SPCF Thesis Template

1
TERMINAL AND INSTRUMENTAL VALUES OF BPO-HR MANAGERS

SYSTEMS PLUS COLLEGE FOUNDATION
Terminal and Instrumental Values of Human Resource Managers in Business
Process Outsourcing Organizations or BPOs
Irene Mae L. Manabat
Abstract
The study investigated the levels of commitment of the BPO HR

Managers to the terminal and instrumental values identified in the Rokeach
Value Survey or RVS; and their existing levels of human resource
management orientation in the areas of recruitment, selection, retention,
promotion, training and development. It employed a descriptive analysis based
on the sample data obtained from the Human Resource Managers of eighteen
(18) BPOs in Pampanga. It investigated if there are prevailing agreements
among the terminal and instrumental values of the respondents using the
Kendall’s Concordance W and getting further into identifying the most to the
least values and management orientations they uphold through mean rankings.
The results conveyed that there is a weak to moderate agreement among the
respondents when it comes to their terminal and instrumental values. While for
human resource orientation it was established that significant work experience,
discipline and ethics, performance evaluation, commitment and support of top
management in training where the most important determinants of selection,
promotion, retention and development in the HRM perspective.
Introduction and Review of Related Literature
No two people are exactly alike. Even twins who exactly look the same may differ,
particularly in their values and beliefs. Variation in values is very apparent because these are
highly personal or subjective experiences. Such nature may be gleaned from their definition
as “system of beliefs determining what is important to the individual.” (Frunzi and Halloran,
1991) These in turn plays a vital role to every undertaking made anywhere like in the
workplace by leaders and members of an organization.
Statement of the Problem/Research Objectives
1. What are the levels of the BPO HR Managers based on RVS in terms of their:
 terminal values?
 instrumental values?
2
2. What are the human resource management orientation of the BPO HR Managers in
terms of:
 Recruitment and selection?
 Promotion?
3. What is the level of agreement or congruence among BPO HR managers in terms of
their terminal and instrumental values?
4. Is there a significant difference in the mean ranks of respondents’ terminal and
instrumental values?
This research proposal is based on the premise that the human resource management
values of HR managers are vital and influential to the development and growth of the
functions and culture of the Human Resource Department.
Conceptual Framework
Human Terminal
Instrumental
Values of the Resource Values of the
HR Managers Management HR Managers
Orientation
Figure 1. Conceptual Framework
This conceptual framework served as the research plot of this proposal. The model
involved the description of the terminal and instrumental values of the HR managers as
3
possible influencing factors in their human resource management orientation. The terminal
and instrumental values were taken from the Rokeach Value Survey (RVS) list, which
categorizes the values into two major components --- the terminal values and the instrumental
values. There are eighteen (18) terminal values as well as eighteen (18) instrumental values.
The first set or terminal values refer to desirable end states of existence or the goals that a
person would like to achieve during his or her lifetime. The other set, which are the
instrumental values, refers to the preferable mode of behavior, or means of achieving the
terminal values (Robbins, 2000)
Based from the statement of the problem and the theoretical framework drawn, the
following hypotheses were tested:
Null hypotheses
1. There is no agreement or concordance among the BPO HR Managers
regarding their terminal and instrumental values.
2. There is no significant relationship between the terminal and instrumental
values of the HR Managers.
3. There is no significant relationship between the instrumental values and human
resource management orientation of the HR Managers.
Significance of the Study
1. To the BPOs, the research study is a useful reference in understanding the Human
Resource Manager of their organization as a practitioner of the profession who may
hold some congruent terminal and instrumental values among the other HR managers
of other BPOs. It will enable the management of such organization to establish a

SYSTEMS PLUS COLLEGE FOUNDATION 4
model or a guide as to what values of the HR Managers are in-fit with the
organizational nature of the BPOs as a growing industry.
Scope and Limitations

5
METHODS
Research Design
This study employed the descriptive method of research in order to achieve a
systematic, factual and accurate (Aquino, 2006) description of the answers required in the
statement of the problem. This covered both the quantitative and qualitative studies of the
research paper which led into determining and describing the terminal and instrumental values
of the HR Managers and their influences in the human resource management orientation of
the respondents.
Participants of the Study
Research Instrument
The relevant data collected which likely affected the terminal and instrumental
values of the respondents were the following:
A. Terminal Values
B. Instrumental Values
C. Human Resource Management Orientation
The respondents rated the eighteen (18) terminal and eighteen (18) instrumental
values according to their levels of importance were one (1) corresponds to the highest or most
important value to them; while eighteen (18) stands for the lowest ranked value for the
respondents. This was followed with the respondents rating the different human resource
orientations on a scale of one (1) or least important to seven (7) or most important. The
human resource orientations were segmented into four main categories namely: a) human
6
resource management selection, b) human resource management promotion, c) human
resource management retention and conservation and d) human resource training.
Data Gathering Procedures
A structured survey questionnaire was used in gathering the necessary primary data
needed for this research study which validity, objectivity and clarity were pre-tested before
the actual survey was done.
To finally gather the primary data needed, the pre-tested and validated questionnaires
were distributed to the actual respondents in Clark Special Economic Zone (CSEZ) where
most of the BPO Companies were located and at San Fernando, Pampanga.
Originally, sixty two (62) BPOs were identified, but when the actual data gathering
and field work was done, it was found out there were only about forty two (42) BPOs in
Pampanga. Out of the forty two (42) BPOs, thirty one (31) of them accepted or received the
questionnaire, but only eighteen (18) were retrieved. The other fifteen (15) companies
provided the following reasons for not accomplishing the research instrument:
Data Processing and Analysis
(this includes sampling techniques and statistical treatment/tools used)
The following statistical tools were employed in the processing and analyses of the
retrieved data:
In order to describe the levels of the respondents in the RVS terminal and instrumental
values and their human resource management orientation, descriptive statistics was used.
Rankings of the means were utilized in order to establish a common ground of the
levels of commitment and agreement of the respondents on the terminal and instrumental
values and their human resource management orientation.

To find out if there is a congruence or agreement on the terminal and instrumental
values of the BPO HR Managers, the Kendall’s Coefficient of Concordance W was utilized. 7
RESULTS
This part of the paper conveys the outcomes of the study conducted. Eighteen (18)
Business Process Outsourcing (BPOs) companies participated in this study out of the forty
two (42) BPOs that were approached who declined in answering the survey questionnaire due
to company policies on outside researchers, time constraints and personal opinions. Data were
statistically analyzed and discussed based on the respondents’ levels of agreement and
importance on the items related to their terminal and instrumental values and human resource
management practices; and on their significant relationships, similarities and associations
within and among each other.
The proceeding part discusses the respondents’ levels of importance in the RVS
terminal and instrumental values. The values were ranked from one (1) to eighteen (18),
where one (1) stands for the highest and eighteen (18) as the lowest.
The mean results were arranged from the highest to the lowest values as identified by
the respondents and were segmented into three subsets. The first subset indicates the values
that the respondents identified to be most important, the second subset as moderately
important and the third subset as the least important terminal and instrumental values for
them.
Table 1 presents the top six most important values to the respondents according to the
mean rank, with family security (taking care of loved ones) as the highest; and self respect
(self-esteem) as the lowest in the set. In this category, the values of family security (taking
care of loved ones), health (physical and metal-well-being) and a comfortable life
(prosperous life) reflected the respondents’ manifestation to close family ties or family 8
centeredness as a Filipino way of life; while salvation, wisdom and self-respect revealed the
respondents inclination to another component of Filipino culture which is religiosity. More so,
the top six terminal values signified the respondents’ partiality to the fulfillment of one’s
physiological and safety needs first before anything else.
This result could also be a reflection of the Maslow’s hierarchy of needs which shows
the first stage that motivates and satisfy people are the fulfillment of their basic or
physiological needs. Meanwhile the appearance of salvation as one of the top terminal value
may indicate the strong adherence of the respondents to faith and the Almighty as pre-
requisites in attaining and maintaining a good and desucred economic life. Thus, the truism of
‘ask and you shall receive” applies.
Table 1.
Most Important Terminal Values
Rank Variables N Minimum Maximum Mean Std. Deviation

1 Family security 18 1 16 3.22 3.56
2 Health 18 1 12 4.78 3.72
3 Salvation 18 1 18 7.00 6.67
4 A comfortable
life 18 1 17 7.83 5.36
5 Wisdom 18 2 14 8.00 3.51
6 Self-respect 18 2 18 8.33 3.82
Table 2 contains the middle six or the terminal values ranked as moderately important
by the respondents. In this subset, freedom which is associated with independence and free
choice was ranked as the highest moderately important terminal value; while mature love
which is linked to sexual and spiritual intimacy was ranked as the last. The values of freedom
(independence and free choice), inner harmony (freedom from inner conflict), equality
(brotherhood and equal opportunity for all), true friendship (close companionship), mature
love (sexual and spiritual intimacy) and sense of accomplishment (lasting contribution)
signified the respondents’ inclination to the drive or need to bond or to belong, the relational
nature of the Filipino culture; and the changing dynamics of power legitimacy in the
workplace. More so, it signifies the inclination of the respondents in pursuing maturity in
handling relationships particularly on the personal level with inclination on spiritual
development. This also signifies the importance of maturity in preserving personal
relationships such as marriage which is very basic if one has to pursue a successful family life
which is clearly manifested in the values ranked as most important by these respondents.
In these results, BPO managers are signaling a possible clamor for the prevalence of a
low-power distance type of culture in the organization where they increasingly expect to be
more involved in making decisions rather than being told to do so, in contrast to the command
or highly-structured style of management or leadership that most organizations uphold.
Table 2.
Moderately Important Terminal Values
Rank Variables N Minimum Maximum Mean Std. Deviation

