CHAPTER I

INTRODUCTION
Background of the Study
If management could keep all employees happy, good performance would automatically
follow (Gascon, 2010). The performance of the different international institution like the Oxford
University considers public managers who face additional pressures (politicians, administrators,
regulators, etc.) crucial to the societal development.
The present UNESCO Institute for Statistics rate shows that from the 60% over all
literacy rate in 2012, it went up for almost 100% in 2015 for the most dominant countries in the
world. A considerable factor therefore is the management capabilities of the academic
administrators which influences the students educational and social ability. The efficient services
and effective administration system of the academes has something to do with their managerial
competence which constitutes their educational attainment, years of services, and other
substantive factors that establishes their proficiency in the work they have been assigned.
Hence, applied to the Philippines educational development, these factors are also
considered and accepted. One of the many aims of the Philippine educational system is to
respond effectively to changing needs and conditions through a system of educational planning
and evaluation (Go, 2013). In the Philippines alone, education has an important role in fostering
the students welfare. In reality, different administrations were established to meet the demands
of the students as quickly as possible. These administrations are comparable to decentralized
offices that substitute the incompetent function of the centralized administration. More likely,
student universities in the Philippines particularly in big universities prove that the service

performance and administrational system affects their educational and social capabilities.
Notorious exposure of the prevalent flaws of administrational system was done often in the
University of the Philippines, Diliman. UP Diliman, was considered the most outstanding
educational institution nationwide that produces many professionals and leaders. These students
which are also called leaders or student activists conduct usual strikes and other form of
rebellious expression of notion against the administration. This proves that the awareness of the
students in the said university is incomparable than the awareness we have in CSU, Carig
Campus. CSU Carig Campus as an institution constitutes different office services exclusively for
educational purposes; some of its major offices are the Office of Student Services Welfare
(OSSW) and Guidance and Counseling office that were made available to the students welfare
and development. But, are the students aware of the importance of these offices? Or are these
offices invisible enough to the students such that these students do not even know that different
offices exist for their own benefit?
As cited in the revised 2013 student manual, the vision and mission of the Cagayan State
University states:
Vision:Transforming lives by educating for the best
Mission:Cagayan State University is committed to transform the lives
of people and communities through high quality instruction and
innovative research, development, production and extension.
Successively, CSU Carig Campus have put up certain offices that promotes the said
vision and mission like the Faculty Office, and the Research and Extension Office, both helps the
students in enhancing different advanced skills. This study will be conducted to know the

performance effectiveness of the said offices in promoting the student welfare. Specific
information about the administrators and personnels background, service compliance, and
students response to the functionality of the offices will be critically analyzed, and systematized.
Hence, this study, Service Delivery Performance of the Different Offices at Cagyan State
University, Carig Campus aims to provide a wider spectrum of how these offices function, and
deliver certain tasks which affects the development and capability of the institution and its
students. Different factors will be presumed by the researchers to deliberately measure the
capability of the personnel, faculties, and students. The succeeding confabulation therefore will
delineate the studys aim, purpose, practicability, and contribution in the society.
Statement of the Problem
The focus of the study is to find out the service performance of the different offices at CSU,
Carig Campus. Specifically, it aims to answer the following questions:
1.

What is the profile of the office heads and personnel in terms of:
a)

Age

b) Gender
c)

Civil status

d) Educational Qualification
e)
2.

Years of Service

What is the extent of management and service delivery of the different offices of CSU,
Carig Campus in terms of:

a)
b)
c)
d)
e)
3.

Management measures
Organizational communication
Management team
Organizational relations
Organizational changes

What is the level of awareness of the students and teachers on the functionality of the
different offices?

Significance of Study
This study, Service Delivery Performance of the Different Offices at Cagayan State
University, Carig Campus aims to deliver substantial information that contributes to the
development of the different sectors of the society. With this innovation of ideas, the researchers
wishes to grant these sectors to purposefully use these ideas to further develop oneself, and fully
improve system that contributes to the general welfare rather than adhering to the vision or goals
that harms the public. Therefore, this study benefits the following:
The Administration - This will serve as an eye opener and a substitute in their general
supervision to the institution. The overview of this study will let them take action in any possible
problems faced by the institution.
The Office Heads and Personnel This study will enhance their management capabilities as
well as to improve effectively and efficiently their delivery practices.
The Students Their awareness towards the functionality and importance of the different
offices of the CSU, Carig Campus will be increased and their consideration towards the
management flaws will be enhanced.

