CHAPTER 1: THE PROBLEM AND ITS BACKGROUND

Introduction

There have been various studies that have been made on personality and
performance, which, are concerned to determine the relationship of personality and
performance. This current study (A Correlational Study on the Career Personality and
Work Performance of Employees at Betis Woodcraft Manufacturing Inc.) however has
something new to offer in the world of research. This research would like to
conceptualize the variable personality based on John Hollands Theory of Career Choice
model which has six (6) dimensions of personality namely the Realistic, Investigative,
Artistic, Social, Entrepreneurial, and Conventional or which is collectively known as
RIASEC. The other variable performance is conceptualized according to the five (5)
dimensions of Organizational Citizenship Behaviour (OCB) and In-Role Performance.
These five (5) OCB dimensions are Altruism, Civic Virtue, Conscientiousness, Courtesy,
and Sportsmanship and also including the In-Role Performance.
Despite of the preponderance of works about personality and performance, there
are some organizations which remain in disregarding the importance and benefits of
personality in improving the performance of employees. Some of these organizations
include manufacturing companies which rather concentrate on monthly or routinary
training which focus more on the work capability and less on the work efficiency of
employees.
Manpower in the lay man definition is the human resource of the company. Without
manpower progress is impossible even with companies working mostly with machines. The
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benefits that manpower which machines could never provide is their right personality and
skills which makes them capable to interact with clients, colleagues and bosses (Smeaton,
2008) and it also makes them capable of facing every challenge in the workplace with
positive approach. The personality of workers develops with the nature and environment of
the organization. It can be affected by the values incorporated by the organization. However,
what if the company employs the notional system that physical and mental training is what
the organization needs to be productive, which in this system, personality development is
not covered?
In this study, the researchers aim to identify whether personality has significant
relationship with the performance of workers. The study is contextualized in a certain
organization which is the Betis Woodcraft Manufacturing Inc. from which the
respondents in this study has come from. The significant relationship of the two variables
employed in this study refers to the magnitude of their relationship and not at par to the
effect of the variables to one another.







2


Theoretical Framework

This study is highly influenced by three (3) theories, namely, John Hollands Theory
of Career Choice, Elton Mayos Hawthorne Study, and Abraham Maslows Hierarchy of
Needs.
John Hollands theory of Career Choice is focused on the idea that people is apt into
one of the six personality types, namely, Realistic, Investigative, Artistic, Social,
Enterprising, and Conventional (RIASEC). The theory proposes that people tends to find for
people of their same kind and then create an environment which will be an avenue for their
skills, abilities, attitudes, and values, and where they can take challenges agreeably (Jones,
2002). The theory explains that when people have found the appropriate environment for
them where their skills, interests, abilities and attitudes are being valued and satisfied, it will
likely result to success. For example, a Realistic person, who likes to work with tools, or
machines and has good skills in working with tools, mechanical or electrical drawings,
machines, or plants and animals (Jones, 2002), working in a realistic environment, say a
farm, forest, aviation, factory, among others which values and satisfies his skills, interests,
and ability, would likely be successful with these environments.
In this current study, personality is based on the six (6) RIASEC personality
dimensions model of Holland. The theory also helps this study to determine the
composition of personality in the organization.
Another theory which influences this study is Elton Mayos Hawthorne Studies. The
Hawthorne studies which experimented three phenomena, namely, Illumination phase,
Relay Assembly test room and Bank wiring room, in Hawthorne works of the General
Electric Company in Chicago was initially focused on determining the impact of
3

environmental factors to the optimization of the workers performance (Macefield, 2007),
but, towards the end of the experiments, the researchers have found out the unexpected
reasons that optimizes the workers performance.
In the Illumination phase, the experimenters has alternatively varied the lighting
levels of the test groups room, while, in the control groups room the lighting remained
constant. The result of the increase and decrease of lighting levels to the test groups
performance is positive while the result of the constant lighting to the control group has
also resulted positive.
In the Relay Assembly test room, six women were isolated from the rest and
served as the test group. Couple of changes in their working environment were injected
including the changes in working hours, inclusion of two 5 minutes breaks, establishment
of incentives, supervisory, and free hot meals (Borgatti, 2004). The couple of changes has
in the working conditions of the six women has resulted to the increase of their
performance. However, when the changes were removed and the working condition was
returned to the original working conditions, the performance of the workers has increased
more from 2,400 relays a week to 3,000 relays a week.
In the two previous experiments, the puzzling results were accounted by Elton
Mayo to the awareness of the respondents of the researchers observation on their
performance (Macefield, 2007). The respondents awareness resulted to the mentality that
they have to keep on improving their performance despite of the environmental
modification because of the sense of acknowledgement that their observers give to them.
Hawthorne studies would be the spring board of the researchers of this study to
prove that the managements concern and recognition towards the career personalities of
workers would result to a positive outcome on their work performance. From the
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Hawthorne study, the researchers also believes that the awareness of the employees that
their individual personalities are being noticed as an important factor in achieving the
goals of the company, would result the optimization of their performance.
Another theory that influences this study is the Maslows Hierarchy of Needs.
The theory proposes the idea that people would tend to reach the transcendence stage, the
highest need of human. But before a man succeed on reaching this stage, he must fulfil
the lower needs first (physiological, belong-love, self-esteem, cognitive, aesthetic, and
self-actualization). This study is related to seventh and eighth stage (self-actualization
and transcendence stage) only. The realization of ones inner talent and personal growth
which happens in the self-actualization stage (seventh stage), is important for a person to
fulfil his need of realizing his worth. After the fulfilment of self-actualization, the next
stage is the transcendence stage where the person would feel the need to concretize the
realization of his talent through usage of it.
Setting it in the pace of this study, in a workplace the management could also
support the employees in realizing their talents their inner skills for their personal
growth. By helping them realize their talents, the management could help them now by
diverting this talents towards the achievements of the goals of the company. The
company now would be the avenue which will suffice the needs of the employees to use
and concretize their talents (transcendence stage). In the achievement of the highest need
of employees (transcendence), not only their personal growth were satisfied or met but
they are also actually contributing to the growth of the company.


5


Personality

Productivity

Methodology
Conceptual Framework

























Betis
Manufacturing
Employees
Results of
the Variables
and
Correlation
Measured
Questionnaires
Fig. 1 The process in determining the
magnitude of relationship of Productivity
and Personality of Employees.
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The researchers would like to tackle the area of personality and that of
performance of employees in the given situation. As variables of the study, researchers
would actually test the two factors (personality and performance) that which would be
correlated in the later part of the study. Past researches have been dealing with the
relationship of both sides of the same coin towards employees and have found different
and varying results. The study to be conducted is to determine if there is a significant
relationship between personality and performance as variables, but to the question as to
the extent of what most dominant personality in the RIASEC in the given context and
apply it to the company.
As it should be known, performance plays an important part in a work place.
Given the situation that manual labor is highlighted in the context of respondents,
performance is a must and is what would make the management move to bigger heights.
According to Romero (2010) that in technical endeavours which is in the context of the
management needs scientific and technological skills. By RIASEC analysis of the
people which research would hypothesize and assume to be Realistic meaning, more
Mechanical and Practical in nature is what is emphasized in performance until results
may be shown in the latter chapter of the research. Workers are in the Woodcraft and
Designs industry and ergo by context are to be Realistic and practical in nature.
Technicalities should be present in the workers for by definition, Woodcraft and
Designing is a very technical course which needs constant practice. Performance is in the
light of traditional approaches where management would wish to establish their
intentions on improvement on work basis.
On the other hand, what would affect employees is their personality, something
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innate and hardly difficult to possess and channel. Traditional approach has not been
open to the given field and area until Hawthorne studies and Mayo have pioneered into
the essence of a human beings flaws and as well as the potentialities. Researchers would
like to test about the personality factor because the researchers are unto the belief that it
may give rise to a big influence on the performance of employees. Most would actually
look at the performance of employees, but many should also look at what could influence
the performance and the researchers actually test to see based on the RIASEC point of
view. By being how to know on the employees life and interests, it actually builds a
stronger connection with the employees with brings mutual agreement and good
relationship (Berman, 2012). In connection with a good relationship and in being heard,
management may take away the boundaries from the workforce and of the establishment
thus taking away what Tompkins (2004) calls as social disorganization based on Mayo
where ties of two sides are being destroyed. Researchers would go to the idea of Ripley
(2002) which particularly says there are many solutions to employee performance other
than training.
Researchers would see the compatibility and correlation of both sides of the same
coin of the employees. Man is not only mechanical by its habits but also, the researchers
believe them to be emotional and have a persona which they (workers) input unto work
given their individual differences (Awadh and Ismail, 2012).
In light of such variables of personality and performance, the researchers would
measure variables based on two questionnaires which measure both sides of personality
and performance. As it may be present in the third and fourth chapters in the latter parts
of the research, results of both studies shall be correlated whereas in the RIASEC
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questionnaire, researchers would take the dominant personality and correlate such factor
to the other factors of the Performance Appraisal questionnaire having its Organizational
citizenship behaviors and In-role performance (McCook, 2012). In correlation of both
questionnaires are the researchers able to answer the significance of relationship between
personality and performance.
Statement of the Problem

What is the dominant personality of employees in a skill-based context in manual
labor to determine what organizational citizenship behaviour should be optimized for
their work performance in relation to the dominant personality? Following the main
question of the research, the following guide questions were raised:
1. What is the dominant personality style of the employees as determined by the
RIASEC?
2. What is the level of job performance of the employees using the following
dimensions as measures?
a. Altruism
c. Civic Virtue
d. Conscientiousness
e. Courtesy
f. Sportsmanship
g. In-role Performance
3. Is there a significant relationship between personality and job performance?


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Significance of the Study

People often of the age of today incorporate knowledge to increase skills in
performance where the society of the age managements cope up with globalization
(Romero, 2010), changes are vast arising from Ethical to the Technological aspect of
industries, thus causing way for new methods of success. The significance of the study
indicates that, besides the performance of the employees using their skills and developing
their skill, is not enough reason for productivity as to which most managements would
think that it is. As Human Resources would pave the way as mediums for the relations of
the employees of the workers, Human Resources carries the burden of responsibility in
ensuring that employees be guided by managements schemes and goals.
The significance of the study is that it would help stimulate relations in a much
better accord between workers and employers in the following company to which gives a
more systematic approach to it (Ripley, 2002). Different companies have different
natures where according to Awadh and Ismail (2012) where culture plays an important
role, for it develops the customs for employees behaviour such as that comparing fast
food companies to the nature and culture of manufacturing companies, a different and
specific work ethic is to guide each of them based on their styles of jobs, from motor and
physical ones, to the mental and abstract ones. Given that the respondent is a
manufacturing company assures that in a general perspective, research applies the general
methods of understanding employees, guided by Elton Mayos Human Relations Theory,
Maslows hierarchy of needs and Hollands theory on personality. In the Specific
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perspective, research dwells within the nature of the company at hand to prove that
personality is a matter of importance for it paves way for employees experience for the
handling of problems at work (Awadh and Ismail, 2012).
Scientific Management principles focus on too much of work, more on the skill-based
asset of totality in an employee, but knowing that employees are human, capable and born
with emotions, should not be ignored (Tompkins, 2004). The study aims to magnify the
significance of tapping potentialities of employees that are not simply measurable, namely,
their emotions, their feelings, their personalities. By Frederick Taylors view of facts, people
have the correct job in lieu their skills and capabilities but do not forget that behind the veil
of physicality, comes first the mental and inner aspect of human beings which makes
responsible their possibilities of movement and growth. It is important that the study be made
not only to remind the masses of management about employees and their capabilities, but as
well as show that humans are not machines doing monotonous and boring tasks without any
sense of how they are contributing to the common interest (Tompkins, 2004). According
to Awadh and Ismail (2012) it is personality that differentiates one person from another
and therefore it is not simply a general aspect of measuring what someone can do, but it
is defining and understanding of someones differences and how to utilize the differences
of one another, to form a better team, for the betterment of their performance, for the
development of the management as a whole. Management has to know in accepting and
channelling not only those which are positive in nature of the employee, but also the
whole being (Ripley, 2002).
The study aims to give to the society not only a reminder but as well as a study onto
the nature of manual labour in manufacturing companies. Comparing different companies,
they all require different skill sets, and as for the researchers, the study benefits the nature of
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manual labour in manufacturing companies. Past researches would dwell on the correlation
of both personality and performance and that some would find that there is a correlation
where some would not, and some only choose specific aspects of personality which has high
relations to performance whereas other areas, given for example in the Big Five Personality
Test, other personalities have no relevance at all in performance. The researchers would
show that as individual differences are present, the nature of manufacturing companies
with regards to manual labour can be generalized to predict performance and behaviour
as they provide collective attributes of human nature (Awadh and Ismail, 2012).
Research will provide that personality will have an impact but that the impact of
personality varies on particular personalities and not all of them. To take into
consideration the method of the research aided by RIASEC tests, the researchers will give
answer to specific rather than whole-accepted views on personality as an influence factor
to work and labour in the manufacturing company context.
Scope and Limitation of the Study

The scope of this study according to subject matter, the study focuses on
determining the magnitude of the relationship of personality and performance, and also to
determine the relationship patterns of the two variables. It shall be determined if the
variables has significant relationship and if it has direct or indirect or no relationship with
one another.
The variables of the study is limited in the following way, the personality variable
in this study refers to John Hollands Theory of Career Choice model which is classified
into six (6) types: Realistic, Investigative, Artistic, Social, Enterprising and Conventional
(RIASEC). The scope of personality will go as far as to the dominant personality in the
12

workplace alone. The less dominant personality found in this study will not be considered
as a variable to be correlated to the performance. The performance variable on the other
hand refers to the five (5) Organizational Citizenship Behaviour (OCB) dimensions
namely the Altruism, Civil Virtue, Conscientiousness, Courtesy, and Sportsmanship, and
including the In-Role Performance.
This study is also focused on one organization only which is the Betis Woodcraft
Manufacturing Company, from which the respondents in this study have come from. The
respondents were composed of 51 workers who are generally in charge in the
sandpapering, carving, and production section and who are employed during the month of
August year of 2013.
Hypotheses

In this study the following hypotheses are to be proved:
1.) Null Hypothesis: The Social Personality of manufacturing workers
has no significant relationship to Altruist Performance.
Alternative Hypothesis: The Social Personality of manufacturing
workers has significant relationship to Altruist Performance.
2.) Null Hypothesis: The Social Personality of manufacturing workers
has no significant relationship to Civic Virtue Performance.
Alternative Hypothesis: The Social Personality of manufacturing
workers has significant relationship to Civic Virtue Performance.
3.) Null Hypothesis: The Social Personality of manufacturing workers
has no significant relationship to Conscientious Performance.
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Alternative Hypothesis: The Social Personality of manufacturing
workers has significant relationship to Conscientious Performance.
4.) Null Hypothesis: The Social Personality of manufacturing workers
has no significant relationship to Courteous Performance.
Alternative Hypothesis: The Social Personality of manufacturing
workers has significant relationship to Courteous Performance.
5.) Null Hypothesis: The Social Personality of manufacturing workers
has no significant relationship to Sportsmanship Performance.
Alternative Hypothesis: The Social Personality of manufacturing
workers has significant relationship to Sportsmanship Performance.
6.) Null Hypothesis: The Social Personality of manufacturing workers
has no significant relationship to In-Role Performance.
Alternative Hypothesis: The Social Personality of manufacturing
workers has significant relationship to In-Role Performance.
Definition of Terms
The definition of terms is arranged in chronological manner in which the words
defined below are first used in the description of the first part of this research. This is also
in term of how the research progress, because the researcher would use and discuss first
the RIASEC questionnaires with its implication and definition, the after the discussion of
the RIASEC the Performance Appraisal with its implication will follow.
Employees refers to the workers of Betis Woodcrafts Manufacturing Incorporation
who are in charge of sandpapering, carving, and production section.
14