7 Freedom 18 2 16 8.50 4.13
8 Inner harmony 18 2 16 8.67 4.73
9 Equality 18 3 15 9.11 3.83
10 A sense of
accomplishment 18 4 15 9.67 3.22
11 True friendship 18 5 18 10.17 4.16
12 Mature Love 18 3 18 10.61 4.82
SUMMARY
The findings of the study revealed that in terms of terminal values, the respondents are
still inclined in placing great importance on those values that promotes family relationships
and security. Connections or similarities could also be seen between the top six (6) terminal
values and the top six (6) instrumental values based on mean rankings. Being intellectual is at
par with wisdom and broadmindedness; being responsible could be realistically aligned with
achieving family security; honesty is at par with self-respect; being ambitious could be
instrumentally linked with achieving a comfortable life; becoming self-controlled is definitely
a way of maintaining health and achieving eternal life or salvation. This kind of result
concretizes the influence of family-centeredness and religiosity in the typical Filipino way of
life.
Moderate levels of importance (middle six) were provided by the respondents based
on the mean rankings of values pertaining to social relationships, empowerment and sense of
belongingness. The terminal values associated with these are freedom, inner harmony, and
equality, sense of accomplishment, true friendship and mature love. On the other hand, the
instrumental values that were rated as moderately important (middle six) by the respondents
have also established distinct connection with these moderately rated terminal values. To
name, the instrumental values of being independent and capable can be paired to terminal
values of freedom and sense of accomplishment; being logical may really lead to practicing
equality or fairness; and being loyal, loving and obedient may really bring about inner
harmony, true friendship and mature love.
The least important or lowest six (6) terminal values that were identified by the mean
rankings of the respondents were values related to social responsibility and citizenship. These
values are national security, a world of peace, an exciting life, social recognition, pleasure and
a world of beauty. On the other hand, the lowest six (6) or least important set of instrumental
values that emanated from this study were being courageous, helpful and polite which can be
attributed to the terminal values of national security and world peace; being polite and
forgiving could be at par with social recognition; and being clean and imaginative may lead to
an exciting life and a world of beauty.
The null hypothesis that there is no agreement among the terminal and instrumental
values of the respondents is rejected through Kendall’s Coefficient of Concordance W. For
the terminal and instrumental values, the computed concordance coefficients (W) were 0.29
or relatively low agreement and 0.31or weak to moderate level of agreement respectively
means that an agreement was established among the raters when it comes to these two groups
of values with .000 levels of significance. This is attributed to the wide distribution of
rankings given to each terminal and instrumental values by the respondents.
Furthermore, the weak to moderate agreement or concordance among these sets of
values may also be related to the ways behaviors are shaped in their respective work
environments where these managers are always expected to act based on the existing
company policies and protocols which maybe inconsistent with their personal values; and
where efficiency is measured based on extrinsic results, high conformity to company
standards and policies regardless of their personal opinions and inclinations. There is a
possibility then that in their respective organizations, value mindfulness and value-consistent
behavior are not being promoted at all or has not yet established a strong and extensive
recognition and acceptance in their prevailing culture and system.

With regards to the human resource management orientation of the respondents,
significant work experience, tests and interview results, initial screening, career development
interest, English proficiency and character reference were pointed out as the top six most
important considerations in the area of recruitment and selection based on mean ranks. This
could be attributed to the fact that one of the most important criteria that BPOs consider in
recruiting is the applicant’s communication skills. They usually lay maximum emphasis on
spoken English. Other skills needed are computer skills, analytical skills, confidence and
positive attitude. Thus, interviews, initial screenings and tests results are highly considered to
be more important by the respondents because they would provide clarity and actual
validation if these skills are carried out by potential applicants.
The role usually played by these BPOs are so important because they act as
representatives of their client companies’ to the former’s customers and are responsible for
creating and maintaining very good impressions to both of them --- client and customer wise.
This would also explain why applicants who have significant work experiences or those who
had already worked in other BPOs are much more considered in the recruitment and selection
process as seen in the respondents’ orientation.
Meanwhile, the orientation of the BPO HR managers on promotion is focused on
providing top importance on discipline and ethics which may be credited to the work
schedules of BPOs who usually operates on a 24/7 basis and three (3) eight hour shifts, where
most of the workers are assigned on the graveyard shift in favor of the time zones of the client
companies offshore. Also, proper employee discipline and ethics is expected in maintaining
the confidentiality of the clients’ technology, information and processes with respect to
patents, copyright policies and competition purposes which is automatically shared by the
client companies to the BPOs in order to facilitate or process the part of their operations that
is being outsourced.
Attitude over skill is a favorite truism in BPOs, thus, it was also identified to be very
important for the respondents when considering employee promotion along with personality
and leadership. Given the upbeat nature of the work situation, the cultural differences between
the employees and the clients’ customers; rigidity of the directives and processes every
employee must follow when performing their work; the multi-tasking nature of the job; and
the challenge of handling objections and complaints from customers; not to mention the
challenge of adjusting to the way foreign customers communicate and interpret the English
language, a positive attitude and personality would be a great deal of asset one could have in
order to survive and thrive in the BPO work environment.
In terms of the orientation of the respondents on human resource retention and
conservation, performance evaluation was noted to be the most important basis of keeping
employees. The other practices that were identified are compensation which obviously is one
big factor of convincing the most efficient employees to stay, thus minimizing the cost and
negative impact of high turnover rates which is one common concern in BPOs; along with
healthy system of communication, rewards and recognition, incentive programs and
occupational health and safety plans which the respondents believes could be motivators of
keeping the employees to stay in their companies. Noticeable on this is that, the HR managers
of BPOs still believes that by providing the employees additional health and safety benefits;
and additional augmentation on their income through incentive plans, employees would have
better reasons of maintaining their loyalty or commitment to the organization.

In matters of human resource training orientation, the respondents identified that top
management support is most important because this is connected with the surety of the
training program being properly appropriated. The other items identified which are qualified
trainers, training infrastructures, and budget allocations can be mandated if the top
management has the political will of supporting and executing training program for the BPO
employees.
The Pearson Product Moment of Coefficient test between terminal and human
resource selection orientation of the respondents conveyed that inner harmony is moderately
correlated with present activities, physical appearance, and English proficiency or for the
respondents; people who are at peace with themselves have better physical appearance, are
articulate and engages in interesting activities. Social recognition is moderately related to
initial screening and personnel information system or for the respondents, an air of respect
and admiration is likely important in creating first impressions. Meanwhile, true friendship
was also attributed to moderately influencing employee forecasting and scheduling which
means that respondents still place a moderate importance to friendships among members of
the teams or presence of informal groups in different work shifts and projects.
For the orientation of the respondents on human resource promotion, years of
experience and numbers of trainings established a moderate correlation with the terminal
values of freedom, national security, family security and social recognition. This could mean
that for the BPO HR Managers, seasoned employees are more independent, protective,
family-centered and respectful.
On the other hand, personality was found to be moderately linked to a comfortable
life, an exciting life and pleasure or for the respondents, employees that value their social life
are more likely to be balanced and grounded when it comes to their personality and outlooks
in life.
On human resource retention, the Pearson coefficient of correlation r revealed that
occupational health and safety plans and retirement plans were moderately linked to pleasure
and comfortable life or for the BPO HR Managers these fringe benefits are accorded to
provide employees with opportunities for leisure and prosperity; while stress management is
moderately important in promoting physical and mental well-being further implying that
valuing health would also mean providing fringe benefits and incentive plans.
As regards to human resource training, the Pearson coefficient of correlation r test
disclosed that the value of respect and admiration is likely associated or could be realized by
providing career counseling to employees, equal opportunities for attending seminars and
trainings and by evaluating training programs to suit the needs of the members of the
organization.
As for the correlation results of the instrumental values with the human resource
management orientation of the respondents, neat and tidy people could be perceived as
English proficient, interesting, and well-educated and will be more or moderately considered
in passing the initial screening. On the other hand, the result also revealed that for the
respondents, applicants that are perceived to be gutsy, sympathetic, and responsible would
have better tests and interview results. Also, those that are believed to be forbearing and self-
controlled are likely to be considered on succession planning.
Furthermore, clean, imaginative or creative and independent people were likely to be
recommended for promotion as they established a moderate correlation with and among each
other; while those who are seen to be intellectual and ambitious will be more interested on
knowing the ranking and promotion guide or policies of the company.
On the areas of retention, the Pearson test disclosed that people who are identified as
intelligent are likely to be retained or expected to fare high on performance evaluation, will
likely be entitled to get more incentives or rewards and be more interested in enjoying
occupational health and safety benefits, retirement plans, health plans and amenities for
comfort should they decide to stay in the company.
And lastly on training, the correlation test between the instrumental values and human
resource training orientation of the respondents divulged that they possibly consider people
who are ambitious, hardworking or aspiring as those who will likely be interested to enjoy
career counseling services, workshops, membership to professional organizations, retreats,
recollections and personality job-matching activities.
Conclusion
The research conducted produced the following conclusions:
Furthermore, it was cited that for a collective behavior to be adopted by organizations,
a similarity, an intersection, synchronization should exist between the beliefs, values and
attitudes of the individuals working at the organizations and the values they perceive as
composing the organizational culture. (Katrinli, et al, 2006)
Implications for Future Research
This research study has several limitations. First, it was conducted on an exploratory
basis and in depth causal analysis has not been considered or undertaken. The data that were
analyzed and processed were from a standardized questionnaire which can suffice the
objectives and objectivity of the findings of this research and yet still lacks further
determination and concretization in terms of robustness because it was undertaken within the
cultural bounds of the Pampanga area. Thus, the research could be further undertaken in other
areas to fill in the gaps and established more reputable claims to the similarities or possible
differences of the results.
Thus, researchers that might become interested on the same topic could further pursue
and expound this study through exploring the congruence of the HR Managers’ personal
values with the prevailing BPO culture or values. Another possibility is exploring the
implications of the HR Managers leadership styles as influenced by his or her personal values
from the point of views of the recipients of his or her decisions.
The same research can also be conducted to the other members of the management of
Business Process Outsourcing Organizations and determine the prevailing terminal and
instrumental values and management orientations of these people as related to the nature of
the business and challenges they face as providers of services to foreign companies.
A research that will identify the factors that causes the high to moderate levels of
incongruence of values among the BPO HR managers may also be made and thus identify
possible certain strategies that will work in aligning their value awareness and commitment to
the work values needed in a BPO environment.
A research on the determination of congruent terminal and instrumental values in
relation to the management orientation of the BPOs and that of their client companies
offshore can also be conducted that may lead to the formation of a strategic value-based
management model that fits the needs of the BPOs and expectations of their foreign clients.
CONCLUSION
RECOMMENDATIONS
Definition of Terms
Human Resource Management Orientation: the inclinations of the BPO HR Managers to
the different components of the functions of human resource management.
Instrumental Values: Personal and desirable modes of behavior or values that the BPO HR
Managers uphold in order to achieve his or her terminal values.
Terminal Values: Refers to the goals the BPO HR Managers would like to achieve in his or
her profession.
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Appendix A
Interview Questionnaire
HR MANAGERS’ VALUES AND THEIR MANAGEMENT PRACTICES
____________________
____________________
____________________
____________________
Dear _______________:
I am a student in the Doctor of Business Management (DBM) Program of Holy Angel

