increased Employment Opportunities 16

Table 3.5. Enhanced Self Control 16

Table 3.6. Increased Staff Knowledge 17

Table 3.7. Professional Development of Staff 18

vi