Hawthorne Effect - a form of reactivity whereby subjects improve or modify an aspect
of their behaviour being experimentally measured simply in response to the fact that they
know they are being studied, not in response to any particular experimental manipulation.
Personality refers to career personalities distinguished by John Holland on his Theory
of Career Choice namely the Realistic, Investigative, Artistic, Social, Enterprising and
Conventional personalities (RIASEC).
Realistic - Likes to work with animals, tools, or machines; generally avoids social
activities like teaching, healing and informing others. Have good skills in working with
tools, mechanical or electrical drawings, machines, or plants and animals. Values
practical things you can see, touch, and use like plants and animals, tools, equipment, or
machines. Sees self as practical, mechanical, and realistic.
Investigative - Likes to study and solve math or science problems; generally avoids
leading, selling, or persuading people. Good at understanding and solving science and
math problems. Values science. Sees self as precise, scientific, and intellectual.
Artistic - Likes to do creative activities like art, drama, crafts, dance, music, or creative
writing; generally avoids highly ordered or repetitive activities. Has good artistic abilities
in creative writing, drama, crafts, music, or art. Values the creative arts like drama,
music, art, or the works of creative writers. Sees self as expressive, original, and
independent.
Social - Likes to do things to help people - like teaching, counselling, nursing, or giving
information, generally avoids using machines, tools, or animals to achieve a goal. Good
at teaching, counselling, nursing, or giving information. Values helping people and
solving social problems. Sees self as helpful, friendly, and trustworthy.
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Enterprising - Likes to lead and persuade people, and to sell things and ideas, generally
avoids activities that require careful observation and scientific, analytical thinking. Good
at leading people and selling things or ideas. Value success in politics, leadership, or
business. Sees self as energetic, ambitious, and sociable.
Conventional - Likes to lead and persuade people, and to sell things and ideas; generally
avoids activities that require careful observation and scientific, analytical thinking. Is
good at leading people and selling things or ideas. Values success in politics, leadership,
or business. Sees self as energetic, ambitious, and sociable.
Altruism is motivated by concern for others, or by conscience or moral principle
compared to that of the scientific or biological phenomena which as the author mentions
for reproductive success of the others at expense to the self.
Civil Virtue - ethical correctness and that which are qualities in a persons character
which are good to possess where it satisfies the demand of morality.
Conscientiousness - related to achievement motivation as well as impulse control.
Sportsmanship - means preventing from actions which may head to adverse situations at
the workplace and retaining symbiotic environment within the organization against any
unfavourable situations.
Courtesy - is generally described as consulting with others before taking action
behaviour.
In-Role Performance - is the activities that involves the employees formal role
requirements. Scholars has distinguished In-role performance from Organizational
behaviour, the former is described as a performance that focuses on the core technical
duties of the job.

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CHAPTER 2: REVIEWS OF RELATED LITERATURES AND
STUDIES

This chapter is categorized into studies related to: personality, performance,
relations of personality and performance, and the synthesis of the literatures and studies.
Studies on Personality

David Boyle (2012) argues that the current generation is being more reliant to
systems and constantly rejects the human element (Boyle, 2012) that truly makes
transformation in the organization feasible. Most organizations venture to limit human
intercommunication, and are solely established on the grounds of authoritarianism rather
than collaboration. Numerous managements assert that systems are the solution to the
natural human error. Hence, they are developing sequences of oppressive interlocking
systems (Boyle, 2012) by which people were bent and forge to match accordingly to
their job.
Personality in itself is what makes a person a person of his own identity, once this is
being suppressed by some external force, it will tend to cause psychological conditions such
as stress to a person. According to John Holland, every person is associated with one of the
17

six personalities, namely, Realistic, Investigative, Artistic, Social, Enterprising, and
Conventional. Each personality types has its own set of skills and interests which each has its
own suitable environment. Realistic persons would highly regard working in farms,
construction sites, aviation, sports arena, armed services, and among other environments that
values practicality, mechanical skills, and realistic personality. Realistic persons likes
working with animals, tools, or machines; they commonly refrain social activities like
teaching, healing and informing others; they have good skills in working with tools,
mechanical or electrical drawings, machines, or plants and animals; and they values
practical things that can be seen, touched, and used like plants and animals, tools,
equipment, or machines (Jones, 2002).
The closely compatible personality to realistic is investigative personality.
Investigative persons are interested in working in research centres; science, marine,
forestry laboratories; hospitals, schools, and among other environment that values
precision, scientific and intellectual matters. Investigative persons are inclined and good
at learn and solve math or science problems; they are commonly refraining leading,
selling, or marketing activities; they values science and views selves as precise, scientific,
and intellectual (Jones, 2002).
On the other hand, the compatible personality to investigative persons are the
artistic persons. Artistic persons are inclined and good at doing creative activities like art,
drama, crafts, dance, music, or creative writing; they commonly refrain highly organized
or monotonous activities; they sees themselves as expressive, original, and independent
(Jones, 2002). Artistic persons are most likely to succeed in environments such as theatre,
show business industry, fashion industry, literature, art schools, and among other
environments that values creativity, originality, and expressivity.
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Social persons are the compatible persons to artistic persons. Social persons are
inclined to activities that includes helping people such as teaching, counselling, nursing,
or giving information; they commonly avoids using machines, tools, or animals to attain
an aim; they are excellent at teaching, counselling, nursing, or giving information; and
they sees themselves as helpful, friendly, and trustworthy (Jones, 2002). The social
environments that suffices the social persons are schools, hospitals, counselling offices,
customer providing industries, and among others that values helping people and solving
societal difficulties.
The compatible personality of social persons are the enterprising persons.
Enterprising persons are inclined and excellent at leading and persuading people, and at
marketing things and ideas; they commonly refrain activities that demands keen
observation and scientific, analytical thinking; they values success in politics, leadership,
or business; and views themselves as energetic, ambitious, and sociable (Jones, 2002).
The environments that enterprising persons would highly regard are legal and business
organizations.
Conventional persons are the compatible persons of the enterprising persons.
Conventional persons are inclined and good at working with numbers, records, or machines
in a set; commonly refrains indeterminable and unregulated activities; they values success in
business and sees themselves as orderly, and good at following a set plan (Jones, 2002).
The environments that satisfies conventional persons are banks and business
organizations, and among other environments that values order and system.
The association of the employees personality and performance outcome had been
gaining intensifying documentation, on the other hand, the association of the personality-
performance to environment has been seldom documented (Westerman & Simmons,
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2007). Due to the increasingly enormous span of control and decreasing contact between
employees and managers in the work situation (De Meuse et al., 2001; Henricks, 2001, as
cited in Westerman & Simmons, 2007), the managements excessive dependence on the
employee selection methods as a way of optimizing performance and commitment may
have an insignificant effect than in effectively administering the work environments. In
addition, most of the managers do not have the extensibility for their staffing patterns in
the short-term, in this circumstances managing the work environment is commonly the
most appropriate short-term choice, besides skill training, for optimizing results
(Westerman & Simmons, 2007). Westerman and Simmons (2007) suggested that the
personality-employee outcome relationship is mediated by work environment
preferences.
According to Schneider (1987), as mentioned by Westerman and Simmons (2007)
it is the people that generates the environments. They have individual attraction and
individual choice of what their environments will be. On the other hand, Costa, McCrae,
and Holland (1984), as mentioned by Westerman and Simmons (2007), argue that people
initially chose their vocations that concur to their personalities. On the perspective of
Judge and Cable (1997); and Chatman (1991) as mentioned by Westerman and Simmons
(2007), congruency of the applicants values to the values of the recruiters and employees
in the organizations has proved that it improves the applicants performance after the
entry. Judge and Cable (1997) has postulated evidence that applicants have
enthusiastically choose their organizational environments based on their differential
interests. They seek jobs that has rewarding processes and cultures that suffices their
personalities, in belief that it will optimize their abilities and enhance their performance.
However, various studies have started to demonstrate that personality has indirect
20

relationship with performance instead of direct relationship (Westerman & Simmons, 2007).
What triggers the optimization of performance is the environment that supports the
personalities of the employees. Billings and Moos (1982) as mentioned by Westerman and
Simmons (2007), have postulated that the interpersonal interaction in a work environment,
such as the social communication exchanges and cohesion among workers, and the
friendship and support provided by co-workers and management optimizes the function
of each employees. To accurately comprehend the relationship between personality and
performance, we should change direction towards determining the intervening variables
that links personality and performance (Hurtz & Donovan, 2000, as cited in Westerman
& Simmons, 2007).
Organizational Citizenship Behaviour

Dennis Organ presented a broader dimension of OCB which encompasses
Altruism, Conscientiousness, Sportsmanship, Courtesy, and Civic Virtue which
according to Singh are the most useful in the organizational situations. Organ as
mentioned by Singh (2008) has provided general description to each dimension of OCB
which are: for Altruism, it is described as helping the co-workers even it is not required;
for Conscientiousness, it is illustrated as abiding with the regulations and practices in the
organization; for Sportsmanship, a person with this performance is described as not
complaining about trivial matters; for Courtesy, a person with this performance is
illustrated as consulting with others before taking action; and for Civic Virtue, it is
illustrated as having the characteristic of keeping abreast with matters that affect the
organization.

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Altruism

Dibou (2012) makes study as of the definition and essence of the word Altruism
for, the source that has been presented identifies dilemmas in the understanding of what
the specific trait clearly represents. Dibou (2012) focuses on what Altruism is based on
the more behavioral-social phenomena taken from Seglows (2004) work where it states
that Altruism is motivated by concern for others, or by conscience or moral principle
compared to that of the scientific or biological phenomena which as the author mentions
for reproductive success of the others at expense to the self. It is a clear importance that
the Altruism definition be clarified for purposes of scientific study on the matter for it
deals with individuals as well as those of individuals in groups, such as participants in the
research conducted.
The research puts into order the importance of the Altruism trait for it is included
in the given questionnaire prepared by McCook (2012) where it represents an
Organizational Citizenship Behavior, important to the aspects which build up a good
employee in a company or at work. Altruism by some point, as it is most notably known
for selfless pursuit for the benefit of others, is one aspect that is a factor for society and as
well as in a society of workers.
Civic Virtue

The author gives light unto the importance of virtues as he sees it being in ethical
correctness and that which are qualities in a persons character which are good to
possess where it satisfies the demand of morality (Blanken, 2012). As the source
22

shows that virtue is a must, there is now called a Civic virtue where it is specified by
Blanken (2012) as that relating to citizen and state and therefore interrelated with
Awadh and Ismails (2012) idea of organizational culture and society. Behavior is a
critical factor in understanding virtue for it is in virtues that behaviors become defined,
and by such, in a work place, the researchers, as borrowing from McCooks (2012)
questionnaire the different Organizational Citizenship Behavior traits, refer that civic
virtue is a function of normistic behavior in a given context in society, particularly in the
workplace.
Civic virtue as being that of cultural, depending on the place at hand, where in
analysis, is at most probable that environmentalist approach as such mentioned by
Westerman and Simmons (2007) where managing the environment is commonly the
most appropriate choice is essential to the extent of the idea presented by Blanken
(2012). If there was no behavior to govern in a specific place, anarchy would break lose
based on individual differences rather than those differences governed by a code and
channelled on their proper function.
Conscientiousness

Hill et al., (2012) make importance of the trait that is conscientiousness for it is
closely related to achievement motivation as well as impulse control and therefore a
must out of every worker and employee in context to the study conducted by the
researchers. The author of the study of conscientiousness gives discussion as to the
foundations and correlations of conscientiousness, and with it the differences of the
former studies of conscientiousness compared to the new findings of the subject. Hill et
al., (2012) made mention that opposed to usual studies which say that as
23

conscientiousness is a personality trait, it automatically means it is unchangeable. The
author proves otherwise that it may still be changeable, and by being changeable, the
researchers who conduct the present study come to terms that as the trait changes, so does
employee performance change along with it, through various means or methods to be
applied.
The researchers base the following trait on McCooks (2012) questionnaire
wherein the given trait is an Organizational Citizenship Behavior, which shows to be a
personality of every employee which exemplifies a good attitude or performance at work,
let alongside other OCBs to be mentioned and discussed in the study in the following
chapters.
Sportsmanship

Polat (2009) describe this OCB as preventing from actions which may head to
adverse situations at the workplace and retaining symbiotic environment within the
organization against any unfavorable situations (Organ, 1988, 1990; Podsakoff and et al.,
2000). As Singh (2009) describe this OCB, Sportsmanship is the behavior which
gravitates a person not to complain about insignificant matters in the workplace. This
OCB is beneficial in the organization in a way that the workers of this type tends to
endure the organizational problems, tends to protect the prestige of the organization
against other organizations, and tends to avoid conflicts with the workers in the same
organization.
Courtesy

24

According to Organ as mentioned by Singh (2008), Courtesy is generally
described as consulting with others before taking action behavior. This dimension of
OCB enhances the performance in the work place by generating harmonious relationship
between workers. It lessens misunderstandings and conflicts between workers because
this type of OCB has characteristics of preventing the generation of problems between
workers and a person of this type tend to consider the effect of his actions to his co-
workers before committing to it.
In-role Performance
As cited by Chughtai (2008), Borman & Motowidlo (1997) described in-role
performance as the activities that involves the employees formal role requirements.
Scholars has distinguished In-role performance from Organizational behavior, the former
is described as a performance that focuses on the core technical duties of the job
(Singh, 2008) while the latter gives rise to the social and psychological aspect of the job.
Katz and Kahn as mentioned by Singh (2008) recommended that for the organizational
performance to be effective, the workers must perform their prescribed duties (in-role
performance) and involve their behaviors to the duties they do which will surpass their
mere performance out of formal obligations or general compliance.
Studies on Performance