University (HAU) in Angeles City, Pampanga. As a requirement and commitment of the
school and its Graduate School Program that every student will significantly contribute in the
continuous growth and development of the knowledge in the various disciplines of business
management, I am tasked to conduct a research study on the Terminal and Instrumental
Values of the Human Resource Managers of Business Process Outsourcing (BPO)
Organizations.
This paper aims to determine the values of the HR Managers in BPOs and how they
contribute in the management orientation of the HR Practitioners in the industry.
In this regard, I would like to request a few moments of your time to answer the attached
questionnaire.
Thank you very much.
Sincerely yours,
Irene Mae L. Manabat

Researcher
Noted By:
Dr. Brian C. Gozun

Program Coordinator
HAU Graduate School of Business
Part I: Demographic Data
Name
Home Address
Company Name
Company Address
Age Religion
Nationality Place of Birth
Civil Status Number of

Children
Language/s and
dialect/s spoken
Educational Background:
Note: Please start from the highest degree attained.
Degree/ Course School Attended Inclusive Years of
Attendance
Employment Background:
Note: Please start from the latest to the first.
Employer Position Duration
PART II: Rokeach Value Survey (RVS).
TERMINAL VALUES. Below is a list of terminal values in alphabetical order. Kindly rank
each value in its order of importance to you.
To begin, select the value that is most important to you and write the number 1 in the blank
space next to the value. Next, choose the value that is second in importance to you and write
number 2 in the space next to it. Work your way through the list until you have ranked all the
18 values. The value that is least of importance to you will be ranked number 18.
When ranking, take your time and think carefully. Feel free to go back and change your order
should you have second thoughts about any of your answers.
TERMINAL VALUES Rank TERMINAL VALUES Rank

A Comfortable Life Pleasure
(a prosperous life)
(an enjoyable, leisurely life)
Equality Salvation
(brotherhood and equal opportunity
for all) (saved; eternal life)
An Exciting Life Self-Respect
(a stimulating, active life)
(self-esteem)
Family Security A Sense of Accomplishment
(taking care of loved ones) (a lasting contribution)

Freedom Social Recognition
(independence and free choice) (respect and admiration)
Health True Friendship
(physical and mental well-being)
(close companionship)
Inner Harmony Wisdom
(freedom from inner conflict) (a mature understanding of life)

Mature Love A World at Peace
(sexual and spiritual intimacy)
(a world free of war and conflict)
National Security A World of Beauty
(protection from attack)
(beauty of nature and the arts)
INSTRUMENTAL VALUES. Below is a list of instrumental values in alphabetical order.
Kindly rank each value in its order of importance to you.
To begin, select the value that is most important to you and write the number 1 in the blank
space next to the value. Next, choose the value that is second in importance to you and write
number 2 in the space next to it. Work your way through the list until you have ranked all the
18 values. The value that is least of importance to you will be ranked number 18.
When ranking, take your time and think carefully. Feel free to go back and change your order
should you have second thoughts about any of your answers.
INSTRUMENTAL VALUES Rank INSTRUMENTAL VALUES Rank

Ambitious Independent
(hardworking and aspiring) (self-reliant; self-sufficient)
Broad-minded Intellectual
(open-minded) (intelligent and reflective)
Capable Logical
(competent; effective) (consistent; rational)
Clean Loving
(neat and tidy) (affectionate and tender)
Courageous Loyal
(standing up for your beliefs) (faithful to friends or the group)
Forgiving Obedient
(willing to pardon others) dutiful; respectful
Helpful Polite
(working for the welfare of others) (courteous and well-mannered)
Honest Responsible
(sincere and truthful) (dependable and reliable)
Imaginative Self-controlled
(daring and creative) (restrained; self-disciplined)
PART III: HR MANAGEMENT ORIENTATION. The following are items or concerns
related to Human Resource Management. Rate how important each is to you according to the
following numerical equivalents by checking on their corresponding boxes.
 7 - Most important
 6 - Very important
 5 - Important
 4 - Moderately important
 3 - Slightly important
 2 - Least important
 1 - Not important
A. Human Resource Recruitment Most Very Impor Mode Slightly Least Not
and Selection impor impor tant rately import impor impor
tant tant impor ant tant tant
tant
7 6 5 4 3 2 1
1. Initial screening
2. Character
reference/Background
Investigation
3. Physical Examination
4. Physical Appearance
5. Educational Attainment
6. Academic Honors and

Recognition
7. Significant work experience
8. Knowledge about the company.

Its nature, products or services
9. Recommendations
10. Presentation, content and

organization of resume and
application letter
11. Tests and interview results
12. English proficiency

A. Human Resource Recruitment Most Very Impor Mode Slightly Least Not
and Selection impor impor tant rately import impor impor
tant
7 6 5 4 3 2 1
13. Present activities and interest
14. Employment planning and

forecasting
15. Succession planning
16. Personnel information system

17. Career and development
interest
18. Personality profile
Most Very Impor Mode Slightly Least Not

B. Human Resource Promotion impor impor tant rately import impor impor
tant
7 6 5 4 3 2 1
1. Performance
evaluation/appraisal
2. Employee discipline and ethics
3. Seniority
4. Educational attainment and

qualifications
5. Years of experience and

numbers of trainings
6. Years of service in the company
7. Personality
8. Recommendations
9. Commitment and loyalty
10. Leadership skills

Most Very Impor Mode Slightly Least Not
B. Human Resource Promotion impor impor tant rately import impor impor
tant
7 6 5 4 3 2 1
11. Attitude
12. Popularity
13. Age
14. Gender
15. Civil status
16. Ranking or promotion policies or

guide
17. Continuing Education
18. Work-related achievements
C. Human Resource Conservation Most Very Impor Mode Slightly Least Not
and/or Retention: impor impor tant rately import impor impor
tant
7 6 5 4 3 2 1
1. Compensation
2. Rewards and recognition
3. Performance evaluation
4. Incentive plans/programs
5. Occupational health and safety

plans/programs
6. Career counseling and/or therapy
7. Vacation leaves
8. Health plans
C. Human Resource Conservation Most Very Impor Mode Slightly Least Not
and/or Retention: impor impor tant rately import impor impor
tant
7 6 5 4 3 2 1
9. Retirement plans
10. Amenities for comfort, health

and safety
11. Work designs, evaluation and

descriptions
12. Stress Management
13. Amenities and facilities for leisure

and relaxation.
14. Other fringe benefits
15. Employee socialization and

informal groups
16. Exit interviews
17. Healthy system of

communication
18. Employee empowerment

D. Human Resource Training: Most Very Impor Moder Slightly Least Not
import impor tant ately import import impor
ant tant import ant ant tant
ant
7 6 5 4 3 2 1
1. Needs assessment survey for
employees and members of the
management.
2. Strategic training and

development program
3. Evaluation of training and
development program
4. Degree of employees’
participation
5. Equal opportunity among
employees in attending trainings,
seminars and conferences locally
and internationally.
6. Qualifications of trainers and
facilitators
7. Budget Allocations
8. Commitment and Support of Top

Management
9. Training facilities, equipment and

resources
10. Orientation Program
11. Job rotation
12. Career Management and

Planning Program
13. Career counseling
14. Career development workshops

15. Membership to Professional
organizations/ associations
16. Supportive work environment
17. Retreats/Recollections
18. Personality-Job Matching