The Community - This study will further explain and delineate the management styles and
delivery practices of the offices of the CSU, Carig Campus which can also be patterned in the
service style and delivery practices of other organization outside the institution.
Scope and Limitations
This study will be conducted in the different offices of Cagayan State University, Carig
campus from July to October, school year 2015-2016. The students and the faculty of the
university will be the respondents in assessing the service capabilities of the different offices.

CHAPTER II
REVIEW OF RELATED LITERATURE AND STUDIES

Performance can be defined operationally in terms of effectiveness, efficiency, and

satisfaction of members within the organization (Kast, 1974).
(Wynn, 1984) refer to the organizational performance in terms of productivity, rate of
absences, and turn overs of staff loss through scrap, waste, and quality control.
The authors above who delineate the relationship of organizational performance to its
productivity agreed upon similar arguments and ideas that the core of an administration are
subject by two or more persons who are coordinated toward a given goal and objective.
Considering Cagayan State University, Carig Campus as an organization, this study denotes the
institution as the organization.
Cagayan State Universitys Chronological Background
The establishment of the first state run University in the province, the Cagayan State
University, was the result of the complementary existence and interaction of two State Colleges
in Cagayan. Each with different but complementary sets of disciplines, the two state colleges
where the Cagayan Valley College of Arts and Trades in Tuguegarao, Cagayan and the Northern
Luzon State College of Agriculture in Piat, Cagayan.
With their concerted effort to produce manpower needs in the countryside according to
the demands of the industries and the different agencies in the socio economic development
programs, the CVCAT has to establish linkage with the different public and private and
establishment as it kept on working for quality manpower outputs.
In their bid to provide institutional excellence, and opportunities for upgrading the
competencies of all those pursuing or are engaged in the pursuit of higher professional, technical,

vocational, industrial, agricultural and fishery programs, projects and demands of the region
through pulled in and collective utilization of the instructional and facilitative resources,
facilities and expertise.
As events followed one another that on 11th day of June, 1978, His Excellency President
Ferdinand E. Marcos, signed Presidential Decree. No. 1436 merging the Cagayan Valley College
of Arts and Trades and Northern Luzon State College of Agriculture into a State University to be
known as the Cagayan State University.
The unique step up of the CSU has brought the doors of the university to the students in
all towns of Cagayan and other neighboring provinces. And as of now, it has its two campuses at
Tuguegarao, Carig and Caritan that took the lead in providing opportunities for Cagayan youths
to pursue secondary and tertiary education.
The CSU is composed of top caliber officials, personnel, staff and faculty members. Like
any organization, the CSU is staffed with people of diverse family professional orientation,
religion, social and economic status, and differing values and norms of behavior.
The CSU is an open system. According to (Miles,1998) the open system approach to
organization theory is bounded with collection of independent parts devoted to accomplish some
goal or goals with the parts maintained in a state in relation to each othe and the environment by
means of standard modes of operation and feedback from the environment about the
consequences of system action.
Meanwhile Kliatchko,(1988) states that productivity is dependent on the commitment of
the every worker to the attainment of higher productivity as much as the availability of resources
and the maximum utilization of such.

Factors Affecting Administrational Performance

Personnel, administrators, and faculties practices, capabilities, etc. are significantly
considered by the researchers as factors that affects their administrational performance.
Management-related activity and personnels personal attributes are emphasized by the
researchers.
Work Performance and Experience
Batbo, (1973) among the social welfare workers showed that those who lacked formal
training in social work performed their functions unsatisfactorily.
Gregorio, (1976) claimed that the age of employees influence their moral values. He
further said that as a man grows up, his personality changes; he gains more knowledge and
experiences and the way he views things also varies with his age.
Hurtz & Denovan (2005), discussed in his study the five factors that affects job
performance, one significant factor that he considered was that, the single conscientiousness is
the most predictive job performance
Delson (1977) performance is likewise influence by aged. The older the employee is, the
better is his performance so long as it does no go beyond middle age.
Marticchio (2008), stated that job absence is very much a part of job performance:
employees are not performing effectively if they do not even come to work. Introverted,
conscientious employees are much less likely to be absent from work, as oppose to extraverted
employees who are low in conscientiousness. Interestingly enough, neuroticism is high
correlated in absence.