The aim of the author is to particularly define what Performance Management is,
based on the context of theories and examples. According to Bacal (2012) the
performance management is not simply a management on the right things to do and say,
but rather it is an ongoing communication process so that partnerships may be formed
within the relationship of workers and people in control. Theoretically speaking, building
25

relationships actually build a better environment and therefore actually contribute to
success in terms of internal motivation. The performance management scope actually
involves the job functions, employees contribution, improvement and retention of
development, performance measurement and removing the hindrances to development.
Based on the premise and title which speaks of performance, one should take note that
performance is not only affected by training alone (Ripley, 2002) but as well as factors
such as the environment, social aspect and even the wholeness of the employees with
their own irrationalities and superstitions for so (Tompkins, 2004).
Another important factor of the topic is that it is not simply orders directing
employees to do certain actions for certain goals but actually being alongside with the
employees, who make for better understanding and commitment to one another, the worker
to the managers (Bacal, 2012). Just like Berman (2012), to be able to apply such practices
of Performance Management, which involves communication, proper information
passage is possible upon collaboration. In knowing how and when to collaborate actually
makes possible to make discussion for feedbacks there be it also the understanding of
the job for purposes of self-empowerment and motivation so as to say also and most
importantly, improving performance for future purposes and development (Bacal, 2012).
Speaking in practicality, Performance Management dwells more on the relationships, and
therefore focuses more on the humane side of management rather than the training. The
author most likely emphasizes in implied manner that it is good relations that actually
help build connections, which in turn help training and cooperation easier to achieve.
To further discuss, it should be highlighted that employees have to know their
purposes and understand what they do (Bacal, 2012) otherwise they, as Tompkins (2004)
would say, would be performing boring and monotonous tasks without contributing to the
26

common interest of the company, which in itself is not increasingly moralizing. To be able
to know, the author actually emphasizes what is called the diagnosis. It is actually used for
determining causes of success and/or difficulties of workers (Bacal, 2012). Take note, in
Ripleys (2002) approach that it is not only the individual, but also the environment that
matters, that which is called the system. It has come to a conclusion that both Tompkins
(2004) and the author Bacal (2012) agree that Failure is attributed to the individual first
therefore does not exemplify the notion of the outside forces particularly speaking, the
work environment which employees work into. As if it is to say that employees can
always keep up to the standards of the organizations, it is actually the other way around.
Furthermore, as dwelling through the theories on where to base the ideas, the
author offers three ideas for the diagnosis, in which refers to identifying the pros and cons
of each person, namely information on the business, information on the employees, and
most importantly to pay attention. Practically speaking, information is important because
it makes prior knowledge accessible and by being accessed unto, people may become
prepared on facing towards futuristic problems, such as being prepared for any mistakes
and knowing how to address mistakes. Besides the correct information, it is important to
listen to the employees. On another interpretation Reeces (2014) self-disclosure method
only on the context of the employee is applied, but of course to listen is not enough. In
order for there to be a two-way communication as mentioned by Bacal (2012), there
must be mandatorily initiative on both parties to form the desired communication. The
communication portrayed, according to Masters and Wallace (2001) is that which is of a
passive extent to which it is simply giving in without expressing your feelings or right.
Stay professional yet close to the employees is another way of looking at the picture, and
sometimes as well give constructive criticism for it is in feedbacks that employees
27

actually get empowered morally; psychologically speaking when people receive
something negative, it would usually break the bridge of understanding of both parties.
The main importance of the discussion is that interpersonal skills are valued in the
context. It is actually the main point, where if there is no good relationship amongst the
people inside the context of the workplace or environment, they would surely not pass
useful information to one another at an extent. The respect for the idea of relationships is
and should be mandatory for man is not a machine that simply works, but is capable of
having emotions, powerful enough to alter and affect the performance levels of each and
every one (Reece, 2002). The researchers fully agree to the extent given by the author for
the purpose that the motto or goal of Elton Mayo goes in lieu with the author.
In the world of the workplace, there are many things that an employee would
search for or need for the productiveness and efficiency of the work done. Performance
appraisal (PA) is on the needed sources of motivation for the employees, surely the
Performance appraisal is different from the usual benefit giving to the employees as a
motivational tool. The PA keeps not just simply records of the employees but also daily
working conditions of the employees themselves. Performance appraisal can improve
work performance, though, like many other management activities, it cannot be
conducted effectively without recognizing its close ties to other variables.
According to Kearney (2006) effective employee appraisal has its foundations given
the 3 conditions are met. 1) A group of employees who are motivated to achieve
organizational goals; 2) employees who have the ability or capacity, physical and mental, to
perform; and 3) employees who clearly understand the demands of their jobs what they are to
do. Nothing happens in organizations unless employees are motivated. Problems of
productivity on both a plant and nation-wide basis are seen as having their root principally in
28

lack of motivation. The question practicing managers want answered is: How do you
motivate people? This, in spite of the fact that every manager out of necessity has developed
a personal approach to motivating people. Unfortunately, there is no simple answer that can
be applied out of a recipe book. Furthermore, managers do not have direct and immediate
control over all of the factors that influence a person's motivational state. Perhaps the most
useful way to approach motivation is by viewing it as a matter of linking actions and
consequences and helping to clarify their linkages, as perceived by employees in the work
setting." Specifically, managers need to create a work setting where increased effort
clearly leads to increased performance, and increased performance leads to meaningful
and important personal rewards which the employee values. Equally important, these
rewards must be valued more highly than those associated with some other need
satisfaction.
Performance improvement, if it occurs, does not happen by itself. Someone makes
it happen. That someone is most often a manager. The task is not easy. Some minimum
levels of motivation, ability and role clarity must be established. These are the major
inputs every manager must grapple with. Since these conditions have many important
internal elements, they are themselves complicated. Yet, the manager must have a basic
understanding of each, as well as their relationship to one another.
Studies on the relationship of Personality and Performance at work

Ripley talks about solutions on facing the current state of organizations and
managements of the present era of the world today. Given the fact that there are plenty of
researches that give rise to numerous ideas over the past years, the work done by Ripley
gives a more practical approach indeed whereby the traditional approach of HRM
29

which is specifically to train and discipline its employees is taken into account that it is
simply not enough (Ripley, 2002).
Based on the source provided, as it lingers away from traditional approach of HRM
practice, it puts more emphasis on a more systems based approach, where environment is
also a key factor in determining success, not only for individuals but for management as a
whole. Knowing the fact that, in a functionalist perspective; the performance of one affects
the whole of the group, particularly in performance and ergo, affects management as a whole
(Masters and Wallace, 2001). In knowing that, management goes by the old assumption
that problem is literally within the employees, that which to say, should be solved
through training and discipline alone (Ripley, 2002). Specifically speaking, training is
simply a good factor, for it helps people with their interdependence on the job and would
actually make the environment more better, as to the situation applies, that nobody has to
mind another somebody, and that all they have to do, is to focus on their own turf, and
have no war with the other turfs of the company (Ripley, 2002).
Now, on a systems based approach, Ripley discusses that management should
make methodologies for the intervention of improvement. He argues that management
looks too much on the old approaches like was mentioned earlier, and therefore,
management gets caught and stuck in the perspective of the old. Knowledge increases as
researches do their ways to implement new strategies into the game, and most of
managements still would go to improving the employees through training. Now given
that the solution of yesterday was heard, Ripley gives rise to what the world of
management is currently doing, which is Recognizing those factors for the systems to be
made possible as well accepting the whole person and incorporating the two (Ripley,
2002). For Ripley, it is important that management understand how the making of the
30

methodologies for implementation of improvement happen. In doing so, management has
the advantage of good planning for future purposes. On the other hand, to accept and
develop workers as a whole, as well as their problems even on the external point,
management will be successful based on traditional standardized ways of thinking, which
is making the employee better as a whole for the performance of the whole management.
Going to employees, their behaviour is one of the key factors that utter most
success because harnessing differentiated personalities (Awadh and Ismail, 2012),
making it generally understood can have a big advantage on the management. As Ripley
signifies that the traditional method is not the only way, he emphasizes on the fact that
within the environmental systems, a person or a worker is also a factor in it, because
simply speaking, those are variables that are actually measured, calculated, dealt-with
every day and treated with high importance.
The development of the ages up to the present time is more focused on the employees
in general, particularly in making the relationships grow through self-disclosure which
would make best in improving interpersonal communication in the workplace, and would
affect the performance and productivity of employees (Reece, 2014). As present information
focuses on the environment as a whole and employees as a whole as well, Ripley discusses
further on the future aspect or future solution of the management and suggests Tom Gilberts
BEM (Behaviour Engineering Model) which is likely Information, Resources, Incentives,
Skills and Knowledge, Capacity and Motivation. The first three tackle the environmental
aspect of the subject. Information is important for the purpose of the workers to have
knowledge on their workplace as well as on the job that they do. Resource gives way for the
workers to work on something, in which Ripley implies No matter how skilled an employee,
without the right tools and materials needed to do the job, it probably isnt going to get the
31

job done (1999). Incentives, by traditional approach, give the worker the motivation to
work; externally speaking, goods or tangibles that make them inspired to achieve a goal. The
second three tackle with the behaviour and the worker as a whole. Skills and Knowledge is
vital, and already understood and defined as that which is necessary for finishing the job.
Capacity is important next to skills, for skills and knowledge give the ability, the length
and endurance of performance is for capacity. Motivation lastly, is what makes workers
move and get the job done.
As Ripley shows the modes and targets of management to reach, he also tells of the
two important functions of Human Relations Management in lieu of the concept of having a
better systems approach. Summarizing the overall view is that firstly, management should
understand the methodology of making implementations and applying those
implementations. Based on what was mentioned earlier, the lesson is that simply not what is
usually used, but what can be applied to the situation (Ripley, 2002). It is so, because
different managements have different and unique cultures which sets customs of management
build (Awadh and Ismail, 2012), and therefore, with different environments, comes different
possible solutions to managements problem. The next suggestion or lesson is that, besides of
thinking of ways on working on perfection, Form effective partnerships with line managers
(Ripley, 2002). Practically speaking, Ripley shows that management has to work as a team,
and therefore, in working with others, particularly line managers, management may monitor
not only workers but environment as well. The research that Ripley wishes to portray and
import on readers is that when working with one another, information gets passed easier, and
therefore information can be more understood, more clearly on the part of management, and
thus paving the way for better evaluation of events. The following steps are what Ripley
(1999) wishes to imply; Front-end analysis-Problem area- Developing appropriate
intervention and implementation-evaluation.
32

On the part of the researchers, the detail of the approach is simple; one step at a
time. From the perspective of the traditional manner, going to the more advanced manner,
where tradition focuses on tangible objects and discipline, the method of the present time
actually calls for on intangibles and the work area. Ripley makes a good point that there
should be better ways of finding solutions, and even to the fact that management knows how
to make the methodologies for those solutions. Theoretically applying the scenario of
Ripleys concepts, a man cannot hammer a nail properly without proper handling of a
hammer. If everyone has a hammer, that is good, and if everyone has a nail and wood to
hit on then that is good, but if workers are not informed of those steps wielding
knowledge of the devices and reason for such, then workers will be presumably lost in
nostalgia of wondering how to get the job done. That in particular gives way to traditional
approach, portraying the training, but, since knowledge and skills can easily be put
through workers through proper education, its building their potentialities and attaining,
and retaining good performance which concerns management.
Comparisons of the old approaches are place in the source, but Ripley gives more
emphasis on the workers as a whole along with its environment. It is a good manner of
understanding that, it is by fact, that environment is a big factor for the workers
performance in which that is why he made use of the BEM which takes importance or
cognizance of Information, Resources, Incentives, Skills and Knowledge, Capacity and
Motivation.
Ripleys Approach speaks best wherein it makes importance of the flexibility of
management, which is a crucial part or aspect of industries today, which tries best to cope up
with changing global situations. According to Berman (2012) One size does not fit all, and
coaching does come in different flavours, but the purposes and the goals are the same which
33

means that training, as mentioned by Ripley is not the only way to solve everything nor is the
issue what will work, and not the typical HR solutions (1999). Approach of Ripley
towards subject matter helps the research in achieving the understanding of the environment
and employees as incorporated in order to understand both sides of the bargain. It is not that
simple to apply, for management cannot always risk on mistakes just to get to the right
decisions, but the study will make use of the principles of that which is flexibilities to new
possibilities, and that of proper team work with line managers which make information
easier, faster and more evaluative in nature. Related to the research, are Ripleys intentions
of amplifying the work environment to the employees and accepting employees as a
whole package both negativity and positivity of kinds. The different key areas of
development given in the BEM as well are useful for understanding in lieu of Hollands
Personality Theory the different viewpoints of management not only in the eyes of
management, but in the eyes of the employees and environment. Importantly to note,
behaviour as an employees asset is of important control and monitoring of management, for
environment and peers affect the employees performance (Masters and Wallace, 2001).
Awadh and Ismail (2012) wishes to dive on the impact of personality traits and
work-related attitudes on the performance of employees particularly in the case of Saudi
Arabia. According to the research made by Al-Raisi et al (2011) as mentioned by Awadh
and Ismail (2012), the Arab organizations of today are resistant to change and therefore
by context of their culture, less research is made to the improvement of the Saudi Arabian
culture in the management perspective. Because there is only a few who stood to make
the change or at least make chances happen to the improvement in research in the Saudi
Arabian context of management towards employees towards the performance, Awadh and
Ismail (2012) have explained in detail many aspects towards performance including their
34

literature of numerous past researches who hold different answers and suggestions
towards personality to the performance of employees.
There have been three (3) important questions that is being asked and they are: (1)
what is the relationship between personality and employee performance? (2) What is the
relationship between work-related attitudes and employee performance in Saudi-Arabian
context? And (3) what is the moderating effect of organizational culture in the Saudi Arabian
context between personality and work-related attitudes with employee performance? In
dwelling within the following questions, the research then gives thorough detail of
relationship patterns of each variable which will be mentioned in the long run.
To begin, the research defines personality in its operational application where past
researches suggest that it is for the prediction of job performance (Hogan and Shelton,
2006) and wherein personality differentiates one person from another (Beers and Brooks,
2011) and therefore makes the way for understanding of workers for the betterment of the
company as a whole. As to another view, it is about what affects the environment and
others (Denissen et al., 2011; Gerber et al., 2011) wherein personality is not only a
dimension for the personal aspect, but external aspects such as other workers are well
affected by another workers approaches. Personality on one hand, as it deals into the micro
aspect of an organization (e.g. the self and the peers at work), in the larger picture of an
organization, there is also the culture in which personality affects. It looks at how people fit
in the company or organization, and therefore gives relationship to organizational
productivity (Silverthorne, 2004) as mentioned by Awadh and Ismail (2012) where as a
worker is fitting and is comfortable with the organization, the better chances of a better
performance is to be held at fact. Personality plays an important role, although as the
literatures of the researchers speak about a unilateral relationship, it is clear that if
combined of all approaches, personality along with the environment and other people are
35

reciprocal in nature; everything affects everyone and vice-versa.
As mentioned earlier, there are many theories that have been actively being
debated upon and verified up to the present time, but take into consideration that it is the
Personality traits theories which is correlated with behaviour, for a persons behaviour can
be explained on basis of specific personality traits (Awadh and Ismail, 2012) which has
given full effect and studies into practicalities of management. Because of the numerous
factors relevant to personality, there is a fear of the findings being unmanageable. According
to Awadh and Ismail (2012), there is confusion because there are different definitions of
traits, and there are similar traits having the same definition but given different names. The
study made gives focus on differentiating the different names and labels given, particularly in
the Big Five Model, which is the most accepted of all personality models of the present time.
A good example of the differences in the studies is that of Digman (1980) where his approach
on the Big Five is Character, Intellect, Disposition, Temper and Temperament. On the
more present version and more updated version by McCrae and John (1992) are on
Neuroticism, Extraversion, Openness, Conscientiousness and Agreeableness as
mentioned by Awadh and Ismail (2012). In the review of literature of the previous
studies, the present study proposes that employee persona
Making clear, as the researchers discuss, the Big Five Model is not actually
dependent on only one theory but circulates around many combined into one
understanding. Given the fact that as verification of knowledge is a must through
researches, the Big Five Model, as being suggested by Awadh and Ismail (2012) is the
best as of the present time in order to understand relations of job performance and the
worker in their totality. Hogan et al., (1996) mentions that well-created methods of
ordinary personality are those tools that give the effective predictions of work
36

performance, whereby as Ripley (2002) would suggest a more systems perspective is
the needed approach. It is a must that management take into order the proper methods to
implement and to know the overall aspect of itself, that which is not just workers, but the
environment and other external factors as of the matter (Ripley, 2002).
Besides on the personality and environment, Awadh and Ismail (2012) also
mention of McCrae and Johns (1987) idea and research that there is also importance on
the approach of that person where when individuals come in the training program
approach matters best in acceptance of the job and adapting to it. Being in an overall
perspective, as mentioned by Masters and Wallace (2001) learn to recognize and accept
your experience as real is the key part of determining success per se of the employees,
for the experience is something that management cannot dictate upon, but is a must on
the part of employees to not only get their job done, but also to learn from their jobs for
future benefits.
On the next account experience also plays an important matter in the performance
of employees. As experience develops the work-related attitudes (Awadh and Ismail,
2012), it gives workers that ability of being correct in doing the proper performance in the
long run. Given the experience, commitment and culture are also issues that the authors are
trying to present in the case. According to Etzioni (1961) as mentioned by Awadh and Ismail
(2012) that commitment of one employee depends upon the nature and association with the
organization. In other words it is important to know the status and condition of the employee
alongside the management for there are many possible factors affecting the commitment of
the employee towards the management such as benefits, good behaviours, environment,
salary and even self-achievement and that people have similar positive feelings which
tends to make better the surroundings and teamwork around them (Masters and Wallace,
37