Appendix B
Descriptive
Descriptive Statistics for Terminal Values

Variables N Minimum Maximum Mean Std. Deviation
1 Family security 18 1 16 3.2222222 3.557189167
2 Health 18 1 12 4.7777778 3.718879584
3 Salvation 18 1 18 7 6.668627163
4 A comfortable life 18 1 17 7.8333333 5.360531141
5 Wisdom 18 2 14 8 3.514675117
6 Self-respect 18 2 18 8.3333333 3.819454843
7 Freedom 18 2 16 8.5 4.133791878
8 Inner harmony 18 2 16 8.6666667 4.727889717
9 Equality 18 3 15 9.1111111 3.833120199
10 A sense of accomplishment 18 4 15 9.6666667 3.217598666
11 True friendship 18 5 18 10.166667 4.16215442
12 Mature Love 18 3 18 10.611111 4.81589145
13 National Security 18 5 18 11.055556 4.543543865
14 A world of peace 18 3 18 11.777778 5.525934103
15 An exciting life 18 3 17 12.611111 4.285939926
16 Social recognition 18 3 18 12.611111 3.942810119
17 Pleasure 18 3 18 12.944444 5.218431387
18 A world of Beauty 18 4 18 14.166667 4.032952502
Valid N (listwise) 18
Descriptive Statistics for Instrumental Values

Variables N Minimum Maximum Mean Std. Deviation
1 Intellectual 18 1 15 4.222222 3.523960932
2 Responsible 18 1 17 5 4.48527001
3 Honest 18 1 13 5.111111 3.546147684
4 Ambitious 18 1 18 7.388889 5.730608107
5 Self-controlled 18 1 15 7.388889 5.089075831
6 Broad-minded 18 3 13 7.388889 2.78945259
7 Independent 18 1 18 8.055556 5.207146924
8 Capable 18 4 17 8.611111 3.728095065
9 Logical 18 3 17 9.5 4.395853661
10 Loyal 18 2 18 10.44444 5.468866129
11 Loving 18 1 17 10.88889 4.837219533
12 Obedient 18 3 17 10.88889 4.268749492
13 Courageous 18 3 18 11.77778 5.297674912
14 Helpful 18 8 17 12.05556 2.711028071
15 Polite 18 5 17 12.27778 3.642971566
16 Clean 18 2 18 12.94444 4.916625124
17 Forgiving 18 5 18 13 3.788527574
18 Imaginative 18 2 18 13.88889 4.861479911
Descriptive Statistics for Recruitment and Selection
N Minimum Maximum Mean Std. Deviation
1 Initial Screening 18 4 7 5.888889 0.9002541
Character Reference/ Background
2 Investigation 18 4 7 5.833333 1.0431852
3 Physical Examination 18 4 7 5.666667 1.0289915
4 Physical Appearance 18 1 6 4.055556 1.3491706
5 Educational Attainment 18 1 7 5.333333 1.3719887
6 Academic Honors and Recognition 18 2 6 4.166667 0.9851844
7 Significant Work Experience 18 4 7 6.000000 0.9701425
Knowledge about the company. Its nature,
8 products or services 18 2 7 4.944444 1.3048427
9 Recommendations 18 1 5 4.000000 1.0846523
Presentation, content and organization of
10 resume and application letter 18 3 7 4.888889 1.0786096
11 Tests and interview results 18 4 7 6.000000 0.8401681
12 English proficiency 18 4 7 5.888889 1.0786096
13 Present activities and interest 18 2 6 4.666667 0.9701425
14 Employment planning and forecasting 18 3 7 5.500000 1.0981267
15 Succession planning 18 4 7 5.722222 0.8947925
16 Personnel Information system 18 2 7 5.500000 1.1504475
17 Career and development interest 18 4 7 5.888889 0.7583953
18 Personality profile 18 4 6 5.444444 0.7047922
Descriptive Statistics for Human Resource Promotion

1 Performance evaluation / appraisal 18 5 7 6.5000 0.61835
2 Employee discipline and ethics 18 6 7 6.5556 0.51131
3 Seniority 18 3 6 4.5000 1.04319
4 Educational attainment and qualifications 18 3 7 5.1111 0.96338
5 Years of experience and numbers of trainings 18 3 7 5.5556 1.09664

6 Years of service in the company 18 3 7 5.3889 1.28973
7 Personality 18 5 7 5.9444 0.80237
8 Recommendations 18 1 6 4.3333 1.28338
9 Commitment and loyalty 18 5 7 6.0556 0.93760
10 Leadership skills 18 5 7 6.2222 0.73208
11 Attitude 18 5 7 6.5000 0.61835
12 Popularity 18 1 5 3.0000 1.41421
13 Age 18 1 5 3.3333 1.23669
14 Gender 18 1 7 2.7778 1.80051
15 Civil status 18 1 5 2.6667 1.57181
16 Ranking or promotion policies or guide 18 4 7 5.6667 1.02899
17 Continuing Education 18 1 7 4.5000 1.61791
18 Work-related achievements 18 3 7 5.4444 1.04162
Descriptive Statistics for Human Resource Conservation and Retention
1 Compensation 18 4 7 6.22222 0.80845
2 Rewards and recognition 18 4 7 6.05556 0.87260
3 Performance evaluation 18 5 7 6.27778 0.75190
4 Incentive plans/programs 18 4 7 5.94444 0.93760
Occupational health and safety
5 plans/programs 18 5 7 5.94444 0.93760
6 Career counseling and/or therapy 18 4 7 5.16667 0.92355
7 Vacation leaves 18 3 7 5.38889 0.97853
8 Health plans 18 5 7 5.83333 0.78591
9 Retirement plans 18 3 7 5.11111 1.07861
10 Amenities for comfort, health and safety 18 5 7 5.88889 0.75840
11 Work designs, evaluation and descriptions 18 5 7 5.50000 0.61835

12 Stress Management 18 3 7 5.50000 1.04319
Amenities and facilities for relaxation and
13 leisure 18 4 7 5.66667 0.90749
14 Other fringe benefits 18 2 7 4.88889 1.18266
15 Employee socialization and informal groups 18 2 7 5.00000 1.28338

16 Exit interviews 18 3 7 5.16667 0.98518
17 Healthy system of communication 18 5 7 6.05556 0.80237
18 Employee empowerment 18 4 7 5.44444 1.14903
Descriptive Statistics for Human Resource Training
Needs assessment survey for employees and
1 members of the management 18 5 7 5.8333 0.6183
2 Strategic training and development program 18 5 7 5.7778 0.8085

Evaluation of training and development
3 program 18 4 7 5.7222 0.8948
4 Degree of employees' participation 18 5 7 5.9444 0.7254
Equal opportunity in attending trainings,
5 seminars and conferences 18 3 7 5.7778 1.0603
6 Qualifications of tainers and facilitators 18 5 7 6.2778 0.6691
7 Budget Allocations 18 3 7 5.8333 1.0981
8 Commitment and Support of Top Management 18 5 7 6.4444 0.7048
9 Training facilities, equipment and resources 18 5 7 5.8889 0.7584

10 Orientation Program 18 4 7 5.7778 0.8782
11 Job rotation 18 1 7 4.8333 1.2948
12 Career Management and Planning Program 18 4 7 5.7778 0.9428

13 Career Counseling 18 2 7 5.2778 1.1785
14 Career development workshops 18 3 7 5.3889 1.0369
Membership to Professional
15 organizations/associations 18 1 7 4.8333 1.2948
16 Supportive work environment 18 4 7 5.8333 0.8575
17 Retreats/Recollections 18 3 7 4.5000 1.2485
18 Personality-Job Matching 18 3 7 5.2222 1.0033
Appendix C
Concordance W
Kendall's Coefficient of Concordance- Terminal

Test Statistics
N 18
Kendall's W 0.286880911
Chi-Square 87.78555861
df 17
Asymp. Sig. 1.53969E-11
Kendall's Coefficient of Concordance-

Instrumental
Test Statistics
N 18
Kendall's W 0.311790863
Chi-Square 95.40800413
df 17
Asymp. Sig. 6.26275E-13
T-test for 2 sampled means
t-Test: Paired Two Sample for Means
Variable 1 Variable 2
Mean 8.950556 9.492777778
Variance 11.01356 8.906562418
Observations 18 18
Pearson Correlation -0.0342
Hypothesized Mean Difference 0
df 17
t Stat -0.50688
P(T<=t) one-tail 0.309375
t Critical one-tail 1.739607
P(T<=t) two-tail 0.61875
t Critical two-tail 2.109816
Pearson Coefficient of Correlation
CORRELATION RESULTS BETWEEN TERMINAL VALUES AND HUMAN RESOURCE SELECTION PRACTICES
A An Family Inner Natio Self- A Social True A A
comfo Equali exciti securi Freed Healt harm Matur nal Pleasu Salvati respe sense recog friend Wisdo world world
rtable ty ng life ty om h ony e love securi re on ct of nition ship m of of
Initial screening -0.30 -0.42 0.13 0.16 0.21 0.47 0.16 -0.20 -0.34 -0.04 -0.11 0.06 -0.03 0.50 0.18 0.06 -0.35 -0.21
Character reference/background
investigation 0.22 -0.08 0.16 -0.10 -0.08 0.02 -0.08 0.08 -0.07 0.16 -0.41 0.07 -0.19 0.26 0.32 0.13 -0.18 -0.29
Physical examination 0.02 -0.54 0.37 0.18 -0.19 -0.05 0.07 0.01 -0.44 0.15 0.46 0.12 0.27 -0.05 0.14 -0.13 -0.41 -0.27
Physical appearance 0.11 -0.04 0.20 0.06 0.10 0.01 0.54 -0.11 0.22 0.25 -0.53 -0.04 0.07 0.17 0.31 -0.21 -0.28 -0.29
Educational attainment -0.22 -0.33 -0.29 0.24 0.37 0.11 0.27 -0.38 0.20 -0.15 -0.33 -0.07 -0.31 0.36 -0.05 0.11 0.25 0.22
Academic honors and recognition -0.37 -0.11 -0.18 0.48 0.22 -0.13 0.20 -0.35 0.29 -0.28 -0.30 0.23 -0.17 0.29 0.14 0.34 0.06 0.10
Significant work experience 0.02 -0.02 0.14 0.22 0.16 -0.02 -0.26 -0.19 0.15 -0.13 -0.31 0.05 -0.06 0.25 0.09 -0.03 0.23 0.08
Company knowledge 0.14 -0.20 -0.22 0.27 -0.22 -0.11 0.37 0.30 0.37 0.15 -0.37 -0.14 -0.24 0.03 0.26 -0.13 -0.05 -0.14
Recommendations 0.32 0.06 0.16 -0.08 0.07 -0.22 0.26 0.15 0.43 0.31 -0.16 -0.43 0.15 -0.12 -0.01 -0.49 0.00 -0.04
Presentation, content and organization