Thoresen et al., (2009), cited in his research the job satisfaction and the five factor
model. The results of the latter research suggest that extraverted individuals are less satisfied in
the work place due to too much stimulation. Combining the result of these two studies suggest
that conscientiousness is the deciding factor regarding job absence.
Girth (2010), cited in his study that public accountability is compromised when in
efficiencies, corruption, and vendor opportunism result in government contracts.
Frederickson (2012), points out that in the responsibility of the employees, factors do
not affect the theory or result of the management by contract, but in the cost and lost of controls
as fewer and fewer employees become responsible for more and more contract. While this
concept has made for a smaller government that odds with managing by contract has a result of
ineffective contract management, lack clear accountability [governance], and reduce the capacity
of public managers to manage. Thus, visionary skill as a form of leadership and public
administration can cause difficulties when put to the test through research science. Best practices
and studies into leadership, usually fail to impress much like due to the fact that they are
grounded in an observational findings and only describe or account of events that are nearly
impossible to replicate.
Fu (2012), concludes in his dissertation that the political dimension of public leadership
is a largely understudied empirical phenomenon where scholars have only captured the tip of the
iceberg, living numerous questions for future study. Going beyond interpersonal political skills,
explanations are sought of how behavioral skill integrates different political dimensions into
public management. The results would have practical implications for providing and developing
more effective leadership skills in public organizations.

Delson (1977) articulates that, work experience or length of service influence the
performance of employees. The longer their services are the better is the performance of the
personnel. Furthermore, the longer the stay in the job, the more they value it.
Lalatag, (1979) revealed that the lack of trained personnel, weak leadership, poor
interpersonal working conditions, poor office discipline, and poor system and procedure
adversely affected the performance of auditing personnel.
Hunter (1983), as a conclusion in his study, he states that there are two most critical
individual differences determinants of job performance, which are general mental ability and
amount of job experience.
(Flippo, 1984) says that, there is still no more convincing standard for gauging
probability than the ability to perform well in a given job. It is essential that a candidates total
qualification be carefully evaluated in much against the total requirements of the position he has
to fill. If this aspect is not considered the Peter Principle on selection promotion with states
that managers tend to be promoted to the level of their incompetence is applied. In this principle,
position requisites like duties, extent of authority, technical requirements, relationship with peers,
and leadership styles should be compared to the candidates qualification. The qualifications are
in the form of intelligence, experience, personality traits, values, attitudes, leadership skills, and
capacity to work.
Ilagan, (1994) found out that the length of service is one among the biographic variables
which are not significantly related to work performance.
Catabui (1995) in her study in Isabela State University, management as perceived by the
academic staff in the division of Isabela found out that, the most effective administrators were

10

defined as person who developed well defined patterns of organizations, who opened channels of
communication, to articulate goals, who kept moral high, whose relationship with others are
categorized by mutual respect and warmth.
In his study Caplan (2013), the relationship was stronger when hard performance
measures such as work samples were used as compared to soft performance measures such as
supervisory ratings. Individuals may rate an employees performance relative to his/her job
experience. A poorly performing new comer may be rated the same as an average performing
veteran. Thus, subjective may attenuate actual performance level differences which are captured
by more objective hard performance criteria.
Work Personality and Behavior
In a study conducted by Andres, (1989), He mentioned that there are three roles or values
on Filipino leadership and management. These are (1) management and perceptions on the role
of the head as required by the position (2) the heads perception of his own role, and (3) the role
of the head as seen as his subordinates. He added that three roles or values are relevant
environment that make up four elements which determines the suitable and effective role of the
role behavior of the head.
1. He must be humane. The head or leader to be personal and at the same time has a
relationship with his subordinates.
2. He must have a good human relationship considering that, he must be one of us, for
all of us, and the best of us.
3. He must have behavioural skill and knows how to deal tactfully with his subordinates.
4. He should motivate his subordinates to work and have strong charisma to the people
he governs.