2001). Culture affects the commitment of employees given the fact that how employees get
committed is because of how culture treats them to be. What makes employees joint
according to Cooke and Szumal (1993) as mentioned by Awadh and Ismail (2012) are the
long-term beliefs and joint behaviouristic expectations in an organization. It is these
cultures that make commitment possible for employees.
The significance of the research to the study is that in a matter of perspective, Awadh
and Ismail (2012) discuss empirically the different studies of the past researches and
incorporate it in their Saudi Arabian setting. Personality as it is a good capital for the
management, is one of the tools that helps in understanding not only on how to achieve
management goals but to achieve good relations and good channels of communication
(Masters and Wallace, 2001). Given the variety of knowledge that has been verified through
the years, the authors have done an impressive job on specifying on details which will aid the
research into finding the key components of the relation of personality on the job. Now there
are different factors and theories on job personality and how it is related to performance, but
the research will be aided by Hollands theory in examination and understanding, and as well
as the guides given by Awadh and Ismail (2012). The work has empirically shown stability
and directness to the topic as it would address most of all situations of the study in the
period today.
Niven (2002), have emphasized the importance of giving attention to employees
learning and growth. Before even the management focus on the performance of the
financial, marketing, and operational perspectives of the organization, it is a significant
practice that the management would look into the performance of the employees first
before the performance of other perspectives in the organization.
Niven (2002), defines employees learning and growth as the root of all the success
38

of the organization. The employees are the one who generates the values of the organization
in the form of goods and services, where, it acquires good income, loyal customers, and
prestige. The inputs that employees are putting forth to their work greatly affects the output
the goods and services that the company provides. If the employees working conditions
are satisfactory for them, the result of this to their performance would be complementary.
The excellent performance of employees would result to lesser waste/defects on products,
higher quality of products and/or services, lesser monetary input, higher number of loyal
customers, and higher income. To explain everything in few words the success of the
financial, marketing, and operational perspectives suspends on the learning and growth of
the employees.
The important variables that management are measuring in the employees
learning and growth perspective are the employees skills, employees satisfaction,
availability of information, and the alignment of the employees goals (Niven, 2002). A
given example of Niven (2002) of a company that practices the measurement of the
employees learning and growth is the Nova Scotia Power.
Nova Scotia Power sees to it that their employees are attending the Personal
Development Planning (PDP) which is also attended by the consultants from another
company and by the executives of Nova Scotia Power. PDP is a strategy by which the
employees personal growth were addressed by aligning their personal goals to the goals
of the company. During the PDP the employees will be informed of the core
competencies of the company, their mission vision, and they will be provided of the
planning guidelines. In PDP each employees personal goals will be directed to the goals
of the company; through this strategy the company did not only improved the methods in
achieving their goals but also of the employees personal growth through the
39

encouragement that is given to them to contribute their ideas and efforts for the
attainment of the companys goals.
The Reece gives importance on the personal aspect of the employees, that particularly
on the communication aspect, on the self-disclosure aspect of one another in the work place.
The point is that in communication, relationships grow stronger (Reece, 2004) because of
the fact that the personal aspect is being tapped. Given for example that, a manager seems
to be cold to his employees, and he leads through good performance but with fear, if
employees let fear guide their discipline, even if work is good, relationships, which are
essential to the extent of making a stronger bond inside the management, have
possibilities of being broken. Practicality applies that work is not enough, but emotions
and feelings are of a critical variable to consider in the performance of the organization
(Reece, 2004).
Reece (2004) emphasizes the importance of self-disclosure as a factor that build the
relationship of workers and their environments be it their employers, and co-workers. As
mentioned by the author, the importance of the said practice of self-disclosure gives three
effects namely increased accurate communication, stress reduction, and self-awareness.
As mentioned earlier, communication is an important aspect, because it builds the
networking of the management and therefore better synchronization takes place (Berman,
2012) amongst the members. Moving onwards, when communication is lubricated and
made easier through constant practice, stress is of easier handling as well.
Psychologically speaking, when people do not basically open themselves or disclose of
themselves, where they take all within themselves, that is a burden to carry which can
and will affect the performance of employees, but as well as managers in giving direction
to the employees. When people are at ease, then they can most probably perform better.
40

Lastly of the three is self-awareness, wherein not only is the personal aspect built but the
social aspect. It helps see the workers own understanding and recognition of moods,
emotions, and drives, as well as their effect on others (Reece, 2004).
Based on disclosing ones self, emotions play that vital role as a supplement to the
invocation of ones self. Serving as an inspiration, emotions actually give the internal
motivation that workers look for, besides tangible goods. It is in the actuality that emotions
from a rating of emotional intelligence or emotional quotient (Reece, 2004) are divided into
two distinct parts. The first part is personal competence where it is actually synonymous with
the previously mentioned self-awareness. The second aspect is the social competence, to
where after having practice with self-control, relationships are as of the matter in the context.
It is a given that management focuses as a whole, but one must take into consideration that
the essence of individuality is actually important for, technically speaking it can be used to be
able to classify peoples needs where in similarities can be used to predict ones
performance (Awadh and Ismail, 2012). Given that as management through culture,
there is a collectivist thought (Awadh and Ismail, 2012), that thought is actually what
makes people stay together as synchronized as possible. Remember that as important
management is as a whole, people are and should develop themselves first as made
importance through the source of Masters and Wallace (2001). In philosophy, everything
starts with self-assessment and as a step-by-step process is consumed through time, the
individual person may focus on the bigger parts of the picture. Reeces (2004) approach
is an approach that lacks more on the practical approach, for the advices and notes
pointed out that relationship is to be prioritized for the importance of a functional
operational definition of the structure of the organization. If, for example one does not
participate, then others will be affected, and therefore, people have to work as a team, but
41

before working as a team, work with self-assessment first. Self-disclosure shows
importance for it builds the trust amongst members, and by theory, will have a good
structural relationship for the better goal of the whole management.
People, not only limited to the workers but to the employers as well, have to
disclose to rid off the emotional pain of what is called the toxicity. As masters of
self-discipline, professionals in their field are presumed to know that what they do can
affect the environment and others (Masters and Wallace, 2001), and therefore need to be
careful of what they do. Disclosure actually aids the relationship, but does not always
guarantee automatic solution. As people disclose and gain trust with one another, then
everyone can work with anyone.
According to the Berman, there is the importance to the aspect of coordination
amongst members of the work place especially that of the implementation and practice of
the Leaders. As said by Berman (2012) there should be certain standards that should be
met in order for everything to follow into a simple yet great mechanism. Logically
speaking, by standards, there should be guidelines, rules to apply so that everyone will
follow a proper set of action, in which as already given, will be not difficult for workers
to do the correct things. Only the mechanism will be possible if and only if
Collaborating with others and getting to get other people to do things (Berman, 2012)
will happen, for the simple reason that, as no one collaborates, anarchy is to follow, ergo
to the management, productivity is less possible and therefore would deem to be a
negative factor of influence on managements life blood.
The author talks about the two important skills that are essential for influential
leadership not only by managers, but as well as from the initiative standpoint of employees as
well, namely having Social skills, and Professional Skills (Berman, 2012). The Social skills
42

attribute themselves to other peoples responses and concerns, whereas Professional skills
actually handle the performance per se of the workers. Speaking on the viewpoint of the
employees where some are actually burdened with unresolved personal fears and feelings of
inadequacy (Tompkins, 2004), it is important to note that collaboration is not only getting
people to know what to do, but is a matter of knowing their circumstances before making
decisions. Collaboration is simply important for the fact that, like Reece (2004) in what
self-disclosure is given importance to wherein in revealing their identities, intentions
and even ideas, can they have better networking with each other, it is a must that each
one knows, on the part of the manager as a leader and employee, to work in unison
towards the betterment of management.
Based on the above given, that there should be the collaboration of parties as
mentioned by the author, one must remember that no one leadership style is effective in
every situation (Berman, 2012) and therefore calls for other methods of facing a
problem in the work place. It does not always follow that by Elton Mayos standards
which is a more accepted idea as of todays age, because of the rise of Human Rights and
more Humanistic approach of needs such as awards and legal benefits, one must not
forget that even old ways, that not opposing, but merely on another context, Scientific
Management by Taylor may be applicable. The author attacks the practical approach
when it comes to the more team-based aspect of the text, that where leadership is the key,
and by the proper type of leadership.
To dwell on that matter of leadership, the author ascertains that of the difference of
the two important roles. He states that some people have solid or excellent professional
skills and that others have good social skill but lack professional knowledge or judgment
(Berman, 2012). It is therefore important to mention that it should be both the social and
43

professional aspect that must be present. Take for example, that a person is promoted to a
higher rank because of the social skills that which recognizes team-based applications. If say
the person is a team-based player on the more hands-on aspect, so that he or she may
understand the process further, how can he or she delegate well when he or she, who was
promoted, is actually potentially remote as to the means of implementation. It is actually
better to understand once on the field, but given that his or her methods work for a team-
based approach, how can he or she then have the so called professional knowledge or
judgment on the matter? By the made statement, one must reflect on Ripleys (2002) idea to
look not only at our employees, but also at the environments to which is a factor to the
case. To collaborate, one must look into both sides of the same coin of personal and
social approaches, and use it. Upon collaborating, seeing not only employees but also
everything as a whole, leadership would be much easier in theory and hopefully
application.
Besides looking on the environment and a systematic approach like Ripley (2002), it
is good to note that in collaboration, there is communication to be involved. Practically
speaking communication is and must always be present for if there is no communication,
there will be no flow of information, and when there is no flow of information, there is
actually, in theory, a delay in process, and in delay there comes the plans not going or taking
their places which is by default, detrimental to the company. As said by Berman (2012)
communicating and getting cooperation from others are increasingly important because
it actually affects employer-employee relations and even co-worker relations. It is in its
generic sense, a reciprocal process and a contagious one indeed. Take note that as one
aspect of management affects one another in a functionalist perspective that in the
approach or attitude of people or a person, it affects the environment be it as a whole or
44

in their own spheres, especially in a team effort (Masters and Wallace, 2001).
Of course the importance of the collaboration process is the administration of
change. Management, in its simplest sense has to adapt to changes, not only to external
factors (e.g. globalization, technological advancements, ethical and moral issues, laws,
etc.) but also in its internal factors (employees, strategies, resources, production, etc.).
Hence, Kotter states according to Berman (2012) One of the most common ways to
overcome resistance to change is to educate people about it before hand and therefore, it
is important to exact the knowledge of change through collaboration, for members cannot
know if it is not collaborated upon. Another thing that the author imposes for not only the
retention of the collaboration, but also the way the retention is to be possible is that there
should be repetition of three times (Berman, 2012). It gives importance to the fact that
repeating an action actually helps in building the foundation particularly in the
psychology that, as practice makes perfect and the collaboration and reminders get
practiced often, it would be further grounded and naturally implemented. It is not only
important, by the authors thoughts, that there be change, but a factor of importance is
also how the change is applied.
As the author focuses on the collaboration and leadership towards to members of the
organization, the author gives importance on four aspects that should be met along with
collaboration, namely getting support and motivation, maintaining that support and
motivation, bringing the new benefiting members to replace the old non-working members,
and lastly dealing with problems on people who resist the change. Primarily speaking, being
motivated and supported is one factor that makes missions and visions achieved because,
psychologically speaking, if a person is not motivated to work, that which Tompkins (2004)
points out where workers perform monotonous and boring tasks without any sense of how
45

they are contributing to the common interest, then it actually devaluates that sense of self-
achievement, where one works for nothing or efforts are made for nothing, as if humans were
machines. Getting the emotions, attitudes and personalities boosted and empowered affects
behaviour, which in turn affects performance, which in turn affects self-achievement (Reece,
2014) but in which also affects the organization as a whole on their attitudes and performance
(Masters and Wallace, 2001; Awadh and Ismail, 2012). Upon taking charge of the situation,
by common logic, it should be kept and maintained every day for more productivity, better
relationships, and better results. There would be some who simply do not accept, and
therefore remove them as stated by the author, and replace them with new members in the
collaboration mission and not in the literalness of dismissal. Lastly simply fight the resistance
because change is inevitable and therefore management, to survive, by common logic, has to
adapt, which means to change. Like said One size does not fit all (Berman, 2012) and
therefore, no one way is enough and therefore dynamic approach or changing approaches
to adaptability is a must.
It affects employee performance because along with Ripleys (2002) systematic
approach, everything is a reciprocal with one another, given that workers affect their co-
workers and employers to their employees. Change is important, and the researchers aim
to say that the study conducted by Berman (2012) would be helpful in the approach of
adaptation to change, and as well better relationships with all members of management in
theory.
Goals serves as the guide of the employees to direct their efforts at the same path
that the organization is eyeing. The employees are the one who have well discernment of
their strengths and weaknesses on the areas of their work (Watling, 2000). It is equitable
enough for the management to be receptive on the suggestions of the employees on how
46