of resume and application letter 0.13 0.17 0.17 0.07 0.15 -0.39 0.11 -0.17 0.19 -0.01 0.14 -0.05 0.21 -0.29 -0.06 -0.43 0.17 0.06
Tests and interview results -0.42 -0.13 0.16 0.31 -0.20 -0.53 0.28 -0.13 -0.09 -0.12 0.38 0.26 -0.07 -0.30 0.08 0.40 0.00 -0.12
English proficiency -0.34 -0.64 0.14 0.21 0.21 -0.36 0.45 -0.53 0.05 0.03 0.04 0.25 0.14 0.22 0.40 0.09 -0.29 -0.02
Present activities and interest -0.20 -0.38 0.05 0.09 0.34 -0.17 0.55 -0.19 0.32 0.15 -0.24 -0.10 0.09 0.27 0.20 -0.38 -0.05 -0.03
Employment planning and forecasting -0.30 -0.45 -0.11 0.32 0.19 0.03 0.32 -0.32 -0.09 -0.09 -0.11 0.21 0.07 0.26 0.41 -0.12 -0.07 0.01
Succession planning 0.00 -0.09 0.03 0.30 -0.01 -0.04 -0.09 -0.19 -0.24 -0.26 0.19 0.37 0.07 -0.17 0.14 0.09 0.05 -0.05
Personnel information system -0.18 -0.13 -0.34 -0.04 0.39 0.23 0.23 -0.18 0.02 0.00 -0.35 -0.11 -0.24 0.45 0.06 -0.06 0.16 0.17
Career development and interest -0.14 -0.06 -0.01 0.34 -0.02 0.24 0.12 -0.11 -0.27 -0.25 0.07 0.26 -0.21 -0.02 -0.39 0.40 0.04 -0.21
Personality profile 0.07 -0.35 0.31 -0.02 -0.02 0.08 0.28 -0.31 -0.10 0.39 -0.46 -0.36 -0.32 0.38 0.11 -0.07 0.04 -0.03
CORRELATION RESULTS BETWEEN TERMINAL VALUES AND HUMAN RESOURCE PROMOTION

Performance evaluation / appraisal 0.03 -0.07 -0.06 0.19 0.03 0.36 -0.16 0.35 -0.14 -0.25 0.26 -0.17 -0.21 -0.16 -0.08 -0.19 0.15 -0.08
Employee discipline and ethics -0.11 0.09 0.00 -0.01 0.11 0.56 -0.21 0.16 -0.42 -0.27 0.26 0.05 -0.10 0.06 0.09 -0.13 -0.18 -0.13
Seniority 0.21 -0.40 0.10 0.48 -0.08 0.15 0.02 -0.11 0.19 0.05 -0.40 -0.15 -0.09 0.31 0.06 -0.16 -0.07 -0.08
Educational attainment and qualifications
-0.18 -0.59 0.10 0.51 0.12 -0.04 0.19 -0.41 0.15 -0.06 -0.26 0.04 -0.08 0.38 0.05 -0.07 0.05 0.04
Years of experience and numbers of
trainings -0.03 -0.23 0.02 0.15 0.45 -0.05 -0.21 -0.27 0.48 -0.04 -0.55 -0.22 -0.03 0.54 0.13 -0.18 0.29 0.27
Years of service in the company 0.07 -0.21 0.22 0.39 0.19 -0.02 -0.18 -0.35 0.26 -0.14 -0.49 -0.04 -0.09 0.24 0.35 -0.08 0.24 0.08
Personality 0.53 -0.23 0.54 0.03 -0.42 0.05 -0.25 0.18 -0.21 0.43 -0.05 -0.28 0.20 0.03 0.37 -0.40 -0.43 -0.23
Recommendations 0.15 -0.49 0.08 0.14 0.12 -0.13 0.35 -0.25 0.38 0.35 -0.38 -0.43 0.03 0.29 0.08 -0.38 0.00 0.14
Commitment and loyalty 0.26 -0.03 0.37 0.23 -0.20 -0.20 -0.17 -0.27 -0.03 0.19 -0.22 -0.01 0.28 0.12 0.62 -0.55 -0.25 0.01
Leadership skills 0.25 0.05 -0.05 -0.04 -0.16 0.11 -0.49 -0.19 -0.11 0.13 -0.05 -0.32 0.11 0.07 0.35 -0.41 0.19 0.50
Attitude -0.04 -0.22 0.46 0.11 -0.08 0.03 -0.20 -0.09 -0.28 0.12 0.07 -0.22 -0.09 0.25 0.38 -0.27 -0.26 -0.08
Popularity -0.43 -0.14 0.00 0.29 -0.04 -0.13 0.46 -0.41 -0.07 -0.10 -0.16 0.11 -0.40 0.02 0.08 0.47 0.21 0.01
Age -0.20 -0.24 0.08 0.18 -0.05 -0.15 0.16 -0.54 -0.07 0.09 -0.31 0.01 -0.37 0.28 0.07 0.32 0.22 0.24
Gender 0.21 0.04 0.20 -0.27 -0.01 -0.14 0.00 -0.53 -0.07 0.53 -0.36 -0.27 0.17 0.37 0.00 -0.31 0.06 0.41
Civil status 0.28 0.01 0.27 -0.21 -0.05 -0.13 -0.05 -0.50 0.01 0.59 -0.53 -0.37 0.15 0.42 -0.01 -0.37 0.16 0.38
Ranking or promotion policies or guide
-0.12 -0.30 0.01 -0.27 0.30 0.27 -0.28 -0.02 -0.16 0.11 -0.04 -0.21 0.00 0.49 -0.03 0.05 0.00 0.16
Continuing Education -0.15 -0.28 0.26 0.16 0.40 0.25 -0.04 -0.54 -0.12 0.05 -0.34 -0.19 0.00 0.63 -0.04 -0.02 -0.08 0.10
Work-related achievements 0.17 0.12 0.15 0.26 0.14 0.21 -0.65 -0.21 -0.08 -0.23 -0.03 0.06 0.26 0.17 -0.24 0.00 0.06 0.14
CORRELATION RESULTS BETWEEN TERMINAL VALUES AND HUMAN RESOURCE RETENTION AND/OR CONSERVATION
Compensation 0.13 -0.27 -0.25 0.06 0.32 0.39 -0.06 -0.22 0.06 -0.02 -0.46 -0.22 -0.22 0.43 0.16 -0.14 0.14 0.20
Rewards and recognition -0.19 -0.04 0.18 0.09 0.19 0.29 -0.07 -0.01 -0.42 -0.19 0.34 0.19 0.13 0.11 -0.44 0.33 -0.33 -0.32
Performance evaluation 0.27 -0.03 0.24 -0.09 -0.12 0.34 -0.44 0.26 -0.31 0.06 0.00 -0.24 -0.23 0.04 -0.02 0.04 0.04 -0.11
Incentive plans/programs 0.21 0.03 0.08 -0.51 -0.10 0.60 -0.24 0.24 -0.48 0.23 0.01 -0.39 -0.28 0.11 -0.04 0.09 -0.09 -0.06
plans/programs 0.50 -0.10 0.30 -0.24 -0.36 0.37 -0.35 -0.08 -0.65 0.41 -0.08 -0.13 0.05 0.15 0.05 0.05 -0.26 -0.08
Career counseling and/or therapy 0.36 -0.06 -0.12 -0.17 -0.07 0.18 -0.23 -0.20 -0.16 0.29 -0.53 -0.12 -0.04 0.31 0.36 -0.14 0.22 0.26
Vacation leaves -0.03 -0.56 -0.23 0.21 -0.07 0.28 0.00 -0.07 -0.07 -0.03 -0.19 0.06 -0.14 0.27 0.24 0.10 0.02 0.07
Health plans 0.29 0.03 -0.14 -0.22 -0.39 0.35 -0.46 0.26 -0.39 0.01 0.19 -0.04 -0.09 -0.29 0.01 0.15 0.22 0.12
Retirement plans 0.53 -0.06 0.01 -0.33 -0.30 0.39 -0.29 0.00 -0.22 0.52 -0.49 -0.45 -0.09 0.29 0.15 -0.17 0.10 0.24
Amenities for comfort, health and safety
0.39 -0.20 0.11 0.05 -0.47 0.07 -0.44 -0.01 -0.36 0.07 0.02 0.26 0.10 -0.17 0.19 0.15 0.04 -0.01
Work designs, evaluation and
descriptions 0.12 0.00 0.06 -0.19 0.15 0.43 -0.28 0.09 -0.07 -0.08 -0.29 -0.15 -0.30 0.18 0.13 0.03 0.12 -0.06
Stress Management -0.12 -0.12 -0.28 0.08 0.42 0.47 -0.10 -0.19 0.08 -0.36 -0.23 0.07 -0.11 0.21 0.10 -0.03 0.14 0.15
Amenities and facilities for comfort,
health and safety 0.37 -0.01 -0.32 -0.41 -0.34 0.26 -0.52 0.16 -0.37 0.18 0.27 -0.19 0.08 -0.17 0.06 -0.17 0.18 0.43
Other fringe benefits -0.21 -0.43 -0.31 -0.18 0.06 0.40 0.07 -0.17 -0.31 0.14 0.02 -0.24 -0.10 0.32 0.15 0.04 0.06 0.35
Employee socialization and informal
groups -0.18 -0.37 -0.45 0.04 0.02 0.37 -0.05 0.05 -0.06 -0.11 0.00 -0.12 -0.16 0.15 0.14 -0.05 0.24 0.31
Exit interviews -0.04 -0.38 0.10 0.09 -0.25 0.03 -0.01 -0.31 -0.55 0.17 0.07 0.42 0.32 0.11 0.19 0.24 -0.12 -0.01
Healthy system of communication -0.12 -0.06 -0.25 0.24 0.26 0.06 -0.29 -0.07 0.16 -0.45 -0.18 0.38 -0.08 0.17 0.21 0.10 0.07 0.03
Employee empowerment 0.02 -0.27 -0.37 0.43 -0.15 0.07 -0.21 -0.11 0.09 -0.26 -0.13 0.19 -0.10 0.01 0.13 0.00 0.29 0.25
CORRELATION RESULTS BETWEEN TERMINAL VALUES AND HUMAN RESOURCE TRAINING