11

McClelland (1976), notes that managers who manifest high need for achievement
concentrate their efforts on personal accomplishments and improvements. They are a rather
independent individual who wants to assure primary responsibility and credit for accomplishing
task, and they have a strong desire for short term and concrete feedback on performance.
Maggay (2000), says in his study that the content of the appraisal concerns the personal
characteristics of the person involve. The items to be evaluated consist of personality traits, such
as ability to cooperate. The assessment of behavior and personality characteristics is an important
aspect of determining employees potential and formulating plans for personal development. The
latter should not be a responsibility of a line of department head, however.
Lacambra (1983), indicated proper attitudes towards work. The important qualities of a
worker who has proper attitude towards work manifests while carrying out his daily tasks and
obligations: (1) rectitude of intention work (2) work professionally (3) has initiative (4)
responsible (5) cheerful and optimistic (6) humble to accept defeats (7) practice order (8) good
model and (9) adheres to organizations objective and policies.
Aranza (1983) stated that personal leadership is made up of a persons charm and talent
together with other desirable traits that find application in his leadership functions and
management leadership which involves knowledge and principles in getting along with other
people in coordinating their efforts along approve procedures and techniques.
Neubert (2012), investigated the correlation and validity of the five-factor model with
job performance and job-related activities. Motivation, deviation, and job satisfaction are related
to the five factors. Conscientiousness and agreeableness appear to be positively correlated with
productivity in a team environment among peers and are more likely to aid in being selected for

12

a job. Neuroticism and agreeableness are negatively correlated with leadership capabilities.
Individuals who score high on conscientiousness tend to perform well at work, whereas
individuals are lacking conscientiousness and having neuroticism tend to perform poorly at
work.
Barrick, Stewart & Piotrowski (2009), studied on sales representatives have defined
two aspects of motivationstatus striving and accomplishment strivingand they are correlated
with extraversion and conscientiousness, respectively. This two subject of motivation lead to
sales performance, although the data imply the status striving leads to performance and
accomplishment striving leads to performance only indirectly via a relation between
accomplishment striving and status striving.
In relation to their study Judge, Heller & Mount (2007), researched indicated that
neuroticism is negatively correlated with job satisfaction whereas conscientiousness,
extraversion, and agreeableness are positively correlated with job satisfaction. Openness to
experience has a negligible impact on job satisfaction. Additional research, however, has only
been able to replicate correlation among the factors of neuroticism and extraversion, with
extraversion being positively correlated with job satisfaction and neuroticism being negatively
correlated.
Meanwhile Colbert, Mount, Harter, Witt & Barrick (2006), indicated another entirely
different factor to consider is perception of the work place. Employees who had positive
perception of their work place where less likely to pursue deviant behavior. Research indicates
that personality as a moderating factor: work place deviance was more likely to endorse with

13

respect to an individual when both the perception of the work place was negative and emotional
stability, consciousness or agreeableness was low.
Work Management and Communication
Management is the process where administrators, personnel, and other authorities
exercise their proficiency, capability and skill in controlling and making decisions in sustaining
and developing an administration.
Management is the process of reaching organizational goals by working with and through
people and other organizational resources.
Management has the following 3 characteristics:
1.

It is a process or series of continuing and related activities.

2.

It involves and concentrates on reaching organizational goals.

3.

It reaches these goals by working with and through people and other organizational
resources.
Daft (1991), stress that the ultimate responsibility of managers is to achieve high

performance, which is the attainment of organizational goals by using resources in an efficient

and effective manner.
Accordingly, Farmer and Richman (1965) had also emphasized that management is
crucial factor in increasing the productivity and enhancing development of nations. They
articulated, we view management as the single most critical social activity in connection with
economic preogress. Physical and manpower resources are by themselves but passive agents ;

14

they must be effectively combined and coordinated through sound, active management if a
country is to experience a substantial level of economic growth and development.
Meanwhile, Franco et al., (1988) pointed out that while management as a science
embodies a system of knowledge, principles and techniques which is patterned and not random,
therefore, replicable in any culture setting, it is the practice or application of management which
makes culture bound.
Communication is a significant factor in a management. Alvares (1993) states in his
study that; communication is a vital tool in every aspects of human life. It fosters clarity of
thinking, and better understanding. It is increasingly recognized as a fundamental tool in any
organization.
Wright, (1964), management must communicate orders to obtain compliance and
information in order to assure cooperation among subordinates. Therefore, communication is
needed within an organization among its various departments which fulfill related functions such
as that their effort welfare and the various level of management; supervisory personnel and
workers and other; and serve to assure continued contract through the organization.
Koontz and ODonnel (1992) defined communication as the Transfer of information
from one person to another, whether or not, it elicits confidence.
Contrariwise, Barnard (1938) shares the view that Communication is the means by
which people are linked together in an organization to achieve a central purpose.
In his study, Fisher (2008) formulated the four basic management functions that make up
the management process; (1) Planning involves choosing tasks that must be performed to attain