to improve the mechanics of their work. In this way not only the prerogatives of the
organization towards development is being met but also of the employees towards their
personal growth due to their sense of contribution towards the actualization of the
organizations goals.
Improvement by willing cooperation (Watling, 2000) of the employees is the most
preferred method of the management for achieving the long-term development of the entire
organization. When cooperation comes willingly from a person, because he/she can see
the benefit of it for his/her growth and development and for the organization he/she
belongs with, improvement will not only be stagnant for permanency but would rather
continue to improve. In deciding the areas that should be measured and improved, it is
advantageous if the employees concerned were to participate in the decision making. The
appraiser can try to get to the situation where he/she is supporting the suggestion
(Watling, 2000) of the employee rather than doing the opposite. The method is not an
easy job. Not all of the employees suggestions could be conceded but the appraiser could
make use of negotiation and try to compromise the situation. Agreement between the
appraiser and the employee regarding the measurement of performance and the
competencies that should be improved contributes to the efficient and effective personal
development outcome.
The ability to work effectively with others could be achieved through
understanding oneself. Knowing ones strength and weaknesses helps a person to
highlight the areas that he/she is excellent at and improve the areas that he/she is wanting.
Self-awareness helps through determining the types of people that will be
complementary to oneself. Having a complementary relationship with other people
results to understanding the lacking and abundance of skills, knowledge, needs,
47

capabilities etc. of each. In this way, one person could exchange information that are
abundant to him/her and would benefit the other who is lacking and vice versa.
Self-awareness, according to Janasz, Dowd, & Schneider (2009), is knowing your
motivations, preferences, and personality and understanding how these factors influence your
judgment, decisions, and interactions with other people (Janasz, Dowd, & Schneider, 2009).
To reiterate, self-awareness is the foundation of effectiveness at work. For example,
knowing your personality whether you are realistic, investigative, artistic, social,
entrepreneurial, or conventional would allow you to determine the job that is
professionally satisfying and therefore financially and personally satisfying (Janasz,
Dowd, & Schneider, 2009).
Janasz, Dowd, & Schneider (2009) have given one method of knowing oneself,
which is through self-analysis. Self-analysis necessitates a person to observe and explore
his/her thoughts and feelings that is affiliated to evocative phenomena (Janasz, Dowd, &
Schneider, 2009). Through the reflection of oneself, it helps a person to gain new
perspectives that can be related to their lives. For example, a person who is good in writing
has found out through a class reporting activity, that he/she has lacking skills in the areas of
oral communication self-awareness. Once she acknowledged his/her weakness then she
could start focusing on improving this area, for when she came to that phenomenon again,
she would know how to handle her weakness at once. To be effective and to generate a
collaborative environment, a person who is good at writing but lacks oral communication
skills could collaborate with a person who is excellent in oral communication skills and
lacking in writing skills. In this way, they could exchange information that they are adroit at
to each other which will be beneficial for both of their improvements.
Worker/Employee personality plays huge role in the organization or company,
48

because the work place consider them as man power which runs the whole company. The
Journal represents a different set of the types or working personalities, but the researcher
will be concentrating on the use of Hollands theory of Career choice. Miller gave 9
types of employees and their specific work style. Avoidant personality is a
pattern of social inhibition, feelings of inadequacy and hypersensitivity to negative
evaluation or criticism, Give him a task to do, keep the supervision brief and positive, let
him stay out of the spotlight, and the Avoidant employee will probably be a reliable and
faithful worker. Dependent personality is a pattern of submissive and clinging behaviour
stemming from an excessive need to be taken care of, the ideal assistant or subordinate,
and for simple, well-structured tasks this may be true. The Obsessive-Compulsive
personality is preoccupied with orderliness, perfectionism and control, this is the "detail
man" you want working on your projects. Antisocial personality is a pattern of consistent
disregard for, and violation of, the rights of others, this type of style will do the absolute
minimum amount of work he can get away with, apply for every benefit and privilege,
antagonize your good employees, drive business away, and finally sue you or try to
physically harm you when you attempt to discipline or fire him. . Borderline personality
is a pattern of unstable interpersonal relationships, fragile self-image and wide emotional
swings, the Borderline employee's tendency to over idealize, may initially make her the
most devoted of employees. Histrionic personality is a pattern of excessive emotionality
attention-seeking, need for excitement, flamboyant theatricality in speech and behaviour,
a non-logical and impressionistic cognitive style, and use of exaggeration to maintain
largely superficial relationships for the purpose of getting emotional needs met by being
cared for by others, good humour is infectious, and your Histrionic employee may
provide a refreshing dose of levity in an otherwise sober office environment. Narcissistic
49

personality is a pattern of grandiosity, entitlement, need for admiration and lack of
empathy for others' feelings or opinions and expecting unearned high praise regardless of
their actual effort or accomplishment, If the Narcissistic employee is doing an acceptable job,
and there is genuinely room for improvement, a collaborative, "we're in this together" type of
coaching style from someone the employee respects may be effective. Paranoid personality is
a pattern of pervasive distrust and suspiciousness, so that others' actions and motives are
invariably interpreted as deceptive, persecutory or malevolent, the Paranoid employees will
have no compunction about harming you to get what he feels he deserves. The central
characteristics of both Schizoid and Schizotypal personalities include avoidance of others,
severe deficiencies in social skills, generalized withdrawal from life and sometimes deficits
in perceptual and cognitive skills, may be well-suited to isolated, low-level jobs of limited
complexity. According to Miller all people possess personality traits. These are the simple
variations of temperament, cognition and interaction style that give each of us our distinct
"color" as human beings. But by the time these personal characteristics grate significantly
derail the success of the persons themselves, psychologists regard them not just as personality
traits, but also as personality disorders. The official diagnostic definition of a personality
disorder is "an enduring pattern of inner experience and behaviour that deviates markedly
from the expectations of the individual's culture, is pervasive and inflexible, has an onset in
adolescence or early adulthood, is stable over time and leads to distress or impairment." But
individuals who have these types of disorder are not aware of that they do possess such
behaviour, and have no idea of how their personality affects the whole organization itself.
Personality and work are not separated in fact, the personalities of the employee
chooses the job it want to do. Personality disordered individuals may also be talented and
productive in other aspects of their work, their more dysfunctional behaviours may be
tolerated in the workplace, or co-workers and supervisors may even exploit them.
50

Romero talks about the institutions of the present times, that which involves
developments through the physical and social aspect (Romero, 2010). As the technology of
the age of today advances, it is a must to adapt to it, for reasons that associate it to success
and competitive advantage. Although traditionally speaking it is a must to master the
scientific and technological skills for the proper use of new tools and knowledge, social skills
that of management and organizational aspects are to be applied (Romero, 2010). Going to
Ripleys (2002) systematic approach where all factors are in interrelation to be affected
from the difference of one, so should the organization take charge and control of these
factors. Speaking in practicality, the failure of one side of the organization is detrimental
to another, such speaking that for example, the failure of the Operations and Productions
branch of the organization fails to meet expectations of the Marketing and Advertising
branch, sales may actually be affected and therefore customer satisfaction may decrease
and which in turn affects the organizations sales, and therefore affects profit entered into
calculations and applications by the Finance and Accounting branches of the
organization.
On the importance of the proper skills applied, both are the physical and the social as
said by the author, it is important to take note that which is called institution. According to
Romero (2010) it is a way of thought or action which was embedded in the habits of a group
or customs of people and therefore shows that it, institutions, influences actions of people,
in their own customs in their organizations or managements. To take note of Awadh and
Ismails (2012) approach of that view of the culture, it goes synonymous to the idea of the
author in taking customs at hand. It shows that customs, are actually those practices in
specific managements and which have that specific mechanism for actually exercising
not only the operations to finish and perform specific tasks, but also exercising the
51

correct implementation of achieving those tasks. Different managements have different
cultures as it can practically be applied, given for example that San Miguel Corporation
has its own views and goals compared to Asian Brewery, and by having different views
to achieve, cultures, or customs as spoken, are a factor to the case of forming strategies
towards reaching that specific or set of goals. As an institution, having recurrent or
repeated procedures, from there on, the procedures repeated actually impose or so to
say establish frontiers because it is the common practice of the management. Repetition
actually creates a custom, a practice in its perfect sense, that which makes institutions,
which are parts of the definitions of managements, crucial in the way management itself
functions. Taken for example different manufacturing companies for cars, different cars
actually have different specialties, like affordability, rapid response towards delivery,
uniqueness or differentiation, or the context such as city use, or for racing or drifting. It is
all a matter of that custom, made by repetition, which defines an institution. Everybody in
the operational sense is affected because everybody performs under the imposing
institutions.
As institutions are actually a big influence, given their definition earlier, institutions
also play a role of organizing and also modifying the information that circulates in the
company (Romero, 2010). It actually is a matter of getting everyone on the same situation
and same practice, where interests and directions are aligned for as institutions, fictionally
speaking, hold the right amount of information, to be able to delegate it towards others
through proper collaboration (Berman, 2012), is actually something not concentrated
upon but is actually a factor to be considered with. Most of management actually focuses
on work and performance combined as the famous Elton Mayo is concerned to reiterate,
and therefore does not see too much on being human. Of course as an institution,
52

everything should function systematically and interrelated with one another, but as
information is of the essence then proper team-play is essential in the role-playing of each
division of specified tasks. As institutions actually learn to impose and keep on imposing
the repetitive practice, it is presumed and must be done that the repetitive actions should
have a basis, and the basis of those repetitions are actually the correct information which
the institutions hold.
The author sees the institutions as a proper mechanism (Romero, 2010) where
everyone should follow. Included in it are the rules and regulations, and as well as the
training for productivity and in reaching the managements goals. As being focused on the
technological aspects or physical aspects of the institution which is basically prowess on the
tangibles that are used for productivity, it is important to take note of the social aspect. Like
mentioned earlier, there are two important aspects, that which is the physical or the tools and
equipment based power, and another is the social. Institutions are actually both physical and
social in nature, interrelated and its two powers influencing on one another. Practically
speaking the social aspect affects the directions of the management as a whole, as well as the
directions of technology. By the ideas of Masters and Wallace (2001), the point-of-view of an
institution in the social aspect actually gives similar positive feelings and therefore puts
everyone in the same alignment of interests which makes possible the reciprocal attachment
with one another. According to the author, knowledge is scattered in the different divisions
and therefore call for the proper alignment towards that proper mechanism.
As institutions call for the proper mechanism, the mechanism actually influences
the whole management or organization into the proper function and thus creates a
prevailing culture as mentioned by Awadh and Ismail (2012). The culture or synonymously
known as the customs are the actual practices of management, and are therefore manipulated
53

by the fictitious idea of the institution by sociological means (Romero, 2010) that it actually
gives direction for the repetitive approach of everything be it from worker to people in
certain positions. Everyone has a role to play which is the key idea, and the idea is that these
roles, repetitive roles and functions are influenced by the power of the idea of institutions. It
all comes down to a simple overall view or mechanism for everyone to see. As the
researchers dwell into the authors work it is to be noted that interrelatedness is the
inspiration for every function in the management. On a functionalist perspective as
mentioned earlier, from the view of the Marketing, to the Productions and Finance branches,
everything is affected by each ones performance. It is important to note, by the
researchers points-of-views that in aid of the idea of Berman (2012) of collaboration,
each part of management will function properly well if there is a correct influence on
each part, that to say, which should be modified particularly on the easiest of
understanding, the quickest of attaining the knowledge, and the proper handling of social
skills and the physical skills. Everything must be balanced for everything is
interdependent on one another.
Tompkins (2004) discusses on organizations and philosophies that may be possibly
applied on the age of management of today. As said, by Awadh and Ismail (2012) there are
vast and a wide array of studies that makes unmanageable the knowledge to be digested for
future purposes. Given the fact that as traditional management focuses on work-oriented
practices, one side of the coin that the researchers would like to point out and give focus on,
is the discussion of Tompkins (2004) part on the field of Human Relations Theory by Elton
Mayo.
Before moving on towards the Human Relations theory, the source introduces the
different styles of management theories that have developed through the ages. Tompkins
54

(2004) emphasizes that management is complex to the part that organizations of the age of
today, given the adapting situations of global changes have a large and structurally
differentiated personas and therefore being managed by individuals is impossible. The
source emphasizes that modern societies achieve their social, political and economic
objectives through the philosophies of management and different researches that have been
dealt with (Tompkins, 2004) and therefore management theories do not only apply to
managements in companies, but as well as social structures like families, education, and even
to the personal aspects of human life. Based on the said statement, as to organizing
everything in a proper manner, the author dwells in what is known as organizational theory.
It is defined as that of how and why complex organization behave as they do
(Tompkins, 2004) and in which, the goal of the source is to discuss the plainly and
distinctively each type of approach made in history as known to man. The author defines
the topic to be broad and divides the topic to three specific parts, namely organization
theory, organizational behaviour and management behaviour. The point is that, through
the vast definitions of knowledge given by past researches, the author wishes to make the
best possible and simple way of digestion for future managers and practitioners.
Firstly, organizational theory is that which takes on the macro-perspective of
approach where it explains how and why organizations behave as they do (Tompkins,
2004) in which gives many and different interpretations as to the approach of management
towards its own behaviour. It specifically talks about those which are the functions and goals
of management as a whole from bureaucratic authority, to strategies and to the environments
affecting managements positions and intentions. Given the external aspects which can affect
management, there begins a certain culture formation within the confines of management
walls (Awadh and Ismail, 2012) which affects employees as well and therefore is a factor for
55

the performance in lieu with the organizational output of workers.
Secondly, organizational behaviour, as mentioned by the author, is the opposite of the
first answer, in which it focuses in a micro-perspective in its scale in which it dwells on
behaviours and interrelationships of workers to each other, to the environment, and to their
own self-assessment and satisfaction (Tompkins, 2004). The portion or theory to the topic is
that it actually makes managers and practitioners see the individual interests and therefore
align it to organizational interests so that everyone is served attainment of organizational
objectives (Tompkins, 2004). It aids actually in the emotional competence (Reece, 2004)
of the employees where it manages the behaviour of the workers and channelling it to a
proper social setting. Managing management as a whole is too broad, and ergo calls for
measures on the individualistic points of view where, problems usually arise in singular
context before it becomes plural, where it is not that the person is the problem, but the
problem is that the person has been facing problems which affect their status and
performance per se, which is detrimental to the whole of industry.
Lastly, there is the management theory, where it rather focuses on the processes
and practices of the organization. It is important to note that, even though theories would
instil itself on general knowledge (e.g. on proper approach to workers and proper lineage
of authority in the workplace), practice is also a must and in importance. It is more of an
evaluative nature as to the context of improvement, say Frederick Taylors Principles of
Scientific Management and Douglas McGregors The Human Side of Enterprise
(Tompkins, 2004). According to Reece (2004) relationships grow stronger with the
workers, employees and management whenever there is a revealing of themselves and for
the matter at hand, proves that there is need for interaction at practice for there to be basis on
the improvement of such managements. Given for example, that in basic logic, it is not
practical for managers to simply let loose on employees as what Human Relations theory
56