Needs assessment survey for employees
and members of the management
0.03 -0.26 0.28 -0.04 0.01 0.11 -0.20 -0.10 -0.25 0.00 -0.04 0.20 0.06 0.21 0.08 -0.03 -0.15 -0.22
Strategic training and development
program 0.13 -0.09 0.25 -0.33 -0.05 0.32 -0.34 0.23 -0.38 0.05 0.26 -0.17 -0.12 -0.01 -0.08 0.04 -0.10 -0.15
Evaluation of training and development
program -0.05 -0.40 0.26 -0.03 0.07 0.28 -0.30 0.08 -0.23 0.10 -0.06 -0.16 -0.10 0.52 0.11 0.02 -0.29 -0.15
Degree of employees' participation -0.17 -0.23 0.11 -0.11 0.15 0.34 -0.31 0.33 -0.16 -0.19 0.26 -0.12 -0.21 0.18 -0.07 0.18 -0.18 -0.20
Equal opportunity among employees in
attending trainings, seminars and
conferences locally and internationally
-0.03 -0.47 0.29 0.19 0.13 0.24 -0.25 -0.03 -0.16 0.03 -0.03 -0.13 0.10 0.46 -0.02 -0.22 -0.21 -0.14
Qualifications of tainers and facilitators
0.16 -0.15 0.27 -0.20 0.01 0.14 -0.58 0.05 -0.24 0.09 0.07 -0.06 0.21 0.22 -0.02 -0.03 -0.09 -0.02
Budget Allocations 0.15 -0.22 0.42 -0.28 0.12 0.19 -0.23 -0.14 -0.33 0.29 -0.06 -0.24 0.12 0.36 0.11 -0.34 -0.23 -0.09
Commitment and Support of Top
Management 0.08 -0.37 0.22 0.26 0.16 0.15 0.06 0.00 0.01 -0.18 -0.10 0.12 -0.03 0.02 0.25 0.00 -0.26 -0.42
Training facilities, equipment and
resources 0.37 0.02 0.04 0.08 -0.28 0.39 -0.42 0.26 -0.42 0.00 0.03 -0.01 -0.14 0.00 -0.18 0.13 -0.08 -0.19
Orientation Program 0.17 -0.03 0.01 0.04 -0.19 0.56 -0.30 0.24 -0.42 -0.14 -0.02 0.06 -0.30 0.02 0.19 0.19 -0.18 -0.24
Job rotation 0.20 -0.38 -0.18 0.35 -0.02 0.21 0.01 0.05 0.26 0.03 -0.51 -0.08 -0.07 0.32 0.39 -0.21 -0.05 0.02
Career Management and Planning
Program 0.02 -0.30 -0.20 0.38 -0.23 0.24 -0.19 0.15 -0.11 -0.19 -0.04 0.12 -0.10 0.02 0.29 0.00 0.00 -0.04
Career Counseling -0.16 -0.38 -0.04 0.36 0.09 0.19 0.02 -0.12 0.02 -0.12 -0.34 0.11 -0.14 0.39 0.42 0.10 -0.14 -0.07
Career development workshops -0.11 -0.16 -0.06 0.34 0.28 0.42 -0.16 -0.09 0.08 -0.31 -0.31 0.02 -0.12 0.34 0.24 0.06 -0.11 -0.04
organizations/associations -0.03 -0.29 -0.31 0.15 0.12 0.18 0.01 -0.09 0.07 -0.03 -0.39 -0.08 -0.40 0.41 0.09 0.06 0.18 0.17
Supportive work environment -0.12 -0.16 0.11 0.28 0.17 0.06 -0.20 -0.13 0.00 -0.30 -0.24 0.29 -0.13 0.22 0.32 0.04 -0.02 -0.16
Retreats/Recollections 0.35 0.05 -0.08 0.01 -0.21 0.29 -0.45 0.04 0.02 0.19 -0.53 -0.28 -0.13 0.26 0.15 -0.17 0.32 0.29
Personality-Job Matching 0.19 0.01 -0.22 -0.36 -0.24 0.35 -0.57 0.18 -0.42 0.17 0.13 -0.17 0.04 0.13 0.02 -0.22 0.18 0.35
CORRELATION RESULTS BETWEEN INSTRUMENTAL VALUES AND HUMAN RESOURCE SELECTION PRACTICES
Ambit Broad Capab Coura Forgiv Helpf Hones Imagi Indep Intelle Logica Obedi Respo Self-
ious minde le Clean geous ing ul t native enden ctual l Loving Loyal ent Polite nsible contr
Initial Screening 0.19 -0.01 0.04 0.53 -0.25 0.38 -0.09 -0.05 -0.18 0.05 -0.01 -0.04 -0.08 -0.16 0.01 0.08 -0.61 0.19
Character Reference/
Background Investigation 0.19 -0.18 -0.41 -0.07 -0.13 -0.06 -0.12 0.10 -0.21 -0.12 0.28 -0.11 0.08 0.16 0.35 0.45 -0.11 -0.08
Physical Examination -0.24 -0.12 -0.05 -0.03 0.29 0.71 0.18 -0.02 -0.62 -0.04 -0.01 -0.07 0.19 -0.14 0.06 -0.18 0.11 0.15
Physical Appearance -0.20 0.13 0.02 0.43 0.06 -0.23 0.02 -0.25 0.60 0.38 -0.05 -0.30 0.24 -0.42 0.11 -0.11 -0.65 0.09
Educational Attainment 0.10 0.26 0.00 0.55 -0.36 -0.01 -0.38 -0.18 0.24 0.08 -0.39 -0.17 -0.28 -0.08 0.07 0.20 -0.35 0.47
Academic Honors and
Recognition 0.22 0.36 0.00 0.22 -0.11 0.05 0.04 -0.26 0.10 -0.02 -0.30 0.10 -0.07 -0.28 -0.16 -0.13 -0.12 0.33
Significant Work Experience 0.25 0.11 0.15 0.10 -0.45 -0.27 -0.07 -0.02 -0.02 0.08 0.03 -0.15 -0.08 -0.18 -0.17 0.30 0.04 0.37
Knowledge about the company.
Its nature, products or services
-0.05 -0.09 -0.33 0.19 0.08 0.17 -0.15 0.15 0.28 -0.04 -0.27 -0.21 0.41 0.13 0.08 -0.12 -0.22 -0.24
Recommendations -0.43 0.06 -0.01 0.06 0.01 -0.24 0.28 -0.09 0.57 0.24 -0.14 -0.30 0.24 -0.11 0.11 -0.06 -0.11 -0.04
Presentation, content and
organization of resume and
application letter -0.46 0.29 -0.06 -0.16 0.28 0.04 0.16 -0.10 0.19 -0.22 -0.35 -0.21 0.20 -0.05 0.07 0.10 0.27 0.14
Tests and interview results -0.13 0.28 -0.17 -0.47 0.45 0.48 0.18 0.04 -0.58 -0.47 -0.16 0.30 -0.16 -0.01 0.25 -0.04 0.44 0.11
English proficiency -0.45 0.23 -0.01 0.48 0.17 0.17 0.20 -0.01 -0.17 0.33 -0.36 0.05 -0.05 -0.52 0.04 -0.10 -0.22 0.39
Present activities and interest
-0.23 0.16 -0.05 0.67 -0.07 -0.02 -0.13 0.18 0.29 0.24 -0.30 -0.12 0.19 -0.44 -0.02 0.03 -0.64 0.18
Employment planning and
forecasting 0.14 0.11 -0.18 0.38 0.06 0.58 -0.27 -0.05 -0.15 -0.20 -0.21 -0.15 0.21 -0.24 0.03 0.05 -0.53 0.31
Succession planning 0.06 0.00 -0.07 -0.11 0.16 0.40 -0.04 -0.30 -0.36 -0.19 -0.11 -0.28 0.10 -0.07 -0.02 0.03 0.29 0.46
Personnel Information system
0.36 -0.03 -0.45 0.39 -0.32 0.23 -0.37 -0.17 0.16 -0.30 -0.15 -0.13 0.01 0.06 0.23 0.41 -0.49 0.27
Career and development interest
0.09 0.11 0.15 0.16 -0.09 0.25 -0.34 -0.24 -0.21 -0.10 -0.19 0.00 -0.28 0.13 -0.06 -0.05 0.21 0.30
Personality profile -0.10 0.21 0.11 0.30 -0.38 -0.26 -0.32 -0.04 0.20 0.20 -0.04 -0.21 -0.40 -0.12 0.45 0.52 -0.39 0.31
CORRELATION RESULTS BETWEEN INSTRUMENTAL VALUES AND HUMAN RESOURCE PROMOTION