15

organizational goals, outlining how the tasks must be performed, and indicating when they
should be performed.
Planning activity focuses on attaining goals. Managers outline exactly what organizations should
do to be successful. Planning is concerned with the success of the organization in the short term
as well as in the long term. (2) Organizing can be thought of as assigning the tasks developed in
the planning stages, to various individuals or groups within the organization. Organizing is to
create a mechanism to put plans into action. (3)Influencing is also referred to as motivating,
leading or directing. Influencing can be defined as guiding the activities of organization members
in the direction that helps the organization move towards the fulfilment of the goals. The purpose
of influencing is to increase productivity. Human-oriented work situations usually generate
higher levels of production over the long term than do task oriented work situations because
people find the latter type distasteful. (4)Controlling is the following roles played by the
manager:
a. Gather information that measures performance
b. Compare present performance to pre-established performance norms.
c. Determine the next action plan and modifications for meeting the desired performance
parameters.
d. Controlling is an on-going process.
Frederickson et al., (2012) discusses in his theory which argue that most consist of
downward communication, emphasize cast directives, and policies or procedures of the
organization. Agency mission, vision, is typically neglected, resulting in poor function and moral
of organization. Effective communication with other agencies and agency publics is a apart of
managerial communication theory. Communication with external publics involves the publics to
be segmental and messaging to be developed for each public as well as the ability to receive

16

feedback via look in order to develop and modify communication based on the situational
analysis. Often this doesnt occur well in public administration. Listening is frequently a
problem. Communication theory interacts with public management through efficacy of
communication theories a mix of cybernetics, linguistic, and social psychology.
Lastly, Alvares (1993) concludes that communication aims to convey and implement
symbols of various kinds, verbal and non-verbal and its ultimate objective is to share meanings.
Conceptual Framework
Different offices exist in the campus to deliver basic services to the students. They are
given authority and are delegated powers, responsibilities and resources to function as distinct
units of the institution. It is therefore their duty to enhance their capabilities to be able to meet
the demands of the stakeholders.
This study aims to assess the level of competency in the performance of duties of
different offices, and to test the level of awareness of students and teachers on the functionality
of the offices.
The stimulus (input) of the study proposes to asses specifically the profile of office heads
and personnel (Age, Gender, and Civil Status), the level of administrative competence of heads
and personnel (Educational Qualification, and Years of Service), the work practices of the
different offices which will be delineated through the service styles of the office heads and
personnel, with the perception of the students toward their service styles and lastly, the level of
awareness of students and teachers on the functionality of offices. The stimulus will therefore
form part in the overall assessment of the service delivery performance of the different offices,
which depicts below the said response or output.

17

Paradigm
INDEPENDENT VARIABLE
1.

PROFILE OF OFFICE
HEADS AND
PERSONNEL

2.

LEVEL OF
ADMINISTRATIVE
COMPETENCE OF
HEADS AND
PERSONNEL

3.

WORK PRACTICES OF
THE DIFFERENT
OFFICES

DEPENDENT VARIABLE

SERVICE
DELIVERY
PERFORMANCE
OF OFFICES

4. LEVEL OF AWARENES

OF STUDENTS AND
TEACHERS ON THE
FUNCTIONALITY OF
OFFICES
Definition of Terms
Terms hereof are conceptually and operationally defined for a better understanding of the
readers.
Administrators refers to the authorities handling the educational system such as those
who are in the upper strata of the institution. They are known as the Board of Directors or the
Board of Regents.
Academe refers to the educational environment or community that the students, which
are usually entering a university learns, and socialize.