would suggest rather than more of a cold and mechanical approach (Tompkins, 2004), but
rather learning to balance the identity of authority of such people and recognize it, can
management be in itself leading to probable proper functioning. If too strict on one side of
the coin and job-oriented, then it would not easily satisfy the employees and would therefore
affect performance making everything boring and calculable, where it would deny emotion
which is actually an important key factor to the experience wherein processing of information
towards the work is essential (Reece, 2004).
The researchers dwell into the discussion of the Human Relations aspect of the
author where as stated by Tompkins (2004), the Human Relations Approach goes from
being technical to human where the study emphasizes more on the human emotions,
opinions, psychological and social capabilities that are to be managed and channelled
properly. Behaviour is the keyword and simple idea of the topic at hand for in previous
researches dealt by Taylor, skill is the asset so long with it the knowledge and practice.
Elton Mayo, one of the key founders of the topic at hand actually bases his study
on what he has called Social Disorganization where it is actually attributed to his
historical context of the industrial age, wherein in the Industrial revolution as an example,
has destroyed the social ties that once bound together members of society (Tompkins.
2004). It simply indicates that where bond of members has been destroyed, based on context,
it is actually because of the social roles that each individual plays and therefore, affects his or
her nature towards the performance that they may possibly do. In the age of today one can
simply extinguish a man of power from simply a man of poverty, or in a simpler example, a
lawyer to a doctor, a teacher to a nurse. It all lies within the roles that each individual plays
that is emphasized and therefore the social ties, the groups and cliques become more
emphasized, such as men of power eat together and perform together like workers with their
57

co-workers. It is better if the contribution to the common interest (Tompkins, 2004) is
actually emphasized which is particularly for the betterment of management.
On the disorganization of society because of the roles, there now comes the
irrational tendencies which are actually incomplete adjustments to environments of
individuals (Tompkins, 2004) and therefore a performance potentiality hindrance by
practicality. As Masters and Wallace (2001) would state that there should be a need to
developing a clear image of potential in ways of accepting the experiences and therefore
would be an issue as to the matter at hand where tendencies should be faced, that is partly in
the environment and as well as the people around the worker. As management accepts the
best potentials of human beings, they should not actually forget to accept also the faults and
errs of each of them for as they have personal rituals and superstitions, perfectionism or
rebelliousness, reduced ability to relate others, distorted perceptions or personal delusions
(Tompkins, 2004) management has every obligation to accept them for if not, potentials are a
waste. Given the idea that the world has less educated men due to poverty and rising value of
economic exchange, workers also decrease based on the increasing portfolios management
desires, and ergo other potentialities would not be noted of. On the given perspective, as the
author points out on Elton Mayos view industrial problems must be viewed as arising from
the lack of fit between each individuals fears and needs and the systems ability to allay
those fears and satisfy those needs (Tompkins, 2004). The main idea is that there is that
adjustment in which management fails to give attention to workers, and instead focuses
workers adjusting to the system.
The idea of the author is efficient and effective for the purpose that it actually gives a
better view of management in a whole, particularly on the workers on Human Relations
Theory. As a method of studying, researchers are well informed of possible happenings
such as social systems which contain physical and human components and not just one
58

which relies on environmental affection (Tompkins, 2004). There is the idea that better
communication and cooperation as mentioned by Berman (2012) is needed for the
alignment of individuality with generality for the managements success (Tompkins,
2004). In truth, Management is not always about performance, but as well as building
relationships inside an organization in order that the organization be stronger, based on the
relationships made; e.g. employer and employee relationship. As Hawthorne studies would
mention; sentiments, feelings, beliefs, and perceptions must be taken into account
(Tompkins, 2004).
The Masters and Wallace aim to discuss more on the personal aspect of the book,
given the wide variety of discussions on personal development; it goes to a practical
approach in different situations towards the workers perspective. Step by step, from Self
approach to the environmental aspect of the matter, the author gives insights on
importance of the initiative of the worker.
Given that the researchers would dwell on personality impact to the performance,
Masters and Wallace (2001) mentions that everything begins with self, hence when you
dislike yourself, you have low self-esteem. Esteem plays an important role as it may be
considered one of the best psychological weapons that human beings have, as to the point of
momentum and motion for working is concerned. In the approach of Ripley (2002) where it
is important to view the worker, as management accepts them, acceptance of the problems in
the package is also something to be of concern of. There can be no perfect human, and even
in the imperfections, are there also areas of expertise in which management should recognize
and give nurturing to. As to the authors which focus more on the self-situated application,
self-esteem is built upon realization. There is the issue of acceptance of ones self as to the
matter at hand, and thus psychologically speaking, affects the person in a direct manner. If
59

for example a person has already practiced playing a piece, and is then asked to perform in an
audience, and is affected by over-thinking and doubts about negative possibilities, the person
will then be succumb to his or her fear, and it follows to the notion that the potential and
practice is left behind. Belief in ones own self is rather a must and should be realized. As
traditions of management focus on working as to Taylors approach (Tompkins, 2004), one
person cannot easily lay it out if ever there is actually internal struggle within individuals,
and sometimes even training is not enough to suffice the needs of management to heal
workers to perform correctly through instructions.
As mentioned, going on the self, authors go and diverge on the aspect of the
environment, as that attitude can have a powerful influence on the environment of other
workers (Masters and Wallace, 2001). As an organization, it is important that, individual
isolation be avoided as pointed out by Elton Mayo (Tompkins, 2004) for there is no learning
in isolation. Management has the objective of not only setting goals in their favour, but to
make good relationship with each and every one from the high ranks to the low ranks. The
practice of good communication as stated by Berman (2012) is a must, for by simple logic, if
there is no communication, information will be impossible to acquire and ergo directions may
not be designated or delegated, plans would not be met, anarchy in the formation of the
company may arise just because of the lack of language. When people have good
communications, the possibility of a good culture (Awadh and Ismail, 2012) and good
relationships will arise (Reece, 2004). From the similar experiences each worker has, they are
able to feel safe and accepted by the norm of their positions at work, and thus it gives team
spirit or a high morale and ergo makes motivation at a possible peak (Masters and
Wallace, 2001).
The importance of the authors points are that, one must be able to develop self-
esteem, therefore that initiative become a more stronger and confident person or individual
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and that in having the confidence, an individual can have an advantage towards adapting to
the situation of different scenarios from different teams to different environments. As a
general rule, according to Reece (2004) willingness to reveal more about themselves
(employees) gives the strong point in relationships, on a psychological and practical
basis. On the matter of the researchers, the author gives a good view on towards viewing
perspective when it comes to individual eyes. Over past decades managements always
develops things as a whole as to the proper delegation of power, proper training, proper
ways of procedures and practices, morals and ethical changes, but management has much
to develop on the individual. Psychologists usually are the experts of the field of
individuality in which the micro-level perspective is affected (Tompkins, 2004) in which
relationships are a must in understanding the bigger picture. For the researchers, the
author gives a good guide, in the most practical sense, in understand people based on
their inner conflicts that management itself, may or may not usually see and therefore
tend not to ask and rather rely on the dictates of scientific research rather than initiative.
Synthesis of the Study

The studies of most of the sources can relate as to the importance of the
employees involvement in the job, so to speak that they actually make things happen and
produce the product (Kearney, 1978). Recent researches and even past still stumble on
personality-performance assessments and the importance of one part from another as to
developing a better scheme for managements in a generic sense and context, and it can be
concluded that results may vary. As mentioned that there are actually different researches
saying, for example, that there are positive relationships on personality performance and
also negative ones (Awadh and Ismail, 2012), though variations keep expanding,
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management changes to more humane approaches than technical (Tompkins, 2004)
whereby employees of today are given more consideration of and treated well ethically
under the guidance of law and of the age.
The researchers actually would disagree as to that of Boyles (2012) assumption
that man a rejected element so to speak for laws of the age have changed and varied.
Researchers take into account Ripleys (2002) account of systematic approaches whereby
all should be included in the processes of evaluation that which is to correct and reform
the organizational structures of the management to a better form where all would suffice
to it. Although Boyle (2012) has a point on management being authoritarian rather than
collaborative, it is still managements job, in an operation and practical meaning, to
initiate and set as examples to the lower class (workers). Motivation is of an essence in
the field because to agree with Kearney (2006), workers need to be motivated in order to
move. If workers do not move, then what is there to produce? A rhetorical and basic
question but possibly ignored still today but in more, less cases.
The authors of the study though focusing as well on the importance of employees,
also focus on the importance of communication as a process. Most of the authors in study
would agree that, like Berman (2012) states, Communication to unify is a motto for
language in its most basic sense is applied to all parts of the management for better
synchronization processes. Like Reece (2014), the point of the numerous authors on
communication actually amplifies the importance as well of the interpersonal relationships,
that which Reece makes famous for as self-disclosure. The disclosure is actually one way
of strengthening the relationships of people inside a working environment for personal and
psychological reasons of it being a way of trust between one another, and when trust is
involved, security in a mental state is given, and people will be more psychologically able in
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performance abilities. Take for example then if a man in an environment, say a Legal
Management student is put in the place of a Commerce student, it would take the idea that
business is business in the commercial world where entrepreneurial-minded folks take
hold and run everything. As Legal management majors, they are more exposed into legal
matters and part management, now if the Legal management major would actually build
trust and confidence as to the relationship of his Commerce major peers, the Legal
management major may cope up to the needs of the environment and be more productive.
To adapt is the keyword; to adapt with one another and work as a team.
What affects the relationship of one another then is the environment of the work
place. It is actually the relationship of people from one another that defines the environment
be it with its culture involved (Awadh and Ismail, 2012; Masters and Wallace, 2001). With
Ripley (2002) leading the idea of the systematic approach where management has to look
at a whole rather than focusing on specific aspects, it should not always be employees who
should be the focus of changes and improvements. Researchers agree on Nivens (2002)
point that employee performance is a must to give attention to but one has to take note that
though it is employees who make production happen, that is not the only place where
problems can arise. It could be that it is the employers who have problems, which could thus
cause a break in relationship that which Mayo has said According to Tompkins (2004) has
attributed on Social disorganization, where relationship or ties become broken because of
roles. It could also be amongst co-workers themselves where relationship could be broken as
well. Besides looking into performance, many authors and the researchers agree that there is
a wholistic approach where everything should be monitored, but take into consideration that
internalities is a more grave factor than external ones. With the reason being, relationships
are actually one of the primary priorities of management, which is suggested and agreed upon
by researchers towards the study.
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Again management plays an important role so to speak about the employees being
motivated because it is the managements role to push the people to work up to the point
of the workers being willing in their cooperation (Watling, 2000) towards the tasks.
Things are actually interrelated to one another, that which as relationships make a better
foundation for interpersonal schema, information will then be allotted an easier effort and
where information passes by then planning would be easier for management. Personality is a
must as an emotion is to be accepted (Masters and Wallace, 2001) as a powerful tool to tap
by management to make employees move, and as employees would move, management and
employees would have a better understanding and a more team-based and systematic
approach as suggested by (Ripley, 2002). It would be best that management look at its over-
all views, but it is also important that management remind the workers of Janasz, Dowd
and Schneiders (2009) wording on Self-awareness and of Self-Analysis. Self-
awareness is on knowing ones self as compared to Self-analysis which focuses on
reflecting on ones self (Janasz, Dowd and Schneider, 2009). It is also important for
management to look at the internal aspect/s, because it is the internalities that make possible
the externalities. If a man cannot simply have good understanding and compromise with
fellow workers because maybe of recluse attributes for example, then relationships may have
gaps and synchronization may be a critical part. What Janasz, Down and Schneider (2009) is
actually that internal aspects must also be guided, which the researchers wishes to fuse with
Kearneys (2006), idea of being motivated by management. It all starts within the employee
per se and becomes fulfilled when they get it done external from themselves putting their
collaboration towards and with the management (Ripley, 2002; Romero, 2010).

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CHAPTER 3: METHODOLOGY

The five purposes of this chapter are: (1) to describe the research design of the
study, (2) to explain how the samples were selected, (3) to describe the data collection
instrument that will be used for the data gathering, (4) to describe how the data shall be
gathered, and (5) to define what tables, charts, and graphs and mathematical tools that
shall be used to analysed the data gathered.
Research Design

Descriptive Correlational design will be used in this study because of its
appropriateness to the studys aim which is to determine the magnitude of the
relationship of the two variables, personality and performance. The data for the two
variables were gathered without the intervention of the researchers and in the natural state
of the respondents. After the data for the two variables were gathered, they will be
correlated and the relationship of the two, whether they show an inverse or direct
relationship or no relationship, and whether they show a significant relationship or
otherwise, will be described.
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Sampling Techniques

Betis Woodscraft is not a big organization unlike any other manufacturing
companies. Because the work place is small, there are few workers who are mostly
skilled but uneducated and it has a single manager which is the sole proprietor. The
manufacturing company is unpopular in the Philippines but their products are usually
exported to countries like Dubai, Thailand etc. The manager allowed the full total of 51
employees for the respondents which comprises of groups that are in charge of carving,
paper sanding and production. The researchers employed the full size number of
employees (51 employees) as a respondents to answer the RIASEC test, and the
demographic profile questionnaire which regards to Age, Gender, Years of Experience,
and Educational Background.
Demographic Profile

The Manufacturing company used for the data gathering is Betis Woodcraft,
having a sole proprietor is composed of exactly 51 employees, for the purpose of the
research age and gender was taken into account by the researchers. Since the company
has a sole proprietor the decision made to employ workers primarily if the person could
do work and mostly has the skill set to perform the job. The workplace is composed of a
total of 51 members having 15 females and 36 males and excluding the owner itself. As
of what the researchers have gathered the range of the age is from 18-56. The owner has
discarded the age because what was important was the skill itself that is why 92% of the
worker had only reached high school, and no further data was gathered if the workers
have graduated or not, while 8% of the worker has no educational background and have
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decided to work rather than study. In terms of work experience the range is from 1 month
to 35 years, there is a huge gap between the work experiences because some of workers
are near retirement and have chosen work over education because their family needs
them to work.
Instruments

The instruments utilized in this study are the RIASEC test for determining the
personality style of the respondents and the Performance Appraisal for determining the
performance of the same respondents. The two instruments are described in this part in
the following sequence, the first instrument is the RIASEC test followed by the
Performance Appraisal.
RIASEC test