Performance evaluation /
appraisal 0.26 -0.15 -0.09 0.01 -0.09 0.43 -0.12 0.00 -0.18 -0.28 -0.08 -0.47 0.10 0.28 0.07 0.12 -0.04 0.14
Employee discipline and ethics
0.22 -0.20 -0.10 0.18 0.03 0.36 0.10 -0.07 -0.14 -0.21 -0.04 -0.29 0.17 0.12 -0.05 0.07 -0.21 0.00
Seniority -0.15 0.15 0.34 0.44 -0.36 -0.04 -0.11 0.00 0.26 0.36 -0.30 -0.26 0.03 -0.05 -0.22 -0.10 -0.16 0.12
Educational attainment and
qualifications -0.13 0.38 0.37 0.60 -0.28 0.03 -0.34 0.17 0.00 0.27 -0.41 -0.04 -0.15 -0.28 -0.23 -0.01 -0.29 0.31
Years of experience and numbers
of trainings 0.36 0.25 0.13 0.28 -0.67 -0.38 -0.11 0.07 0.19 0.18 0.07 -0.10 -0.13 -0.25 -0.11 0.36 -0.41 0.33
Years of service in the company
0.23 0.36 0.33 0.11 -0.38 -0.29 -0.12 -0.18 0.15 0.22 0.03 -0.45 -0.16 -0.30 0.02 0.28 -0.31 0.54
Personality -0.17 -0.07 0.13 -0.31 0.15 0.12 0.35 -0.10 -0.05 0.20 0.30 -0.31 0.29 -0.07 0.17 -0.10 -0.07 -0.18
Recommendations -0.40 0.27 0.21 0.46 -0.24 -0.17 -0.07 -0.01 0.51 0.43 -0.32 -0.20 -0.05 -0.22 0.08 -0.01 -0.43 0.14
Commitment and loyalty -0.26 0.28 0.07 -0.20 0.32 0.13 0.32 -0.07 0.16 -0.10 -0.11 -0.22 0.48 -0.25 -0.03 0.00 -0.11 -0.13
Leadership skills 0.06 -0.02 0.16 -0.31 -0.14 0.00 0.23 -0.19 0.21 -0.05 0.03 -0.26 0.07 0.03 -0.03 0.17 0.07 0.07
Attitude -0.02 0.22 -0.11 -0.22 0.11 0.35 0.33 0.08 -0.29 -0.36 -0.03 -0.10 0.06 0.02 0.31 0.33 -0.13 -0.08
Popularity 0.00 0.33 0.06 0.08 -0.05 0.02 -0.26 -0.15 -0.04 -0.12 -0.27 0.03 -0.50 -0.10 0.30 0.25 -0.02 0.45
Age 0.11 0.45 0.25 0.10 -0.13 -0.29 -0.36 -0.20 0.04 0.13 -0.13 0.09 -0.51 -0.31 0.20 0.23 -0.08 0.45
Gender -0.07 0.37 0.28 -0.06 -0.05 -0.43 -0.12 -0.35 0.45 0.21 0.13 0.18 -0.15 -0.42 0.10 0.11 -0.22 0.13
Civil status -0.05 0.35 0.35 -0.06 -0.29 -0.51 -0.23 -0.18 0.46 0.21 0.17 0.15 -0.21 -0.32 0.09 0.27 -0.23 0.10
Ranking or promotion policies or
guide 0.54 -0.16 -0.11 0.07 -0.49 0.08 -0.10 0.04 -0.34 -0.02 0.46 0.14 -0.26 -0.02 0.14 0.32 -0.38 0.15
Continuing Education 0.28 0.54 0.26 0.17 -0.35 0.09 -0.10 -0.41 0.09 -0.03 0.07 0.02 -0.38 -0.24 0.18 0.21 -0.58 0.37
Work-related achievements 0.34 0.28 0.43 -0.33 -0.25 0.06 0.09 -0.36 -0.12 -0.08 0.23 0.04 -0.12 0.03 -0.31 -0.11 0.19 0.15
CORRELATION RESULTS BETWEEN INSTRUMENTAL VALUES AND HUMAN RESOURCE CONSERVATION AND RETENTION
Compensation 0.27 0.01 -0.09 0.42 -0.45 0.02 -0.33 -0.28 0.31 0.08 -0.10 -0.46 -0.07 0.06 0.16 0.34 -0.52 0.36
Rewards and recognition 0.12 0.04 -0.05 -0.11 -0.01 0.57 0.15 -0.27 -0.50 -0.32 0.11 0.27 -0.19 0.20 0.03 -0.10 0.15 0.05
Performance evaluation 0.45 -0.17 -0.04 -0.36 -0.25 0.06 -0.09 -0.14 -0.31 -0.14 0.46 -0.31 -0.19 0.24 0.34 0.36 0.02 0.14
Incentive plans/programs 0.23 -0.40 -0.06 -0.08 -0.32 -0.13 -0.07 -0.09 -0.04 0.09 0.45 -0.22 -0.36 0.34 0.45 0.42 -0.21 -0.04
plans/programs 0.08 -0.24 0.08 -0.33 -0.13 0.08 -0.04 -0.42 -0.20 0.10 0.47 -0.15 -0.18 0.15 0.32 0.21 0.13 0.10
Career counseling and/or therapy
0.42 -0.25 -0.19 -0.08 -0.41 -0.10 -0.38 -0.28 0.11 -0.01 0.35 -0.33 0.03 0.01 0.23 0.51 -0.21 0.32
Vacation leaves 0.21 -0.23 0.14 0.51 -0.36 0.11 -0.41 0.14 -0.13 0.35 -0.03 -0.20 -0.06 -0.07 -0.16 -0.02 -0.34 0.24
Health plans 0.30 -0.51 0.18 -0.29 -0.19 -0.06 -0.30 0.05 -0.28 0.13 0.44 -0.23 -0.21 0.31 0.03 0.12 0.25 0.06
Retirement plans 0.25 -0.33 0.17 -0.05 -0.54 -0.39 -0.28 -0.19 0.32 0.35 0.46 -0.26 -0.18 0.09 0.19 0.34 -0.22 0.07
Amenities for comfort, health
and safety 0.15 -0.28 0.32 -0.25 -0.05 -0.06 -0.31 0.00 -0.42 0.30 0.41 -0.18 -0.07 0.00 -0.11 -0.03 0.31 0.18
Work designs, evaluation and
descriptions 0.34 -0.15 0.09 0.20 -0.45 -0.40 -0.26 0.11 0.06 0.21 0.30 -0.38 -0.26 0.10 0.18 0.46 -0.38 0.14
Stress Management 0.33 0.13 0.29 0.54 -0.22 -0.16 -0.41 -0.10 0.30 0.29 -0.03 -0.37 -0.12 -0.14 -0.16 -0.02 -0.70 0.26
Amenities and facilities for
comfort, health and safety 0.07 -0.57 0.01 -0.25 -0.11 0.03 -0.11 0.07 -0.13 0.08 0.25 -0.12 0.00 0.34 -0.04 0.10 0.32 -0.11
Other fringe benefits 0.25 -0.25 0.00 0.32 -0.35 0.25 -0.24 -0.07 -0.04 0.12 0.06 -0.03 -0.28 0.00 0.13 0.16 -0.44 0.24
Employee socialization and
informal groups 0.37 -0.25 0.10 0.39 -0.31 0.19 -0.47 0.25 -0.04 0.10 -0.01 -0.15 -0.08 0.08 -0.14 0.03 -0.45 0.09
Exit interviews 0.31 -0.20 0.11 -0.10 0.01 0.43 -0.36 -0.22 -0.60 0.06 0.41 0.16 -0.05 -0.32 -0.08 -0.10 0.00 0.41
Healthy system of
communication 0.46 0.17 -0.09 0.11 0.07 0.10 -0.30 0.12 -0.18 -0.18 0.02 -0.06 0.18 -0.01 -0.19 -0.03 -0.28 -0.02
Employee empowerment 0.29 0.13 0.23 0.10 0.00 0.20 -0.57 0.13 -0.07 -0.04 -0.16 -0.13 0.09 0.07 -0.30 -0.19 -0.09 0.05
CORRELATION RESULTS BETWEEN INSTRUMENTAL VALUES AND HUMAN RESOURCE TRAINING
Needs assessment survey for
employees and members of the
management -0.03 -0.06 0.12 0.23 -0.17 -0.05 -0.27 0.44 -0.42 0.09 0.15 0.05 -0.09 0.02 -0.05 0.28 -0.11 -0.05
Strategic training and
development program 0.03 -0.32 0.01 -0.06 -0.22 -0.08 0.06 0.21 -0.38 0.09 0.31 -0.12 -0.26 0.25 0.21 0.34 0.10 -0.03
Evaluation of training and
development program 0.27 -0.12 -0.09 0.12 -0.39 0.17 0.08 0.27 -0.45 -0.03 0.26 0.11 -0.12 0.10 0.10 0.30 -0.25 -0.10
Degree of employees'
participation 0.25 -0.22 -0.07 0.10 -0.28 0.11 0.15 0.37 -0.49 -0.01 0.21 0.05 -0.22 0.26 0.07 0.18 -0.11 -0.15
Equal opportunity among
employees in attending trainings,
seminars and conferences locally
and internationally
0.19 0.13 0.13 0.17 -0.28 0.37 -0.14 0.29 -0.39 -0.13 0.12 0.08 -0.02 0.07 -0.04 0.14 -0.36 -0.10
Qualifications of tainers and
facilitators 0.28 -0.16 0.09 -0.28 -0.31 0.02 0.02 0.23 -0.51 -0.04 0.55 0.17 -0.15 0.16 0.01 0.26 0.04 -0.12
Budget Allocations -0.02 0.04 -0.03 0.00 -0.16 0.07 -0.02 0.13 -0.20 -0.09 0.27 -0.04 -0.08 0.04 0.31 0.45 -0.33 -0.07
Commitment and Support of Top
Management -0.10 0.09 -0.02 0.23 0.04 0.24 -0.04 0.00 -0.16 0.09 -0.04 -0.46 0.05 0.05 0.21 0.06 -0.35 0.15
Training facilities, equipment and
resources 0.32 -0.26 -0.14 -0.36 -0.12 0.39 -0.17 -0.21 -0.37 -0.33 0.25 -0.16 0.01 0.49 0.14 0.14 0.33 -0.05
Orientation Program 0.36 -0.27 -0.06 -0.04 -0.05 0.19 -0.12 -0.14 -0.21 -0.05 0.23 -0.38 -0.01 0.27 0.17 0.11 -0.12 0.01
Job rotation 0.29 -0.03 0.05 0.38 -0.22 0.08 -0.25 -0.07 0.29 0.26 -0.03 -0.40 0.33 -0.15 -0.15 -0.16 -0.57 0.08
Career Management and
Planning Program 0.35 -0.10 0.01 0.00 0.02 0.49 -0.32 0.15 -0.28 -0.19 0.02 -0.21 0.21 0.19 -0.11 -0.12 -0.19 -0.08
Career Counseling 0.45 0.16 -0.03 0.22 -0.08 0.28 -0.19 -0.09 -0.10 -0.02 0.07 -0.16 0.09 -0.19 0.03 -0.03 -0.60 0.16
Career development workshops
0.53 0.27 0.18 0.20 -0.14 0.13 -0.07 -0.28 0.14 0.05 0.10 -0.29 0.01 -0.15 -0.06 -0.14 -0.68 0.16
organizations/associations 0.41 0.04 -0.23 0.29 -0.30 0.10 -0.48 -0.02 0.03 -0.13 -0.12 -0.14 -0.04 0.09 0.12 0.27 -0.32 0.17
Supportive work environment
0.39 0.27 -0.04 0.05 0.04 0.13 -0.30 0.16 -0.29 -0.23 0.09 -0.15 0.08 -0.06 0.04 0.20 -0.38 0.06
Retreats/Recollections 0.64 -0.04 0.25 -0.19 -0.45 -0.29 -0.46 -0.07 0.22 0.06 0.44 -0.21 -0.04 0.04 -0.03 0.21 -0.29 0.02
Personality-Job Matching 0.40 -0.50 -0.07 -0.20 -0.29 0.14 -0.29 0.27 -0.30 -0.21 0.37 0.09 0.04 0.33 -0.09 0.29 0.09 -0.23
TABLE OF CONTENTS
Title Page ………………………………………………………………… i
Approval Sheet ………………………………...………………………… ii
Table of Contents ………………….………….……………….........…… iii
Abstract ….………………………….……………………..........…......… 1.3
Conceptual Framework……………………………………....……...…… 17
Statement of the Problem………………….………………...…....……… 19
Hypothesis of the Study…………………………….…..…….….....…… 20
Significance of the Study…………………………....…………...……… 20
Scope and Limitations ………………...………………………………... 21
Research Design ………………………………………...……………… 23
Participants of the Study ……………...………………...……………… 23
Research Instrument ………………………………………………….… 24
Data Gathering Procedures…………………………...…….….......…… 25
Data Processing and Analysis Procedure ……………..…………..…… 26
Results …………………………………………………...…….….…… 28
Conclusion …………………………………………………...…...…… 80
Definition of Terms ……………….………………..………….……… 84
References ……………………………………...………...…………… 85
LIST OF TABLES PAGE
Table 1: Most Important Terminal Values 29
Table 2: Moderately Important Terminal Values 30
Table 3: Least Important Terminal Values 33
Table 4: Most Important Instrumental Values 34
Table 5: Moderately Important Terminal Values 36
Table 6: Least Important Instrumental Values 38
Table 7: Most Important Terminal and Instrumental Values 39
Table 8: Moderately Important Terminal and Instrumental 40