18

Administrative Competence - refers to the ability and qualification of an official in the

administration where he is assigned. This consists of his educational attainment, credentials, and
the years of service which measures his experience towards public service.
Decentralization refers to the delegation of educational responsibilities, powers, and
resources of the central government to the different local educational institutions, to deliver
immediate needs of the students.
Functionality - refers to the effectiveness of the service delivery of the heads and
personnel.
Philippine Educational System refers to the national method of instruction which is
applied to the majority of the educational institutions. It also serves as the basis or standard of
education in the nation.
Profile of Office Heads and Personnel - refers to the character, and personal
information of the different office heads and personnel such as : Age, Gender, and Civil Status.
Personnel - refers to the authorized and professional group of people who are assigned in
different tasks or operation of the different transactions happening in the institution.
Service Delivery - refers to the process where personnel, and heads applies their
functions to give the demands of the stakeholders.
Work practices - refers to the manner on how the personnel applies their service, which
will depict their intention depending on the purpose and goal of the institution.

19

CHAPTER III
RESEARCH METHODOLGY
This chapter will explain the successive and systematic steps that the researchers will
undertake in attaining the objectives of this study. It includes the research design, locale of the
study, sampling procedures, subject/respondents of the study, research instruments, data
gathering procedures and the analysis of data.
Research Design

20

Descriptive survey method will be utilized because the study aims to assess the service
delivery performance of the different offices and its association to the development of the
institution and its students.
Locale of the Study
This study will be conducted in the Cagayan State Unversity, Carig Campus which involves
the personnel, faculty, and students from the offices of the eight (8) colleges, namely: CAS,
CHK, COM, CVET, CICS, CIT, COE, & CPAD.
Respondents of the Study
The subjects are the members of the different offices of the CSU Carig Campus. Particularly,
the respondents of the study are eight members of the personnel, twelve faculties, and 2,115
students of the different colleges which are mentioned above. The distribution of respondents is
shown in table 1

Table 1
Distribution of Respondents
1
2
3

COLLEGES
CAS
CPAD
COE

POPULATION
1,933
405
1,993

NO. OF RESPONDENTS
322
201
332

CHK

1,090

273

CIT

2,279

326

CVET

236

118

CMED

377

189

CICS

3,184

354

21

TOTAL

11,497

2,115

Sampling Procedure
The respondents of this study will be the 2,115 students which were randomly selected
and thirty-two (32) office heads and faculty members of the different offices in Cagayan State
University, Carig Campus. The number of respondents will be based on the present number of
enrollees on the S.Y. 2015-2016.
The total number of student respondents will be obtained using the Slovins formula.
n= N/ (1+Ne2)
Where:
N=Population
e=Margin of error

Research Instruments/Tool
Questionnaires and personal interviews are the research instruments that will be used in
gathering the data. The questionnaires are divided into two (2) parts: Part I will be questions
regarding the profile of the office heads and members of the personnel; and part II will cover
questions that measure the level of awareness of the students and faculties in CSU, Carig
Campus
Data Gathering Procedure
The copies of the questionnaire will be distributed personally by the researchers to the
respondents. Moreover, interviews will be done to gather data about the service delivery

22

performance of the office heads before the respondents starts to answer. The researchers will
explain the different directions in clarified queries of the respondents.
Methods of Analysis
The data gathered will be grouped into three categories, first is the profile of the office heads
and personnel. Second, is the extent of management and service delivery of the different offices
of CSU, Carig Campus in terms of management measures, organizational communication,
management team, organizational relations, and organizational changes and third, is the level of
awareness of the students and teachers on the functionality of the different offices.
Statistical Treatment
The personal profile of the respondents will be analyzed using frequency counts, and
weighed means.
The computation of the weighted mean will be used for the treatment of the assessment
on the measurement of the management and service delivery performance of the different
offices. The scale below shows the corresponding adjectival used. To have a better understanding
on the interpretation of data, the following will be used:

NUMERICAL VALUE

ADJECTIVAL

SCALE

DESCRIPTION
4.2 - 5.00

Outstanding

3.4 - 4.19

Very Satisfactory

2.6 - 3.39

Satisfactory

23

1.8 - 2.59

Unsatisfactory

1.00 - 1.79

Poor

24

To be able to compute for the weighted mean, below is the formula which will be used.
Weighted mean= f(w)
N
Where: w = Assigned point to the scaled response
F = Frequency of the scale response
N = Total no. of respondents

25