This instrument is adopted from University of Hawaii which is given by the
university as part of the college assessment of the college applicants. The Holland codes
have been established to be constant overtime thus the instrument even originally used
for college applicants will still be valid if used for the working respondents (Personality-
testing, n.d.).
The RIASEC test is constructed with internal consistency reliability. The
particular reliability used in the test is the split-half reliability where the items of the
same areas of personalities (Realistic, Investigative, Artistic, Social, Entrepreneur, and
Conventional) are split in half in order to form two sets of items. (Refer to Appendix B)
Each personality has corresponding items on left side and on the right side which probes
the same area of personality. The total score on the left set is computed and the same is
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done to the right set. Then the tallied scores for each personality style on the left set is
added to the scores of the same personality styles on the right set. The personality style
that has the highest score is determined as the dominant personality style of an individual.
The RIASEC test contains items that corresponds to the interests and skills of the
respondents. For a Realistic person, the items that greatly communicates to his
personality are (1) I like to work on cars, (7) I like to build things, (14) I like to take care
of animals, (22) I like putting things together or assembling things, (30) I like to cook,
(32) I am a practical person, and (37) I like working outdoors. For an Investigative
person, the choices (2) I like to do puzzles, (11) I like to do experiments, (18) I enjoy
science, (21) I enjoy trying to figure out how things work, (26) I like to analyze things
(problems/situations), (33) I like working with numbers or charts, and (39) I am good at
math, represent his dominant interests and skills. For an Artistic person, the most of his
choices contains these (3) I am good at working independently, (8) I like to read about art
and music, (17) I enjoy creative writing, (23) I am a creative person, (27) I like to play
instruments or sing, (31) I like acting in plays, and (41) I like to draw. For a Social
person, the choices (4) I like to work in teams, (12) I like to teach or train people, (13) I
like trying to help people solve their problems, (20) I am interested in healing people,
(28) I enjoy learning about other cultures, (34) I like to get into discussions about issues,
and (40) I like helping people, would be highly regarded as his choices. For an
Enterprise person, the choices (5) I am an ambitious person, I set goals for myself, (10) I
like to try to influence or persuade people, (16) I like selling things, (19) I am quick to
take on new responsibilities, (29) I like to start my own business, (36) I like to lead, and
(42) I like to give speeches, would be his most preferred choices. For a Conventional
person, the choices that would attract him are, (6) I like to organize things (files,
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desk/offices), (9) I like to have clear instructions to follow, (15) I wouldnt mind working
8 hours per day in an office, (24) I pay attention to details, (25) I like to do filing or
typing, (35) I am good at keeping records of my work, and (38) I would like to work in
an office.
As Jones (2002) generally described each personalities, the Realistic person is
describe as often good at mechanical or athletic jobs, the Investigative person likes to
watch, learn, analyze and solve problems, the Artistic person likes to work in
unstructured situations where he can use his creativity, the Social person likes to work
with other people, rather than things, the Enterprising person likes to work with others
and enjoy persuading and performing, and the Conventional person is generally
described as very detail oriented, organized and like to work with data.
Performance Appraisal

In this study Performance is measured by using a performance appraisal
questionnaire (Appendix F) used in the Dissertation by the Graduate Faculty of Louisiana
State University and Agricultural and Mechanical College as to the topic of
Organizational Perceptions and their Relationships to job attitudes, effort, performance,
and organizational citizenship behaviours. The Questionnaire constructed with a Likert
Scale structure having seven (7) points ranging from Disagree very much, Disagree
moderately, Disagree slightly, Neither agree or disagree, Agree slightly, Agree
moderately, Agree very much with it being numerically represented as (1) to seven (7)
respectively in its structure. The questionnaire is validated and will be used by the
Researchers to study the performance factors of employees in a sense of not only manual
labor alone but also the work ethics of the employees.
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The Performance Appraisal used contains items that pertains to five (5) different
dimensions of Organizational Citizenship Behaviour (OCB) namely the Altruism, Civic
Virtue, Conscientiousness, Courtesy, Sportsmanship, and added with a non-OCB factor
called In-role performance.
According to McCook (2002), Organizational Citizenship Behaviors are those in
which exceed the expected scope of the job. To analyze further the definition given, it
is a performance which is done beyond the requirements of the employees, where to give
as an example, it was required that eight (8) in the morning is the required time for
attendance, but the employee has been in the workplace at six (6); it clearly shows that
the action done is beyond the expected requirement. McCook (2002) used the OCB of
Podsakoff et al., (1990) and ergo is also used by the researchers in the Performance
Appraisal aspect of the managements point-of-view. Each dimension of OCB has its
distinctive definitions which applies to a specific situation or manner of action.
Altruism

In the most basic sense, Altruism means selflessness. The given OCB gives view
of the employee as that who does not only look upon the self, but also considers the other
employees in their welfare and their performance as well. The Performance Appraisal
contains items that pertains to altruism such as helps orient new employees even though it
is NOT required, helps others who have been absent, helps others who have heavy work
loads, is always ready to lend a helping hand to those around him or her, and willingly
helps others who have work related problems. In the layman sense, it is important to
mind own matters for purposes of easier performance and easier attention and therefore
equates to a better and lighter work. Employees having the given behavior are those
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which, by the face of the questions, mind other employees through a helpful and selfless
hand.
Civic Virtue

Civic virtue is that which is of a social and political description, wherein
employees are to be under a culture or follow such organizational culture (Awadh and
Ismail, 2012). Being cultural in nature, it is technically not enough to be skill-wise but as
well as to be conformed within the nature of the management. Practically speaking,
different managements have their own different natures and cultures and therefore the
nature of say manufacturing companies differ from that of fast food chained companies.
In the given sense, employees, as given by the questionnaires tends functions that are
NOT required, but help the company image, attends meetings that are NOT mandatory,
but are considered important, keeps abreast of changes in the organization, reads and
keeps up with organization announcements, memos, and so on. From the given questions,
it can be told that members of the management, the workers, should also go along with
changes and be updated, and that management does not only welcome them, but they the
employees themselves also welcome the management and its nature. Thus by such, on a
political standpoint, it is that behavior that makes society governed indirectly through
culture, but in a management analysis point, it may pertain to that which is binding upon
members and the management despite the differences.
Conscientiousness

Conscientiousness gives an employee the hard-working and careful description.
The given OCB is important in the practical sense that employees which have such
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attitude and behavior would actually help work-in-process be smooth and in place. The
Performance Appraisal contains items that pertains to conscientiousness such as
attendance at work is above the norm, believes in giving an honest day's work for an
honest day's pay, does NOT take extra breaks, is one of my most conscientious
employees, obeys company rules and regulations even when no one is watching. If
Altruism focuses on the selfless and helpful attitude of the employee, the conscientious
employee is the employee that particularly follows what is to be assigned to him or her
and goes through the process and books. Employees having the given behavior are those
which, by the face of the questions, are in order and follow the order and system.
Courtesy

The given OCB gives rise to a careful character and a caring one, such that the
actions of the employee affect others, in the employees point-of-view. Organ described
this behavior as mentioned by Singh (2008), as consulting others before taking actions.
It is important that courtesy is recognized, though it is not that skill-wise in its essence, it
helps to build harmonious and fluent relationships between the employees in the
workplace and in effect makes performance better through the positive working
relationship. The questionnaire contains items such as considers the impact of his or her
actions on coworkers; does NOT abuse the rights of others; is mindful of how his or her
behavior affects other people's jobs; takes steps to try to prevent problems with other
workers; and tries to avoid creating problems for coworkers which are pertaining to the
characteristics of a courtesy behavior. By the face of the given questions, it is partly
being conscientious in nature where being careful is important, but it is rather focused on
the relational aspect of behavior where employees would not want division and
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distinction from one another. Employees having such a behavior is a good determination
to the managements status for there would be presumed lesser problems if employees
would be mindful of themselves.
Sportsmanship

The given OCB pertains to the ethical and respectful aspect of the employee.
Organ as mentioned by Singh (2008), has describe sportsmanship by example as not
complaining about trivial matters. McCook (2002) in his dissertation included
Podsakoffs et al., (1990) questionnaire which contains five (5) items that pertains to
Sportsmanship performance, these are: always finds fault with what the organization is
doing; always focuses on what's wrong, rather than the positive side; consumes a lot of
time complaining about trivial matters; is the classic "squeaky wheel" that always needs
greasing; and tends to make "mountains out of molehills. With the five items previously
stated, the employee must gain a score of 1, 2, or 3 which is a numerical symbol for
disagree very much, disagree moderately, or disagree slightly respectively to be
determined as performing the sportsmanship behavior. Such behavior of Sportsmanship
is a must, for to compare to the other OCBs, the given behavior gives forte to the mental
aspect of employees in which is a primal factor in work as it is presumed. Employees
must have this alongside importantly with the courteous behavior and civic virtue.
In-Role Performance

Part of the Performance appraisal questionnaire, as a criterion but separate and
distinct from the OCB, is the In-Role Performance. Used by McCook (2002) in his
dissertation questionnaire, the in-role performance is that where the level of
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achievement at assigned job duties is fulfilled, which is taken by the author in light of
Williams & Anderson (1991). In contrast to Behavior on the field given by OCBs, the in-
role performance is the way of meeting the requirements of the job (McCook, 2002).
To give an example, if the OCB of Courtesy, based on the questionnaire, say if an
employee is mindful of how his or her behavior affects other peoples jobs is how the
employee acts during a team meeting and a team duty, expectation and participation of
the employee is judged by the in-role performance say during the team activity the
employee performs tasks that are expected of him or her or given in the context of
Respondents, the nature of the job is on Woodcraft and Wood Arts, does the employee
meet responsibilities specified job description? In-Role Performance is a requirement-
based asset of the questionnaire wherein the credibility of a worker is being questioned.
Data Gathering Procedure

Using the questionnaire based or rooted in Hollands theory of RIASEC, the
researchers have drafted from a questionnaire from a college assessment test where the
questionnaire was used on college applicants pertaining on their job applications or
possibility on certain types of jobs. The workers were given questions or characteristics
so to speak that would relate to their Job satisfaction and those which would actually
measure their behaviours towards certain elements which would give relationship to their
performance and personality impacts. Given different choices, it would actually help base
their abilities towards certain descriptions on the RIASEC basis of Realistic, Intellectual,
Artistic, Social, Enterprising and Conventional.
The other questionnaire which was actually given to the sole-proprietor is what
measures the employees performance. To note, the study correlates the personality of the
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employees and also their work performance, and it is actually the sole proprietor who
knows the employees well, and therefore the Researchers actually prepared a
questionnaire for the sole proprietor. The questionnaire is based on a Dissertation on
Organizational perceptions in jobs and therefore follows a Likert Scale formatted with
seven (7) degrees of measurement. The questionnaire provides for the work ethic and
performance of employees as opposed to the RIASEC questionnaire which proves for the
personality assessment of the research.
On the other hand, not only information on the workers of the decided manufacturing
company has been collected, but also on the part of the HR manager who the researchers
dwelled upon in knowing more better the company at hand. It is, not simply knowing
through interview practices which happens but as well as aiming to know the information
based on the workers and their experiences via questionnaires as aiding tools in
understanding the workers.
Researchers used in procedure firstly to simultaneously divide the tasks. As the
other researcher/s dwell unto giving the examination of RIASEC questionnaires to the
workers, the other researcher/s dwell unto the interview. Researcher/s in charge of the
RIASEC matter explain to the workers on how to answer and explain the significance of
such answers to them after the answering of the questionnaire. Researchers in charge of
the interview explain that the research to be conducted is for their benefit by context of
manual labour in a manufacturing company. The Researchers asked questions regarding
then about the practices and the motives of management, their philosophy and approaches
towards the workers for more than an hour. After finishing the questionnaire of the
workers, the management was to answer the evaluation of its employees, making it the
measurement of performance as a variable in the research along with the RIASEC
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questionnaires revolving on the personality variable.

Statistical Treatment

The RIASEC scores from RIASEC test were tallied in the following way: the
filled in circles were add up in each column and was added up together to get the grand
total score. The researchers then took the highest score of each respondents which
corresponds to their dominant personality.
Tables shall be used to know, illustrate and compare the results of the given
questionnaire, thus this will determine which personality dominates the work place and
how the smaller groups would coupe to such working personality. The table shall also be
compared with the answers gathered from the Performance Appraisal. Pearson
Correlation Analysis will also be used to compare whether the relationship between the
types of working personalities has positive or negative effects for the company. For the
Researchers to get the dominant personality in the workplace, the Statistical Frequencies
will be used to arrange the results thus will reveal the most dominant personality present
in the company. These result will now be correlated to the PA questionnaire that will
answered by the HR Manager, thus giving us the result of how motivation through
Performance Appraisal affect the workers working personality.





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CHAPTER 4: RESULTS AND DISCUSSIONS

The chapter aims to present and discuss the results of the instruments used for this
study namely the RIASEC test and the Performance Appraisal. This chapter is organized
in the following way, the first subject matter that is the personality style, followed by the
performance of the respondents, and lastly the consolidation of the two variables
Personality and Performance.
Personality Styles

With Betis employee population of fifty-one (51), five percent (5%) of it or five
(5) employees consists the Realistic dimension of personality. The common traits of
employees in this dimension are their good skills in mechanical or athletic jobs (Jones,
2002). In the workplace, Realistic personality dimension has the lowest population,
considering the nature of the workplace which tends to demand realistic skills, its small
population is quite intriguing. However, later on, it shall be discover if even this small
population of personality has significant relationship to the performance. What needs to
be focused at is the magnitude of the relationship of Realistic personality to performance
considering that their personality is being utilized in the workplace which shall be
further discussed in the Correlation of Personality and Performance part.
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Moving on, ten percent (10%) of the population or eight (8) employees scored
their highest for the Investigative personality. As Jones (2002) describes persons in this
dimension, they learn best by watching and thus when the watch and learn method of
teaching is used it usually ends with great results. Another characteristics to take note of
Investigative persons are their analysing and problem solving skills (Jones, 2002). Next
to Realistic personality dimension, Investigative personality gained the second lowest
population.
Next, twenty percent (20%) of the population or 16 employees tends to be on the
Artistic dimension. Artistic persons are known for their preference of working in an
unstructured situations where they can used their creativity (Jones, 2002). With the
nature of work in the Betis incorporation which also requires creativity in manufacturing
furniture, the Artistic employees interests and skills have a high degree of appropriation
in doing their job.
The dominant personality in the workplace, the Social personality is comprised of
Forty-three percent (43%) of the population or thirty-five (35) employees. Social persons
are known for their preference of working with people rather than with things (Jones,
2002). With the nature of work in the Betis incorporation which has preponderance of
work with things rather than with people, the Social personality dimension having the
highest population is also intriguing, the same way the Realistic personality dimension
has the lowest population when in fact the nature of work in the manufacturing demands
for their interests and skills. It may make the readers think, what makes the Social
persons in this organization who are tending to like to work with people rather than
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things would choose an organization that is demanding a work that Social persons have
less interests and skills?
Let the readers be reminded of the demographic profile of the respondents. 92%
of the employees are High school graduates, six percent (6%) are uneducated, and two
percent (2%) is graduate with bachelors degree. With the current generation, choosing a
work according to ones likeness is challenging provided with high school diploma alone
or having no education at all. The reason for Social personality having the largest
population in Realistic environment could be that the opportunity for Social persons in
this organization to work in a Social environment is less because of their educational
attainment. The researchers could not entirely conclude for the other reasons aside from
the educational attainment of the respondents for it is the only appropriate factor that is
supported with the questionnaires (Appendix E) used for this study. However, this study
will not delve on the reasons for Social persons in this organization to tend to work in the
Realistic environment for it is already beyond the scope of the current study and it is best
to make a separate study for that. Later on in the Correlation of Personality and
Performance, it will be disclosed if Social personality has a significant relationship with
OCB and In-Role Performance.
And lastly the dimensions Entrepreneur and Conventional lands with the third
lowest population both having eleven percent (11%) or both having nine (9) employees
each. Entrepreneurial persons are known for their persuasion and performing skills
(Jones, 2002) while Conventional persons are known for their very detail oriented,
organized working preference and interest in working with data (Jones, 2002).
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Performance Appraisal