Values
Table 9: Least Important Terminal and Instrumental Values 41
Table 10: Levels of Agreement on the RVS Terminal Values 42
Table 11: Levels of Agreement on the RVS Instrumental Values 43
Table 12: Ranking Distribution on the RVS Terminal and

Instrumental Values 45
Table 13: Most Important Recruitment and Selection Orientations

Based on Mean Ranks 49
Table 14: Moderately Important Recruitment and Selection

Orientations Based on Mean Ranks 51
Table 15: Least Important Recruitment and Selection Orientations

Table 16: Most Important Human Resource Promotion

Table 17: Moderately Important Human Resource Promotion

Table 18: Least Important Human Resource Promotion

Table 19: Most Important Human Resource Conservation and

Retention Orientations Based on Mean Ranks 60
Table 20: Moderately Important Human Resource Conservation

and Retention Orientations Based on Mean Ranks 62
Table 21: Least Important Human Resource Conservation and

Retention Orientations Based on Mean Ranks 64
Table 22: Most Important Human Resource Training Orientations

Table 23: Moderately Important Human Resource Training

Table 24: Least Important Human Resource Training Orientations

Table 25: Levels of Agreement in Management Orientation Based

on Kendalls’ Concordance 74
Table 22: Most Important Human Resource Training Orientations

APPENDICES
Appendix A: Interview Questionnaire …………….……… 89
Appendix B: Descriptive Statistics……………...…...…… 99
Appendix C: Concordance W ……………...………..…… 103
Appendix D: Communication …………...……...…...…… 105

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1

TERMINAL AND INSTRUMENTAL VALUES OF BPO-HR MANAGERS

Irene Mae L. Manabat

The study investigated the levels of commitment of the BPO HR

Introduction and Review of Related Literature

workplace by leaders and members of an organization.

Statement of the Problem/Research Objectives

 Recruitment and selection?

3. What is the level of agreement or congruence among BPO HR managers in terms of

their terminal and instrumental values?

4. Is there a significant difference in the mean ranks of respondents’ terminal and

functions and culture of the Human Resource Department.

Figure 1. Conceptual Framework

terminal values (Robbins, 2000)

following hypotheses were tested:

1. There is no agreement or concordance among the BPO HR Managers

regarding their terminal and instrumental values.

2. There is no significant relationship between the terminal and instrumental

values of the HR Managers.

3. There is no significant relationship between the instrumental values and human

resource management orientation of the HR Managers.

Significance of the Study

Resource Manager of their organization as a practitioner of the profession who may

of other BPOs. It will enable the management of such organization to establish a

organizational nature of the BPOs as a growing industry.

Scope and Limitations

This study employed the descriptive method of research in order to achieve a

Participants of the Study

values of the respondents were the following:

C. Human Resource Management Orientation

resource management retention and conservation and d) human resource training.

Data Gathering Procedures

the actual survey was done.

Data Processing and Analysis

(this includes sampling techniques and statistical treatment/tools used)

values and their human resource management orientation.

management practices; and on their significant relationships, similarities and associations

within and among each other.

physiological and safety needs first before anything else.

‘ask and you shall receive” applies.

Most Important Terminal Values

Rank Variables N Minimum Maximum Mean Std. Deviation

handling relationships particularly on the personal level with inclination on spiritual

development. This also signifies the importance of maturity in preserving personal

or highly-structured style of management or leadership that most organizations uphold.

Moderately Important Terminal Values

Rank Variables N Minimum Maximum Mean Std. Deviation

instrumentally linked with achieving a comfortable life; becoming self-controlled is definitely

harmony, true friendship and mature love.

an exciting life and a world of beauty.

values of the respondents is rejected through Kendall’s Coefficient of Concordance W. For

rankings given to each terminal and instrumental values by the respondents.

Furthermore, the weak to moderate agreement or concordance among these sets of

where efficiency is measured based on extrinsic results, high conformity to company

recognition and acceptance in their prevailing culture and system.

validation if these skills are carried out by potential applicants.

process as seen in the respondents’ orientation.

Meanwhile, the orientation of the BPO HR managers on promotion is focused on

order to survive and thrive in the BPO work environment.

In terms of the orientation of the respondents on human resource retention and

healthy system of communication, rewards and recognition, incentive programs and

better reasons of maintaining their loyalty or commitment to the organization.

articulate and engages in interesting activities. Social recognition is moderately related to