The following data given is for the Performance Appraisal based on the research
dissertation of McCook (2012) in which there are presented five (5) different OCBs
(Organizational Citizenship Behaviors) be it Altruism, Civic Virtue, Conscientiousness,
Courtesy and as well as Sportsmanship and the other separate from the OCBs is the In-
Role Performance. Researchers use the measurements of the Likert Scale having seven
(7) degrees from seven being the highest and one (1) being the lowest.
Altruism

According to Dibou (2012), Altruism is to help, regardless of the motivations
that drive the helping behavior and that it is helping or volunteering in situations in
which no obvious external rewards were granted for the helping behavior. In the most
basic sense, Altruism means selflessness. The given OCB gives view of the employee as
persons who not only help individuals but as well as groups in their field (Feldman et al.,
2004). The Performance Appraisal gives example of the question helps others who have
heavy workloads. In the layman sense, it is important to mind own matters for purposes
of easier performance and easier attention and therefore equates to a better and lighter
work. Employees having the given behavior are those which, by the face of the questions,
mind other employees through a helpful and selfless hand.
To describe the following data given, no degree of seven has been reached nor has
there been a degree on the first and second, but only from the degrees three to six where
consecutively the third degree has a percentage of 2%, the fourth degree has a percentage
of 2%, the fifth having 21.5% and lastly the sixth degree having an astounding
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dominance of 74.4%. It can thus be shown that as there are seven degrees, the fifth
degree onwards possess a positive answer towards the given behavior in performance and
thus Altruism is prevalently dominant in the workplace compared to only a minority of
4% where the third and fourth degree are combined, tilting the scale, there are more
siding towards the positive side towards the negative, and even to discount the fourth
degree for it is clearly neutral. Two scales make it weigh more significantly on the
positive side compared to the negative side. Given that in the context of the workplace as
there are different groups (three groups) divided unto specific tasks which involve what
Reeces (2014) work highlights in the situation at context, better interpersonal
relationships is a matter of importance, for in the operations of tasks given unto workers,
they work as a team and by practicality, it is a must that on a team, everybody functions
into the social group in order that the tasks given unto them, particularly for example
woodcarving in the case at hand, would be finished not only on the days work but as
well as to follow individual quotas in a multiplied manner.
Altruism speaks through helping behaviors focused on a volunteerism of
people (Dibou, 2012) in which case, is exemplified to be a good characteristic in terms of
the following study conducted for as there is an astounding 74.4 percent that workers in
the given woodcraft company exemplify to help one another in times of need. To focus
on the given, it is well displayed in the questionnaire questions which give prima facie
assumption of a teamwork based attitude (i.e. Is always ready to lend a helping hand to
those around him or her) which is an initial and important factor based on Bacals (2012)
work that better relationships lead to better work environment and ergo through
analysis on the fact that as people acting together in finishing their tasks, it is but true to
say that it is inherently good to have others aid someone, and therefore, for goodness to
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continue amongst them, relationships start to be built so that there is a continuity of a
better and productive task and relationship.
So far, a few in percent shows that in some members of the group/s, there are
those who are non-altruist. It is safe to presume that workers, since they do not tend to the
attention of others, tend to their own tasks and thus may focus more on building the self-
first (Masters and Wallace, 2001) rather than being collaborative and more social in
thought (Reece, 2014).
The reason being as far as Altruism is prevalent is not only found data presented
but that researchers go to the derivation based on the type of tasks assigned unto the
workers which therefore give way for a more social environment and thus tend to shape
workers as cooperating with one another, for then what then is the point of socializing at
work? It is to build a better relationship as mentioned by Reece (2014) but as there are a
few who do not participate in the social environment of altruism or team based mentality,
the tasks done can still be carried by thought of the majority. Altruism is deemed
essential in the study conducted, and should be retained and never be removed, but is
especially true based on the context of how workers do their tasks as was tested and
observed.
Civic Virtue

Blanken (2012) states that Civic virtue is the way good citizens behave in a
given society. On Blankens (2012) analysis, it is that trait which is formed for the
public good and for the community in which each management has according to
Awadh and Ismail (2012). Civic virtue is that which is of a socio-cultural and political
characteristic, wherein employees are to be under a culture or follow such organizational
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culture (Awadh and Ismail, 2012). Being within a culture, it is technically not enough to
be skill-wise but as well as to be conformed within the nature of the management.
Practically speaking, different managements have their own different natures and cultures
and therefore the nature of say manufacturing companies differ from that of fast food
chained companies. In the given sense, employees, as given by the questionnaires attends
meetings that are NOT mandatory but are also considered important as well as keeping
abreast of changes in the organization. From the given questions, it can be told that
members of the management, the workers, should also go along with changes and be
updated, and that management does not only welcome them, but they the employees
themselves also welcome the management and its nature. Thus by such, on a socio-
cultural and political standpoint, it is that behavior that makes society governed indirectly
through culture, but in a management analysis point, it may pertain to that which is
binding upon members and the management despite the differences.
Looking at the following results above, there is a positive feedback showing no
dislikes for the given characteristic that is called Civic Virtue. To see the results, it has
started from the fourth degree which is called to be neutral in the case leading to the most
agreed, which is the seventh degree where consecutively the neutral degree has 9.8%, the
fifth degree having 23.5%, the sixth having 64.7% and lastly the seventh degree having a
frequency of one participant equivalent to 2% of the whole 100%. The importance of the
Civic Virtue is a must in every management and therefore having its workers have good
behavior that which is for the public good Blanken (2012). Though for the public
good, the researchers would use the idea of public good for the betterment of the whole
workforce as well as management. Management on the given context is affected at best if
Civic Virtue is not complied upon for if there is no such thing complied unto, then
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problems would arise as to employee-superior relationships, and therefore it is a must that
organizations work well so that people within the organization will know what to do
(Bacal, 2012) and therefore workers and management function properly and the
relationship of worker and management will be prosperous (Bacal, 2012; Reece, 2014).
Civic Virtue as given by Blanken (2012) focuses on morally the right way in
which the right way, by his works would equate to those following under the law and for
the socio-political nature of phenomena. Being Socio-Political in nature means that
Blankens (2012) idea is for proper governance about those binding upon citizens
because as argued, Individuals dependent upon other individuals cannot have genuine
decisions and therefore there should be a body of law that governs for the ones who
rule and ruled. To take into consideration that law which rules, researchers would like to
connect the idea of Ripley (2002) of that systematic approach as that it is not only the
training that is the solution to everything but as well as the overall aspect of the system,
including the management itself. Civic Virtue then portrays the importance of laws as
well as governance (Blanken, 2012) because it gives way to order being an essential
element in the management, which is the goal of every management.
From the given questions found on the questionnaire, the prima facie thought that
can be taken is that Civic Virtue focuses on the relationship of worker alone towards the
management i.e. Keeps abreast of changes in the organization or Reads and keeps up
with organization announcements, memos, and so on. It can be seen that members of the
organization of Betis Woodcraft show a positive relationship to the organization and is a
good sign that members and management get along well (Bacal, 2012; Reece, 2014).
There being no sign of any negative records so to speak, it is but right to say that the
analysis about the Citizenship behavior of workers in Betis Woodcraft are of proper
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form and if thus continued, would be a big benefit to the Management and thus, good
relationship equates to more productivity in performance of the workers.
Conscientiousness

To Hill et al., (2012), the given trait is an important well-rounded trait where it
shows self-control, responsibility, hard-work, orderliness and obedience amongst
people. The given OCB is important in the practical sense that employees which have
such attitude and behavior would actually help work-in-process be smooth and in place.
Given the traits described by Hill et al., (2012), the personality trait gives work a
systematic structure in which things put-in-place are a matter at hand. Because of the
importance of the trait it gives importance in the cognitive aspect of persons and helps
development among them (Hill et al., 2012) and ergo gives better functioning amongst
individuals especially in the given context of the study conducted. The Performance
Appraisal gives example of the question obeys company rules and regulations even when
no one is looking as well as believes in giving an honest days work for an honest days
pay. If Altruism focuses on the selfless and helpful attitude of the employee, the
conscientious employee is the employee that particularly follows what is to be assigned
to him or her and goes through the process and books. Employees having the given
behavior are those which, by the face of the questions, are in order and follow the order
and system.
On the results presented, it can be seen that the positive side of the scale
outbalances the negative to a big difference. Although it is good that in the results
presented there is a range of the fifth degree to the seventh degree in which has
consecutively a value of 19.7% on the fifth degree, 72.5% on the sixth degree and 3.9%
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on the seventh, the neutral percentage only has 2% just like the third degree presented
having 2% as well with an equivalent frequency of only one respondent having such
answer. It is well noted that the given answers are dominated by numerous conscientious
workers and thus show a positive outlook on the results.
Looking upon the questions such as Obeys company rules and regulations even
when no one is watching or Attendance at work is above the norm. Prima facie thought
and impression gives the conscientious worker an attribute that may be possibly and
closely related to being virtuous as in Civic Virtue. Conscientious being careful at the
same time hard working and devoted is one of the key attributes that workers must
possess in order that the management may succeed in its overall operations for if there is
such a problem unto the behaviours of workers in the field then it may very well be
agreed that it may cause hindrance or problems, or delays in the natural recourse of the
tasks to be assigned. Say for example, as part of company rules, it is a must to change the
old and used into new sandpapers every now-and-then for every depletion of one-half
stock in the cartons of sandpaper for the purpose of making the smoothening of carved
woods be faster and more productive, and that is a policy yet not followed by three out of
ten workers, then that is possibly a factor affecting the reputation of a product; receiving
woodcraft products not smoothened up and therefore critical to reputation towards the
customers.
As previous literatures focus on the relationships and correlations of performance
and personality, the researchers would cite that according to Hill et al., (2012) where he
cites Dudley et al., (2006), conscientiousness is one of the most reliable predictors of
work outcomes, including job performance. It is therefore important to predict
productivity of workers so that they may be improved and updated onto different
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methods based on individual differences (Awadh and Ismail, 2012) then turned and
formed into a strong social group functioning as a team having better relationships that
beyond training as well (Ripley, 2002).
It is good that most of the workers but only two out of the overall participants are
actually conscientious because as being conscientious practically covers proper handling
and where there is proper handling, there is proper productivity and therefore operations
of management will be conducted in success. Though there are a few, researchers would
suggest that the minority be informed as it is a critical factor through functionalist
perspective, that one can affect another, and that the majority therefore should affect the
minority, in such a way as to management give a collaboration with them for their own
self-motivation (Bacal, 2012) unto finishing the tasks given. Related to the previous
statement is Kearney (n.d.) where employees should be motivated, and that to motivate is
to link actions. Simply put, to put the minority inside the majority and turn it into one
wholesome body, is to link the minority, teach them and welcome them into the practice
of the trait that is conscientiousness.
Researchers are glad that the majority is conscientious and such majority is also
altruist who works as a team. It may be implied that the altruist nature of being team
based can help in fixing the minority and pulling them into that organizational culture
(Awadh and Ismail, 2012) so that they may be more productive and have better
communications, and become unified for productivity (Bacal, 2012; Reece, 2014).
Courtesy

Courtesy gives rise to a careful character and a caring one, such that the actions of
the employee affect others, in the employees point-of-view. Courtesy is generally
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described as consulting with others before taking action behavior. This dimension of
OCB enhances the performance in the work place by generating harmonious relationship
between workers. (Singh, 2008)
The Reece gives importance on the personal aspect of the employees, that
particularly on the communication aspect, on the self-disclosure aspect of one another in
the work place. The point is that in communication, relationships grow stronger
(Reece, 2004) They say that ignorance is cured ones curiosity is answered, therefore in
this OCB develops an atmosphere in the workplace that develops employee to employee
and employee to employer relation, this is develop greatly because as stated most of the
worker have reached only the secondary level of education which means that it would
give them a hard time looking for other jobs, because they are competing mostly which
college graduates. This means that ones they are employed the begin to love the work
place and worker because they know an opportunity comes less that is why they would
make it sure that work given is done with outmost care. We can see that 96% of the
workers scored above 5 and only 4% scored below, which means that most worker care
for each other and that if they work they work as one workforce.
Sportsmanship

Sportsmanship is the behavior which gravitates a person not to complain about
insignificant matters in the workplace. (Polat, 2009) This OCB is describe as preventing
from actions which may head to adverse situations at the workplace and retaining
symbiotic environment within the organization against any unfavorable situations (Organ,
1988, 1990; Podsakoff and et al., 2000). This is beneficial in the organization in a way
that the workers of this type tends to endure the organizational problems, tends to protect
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the prestige of the organization against other organizations, and tends to avoid conflicts
with the workers in the same organization. Scoring below 4 is better is this OCB,
therefore 84.2% percent of the workplace have scored below 4 and 15.8% scored above
4. Reviewing the definition of sportsmanship in the Performance appraisal questionnaire,
the lower the values gathered in this variable the better. Which means 84.2% belongs to
this type of OCB.
In the workplace this particular OCB speaks about respect not just to the senior
members but to all the workers, this means that problems in the workplace are taken to
another place and that what is important to them if to finish the task given by the owner
15.8% scored below 4 which means that problems in the workplace still affects the
workers initiative in fulfilling the designated work. Train and discipline its employees
(Ripley, 2002). This maybe the advocacy that the sole proprietor practices in the work
place, the owners employees are disciplined even though the owner only finish
Elementary, the workers gives due respect to the owner because not only has the owner
given the work, the owner imparted his knowledge in wood crafting to all the workers
that is why the workers are disciplined in completing their task at hand. Most complains
about the workplace are absent or maybe there are no complaint at all, because according
to data gathered most of the employees have only reached high school, which means job
opportunities like this does not come all the time.
In-role performance

In-Role Performance speaks of the level of achievement at assigned job duties. In-
role performance speaks of the activities that involves the employees formal role
requirements (Chughtai, 2008, Borman & Motowidlo, 1997). Scholars has distinguished
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In-role performance from Organizational behavior, the former is described as a
performance that focuses on the core technical duties of the job (Singh, 2008)
The important variables that management are measuring in the employees
learning and growth perspective are the employees skills, employees satisfaction,
availability of information, and the alignment of the employees goals (Niven, 2002).
This is separated from the types of OCB because this speaks about how well the worker
respond to work given 60.7% of the workers scored above 5 meaning most of the worker
surpasses or exceeds the expectation of the owner, this is important in the workplace
because the companys sale depends on the skill of the worker because they are
responsible for crafting and designing the wood. Learning and growth is the root of all
the success of the organization (Niven, 2002). Therefore a mistake of a single worker
would be detrimental to the whole workplace because everything must be precise. Most
of the workers have skills because the owner himself supervise and share his knowledge
about wood crafting to his worker, that why worker exceed expectation because of the
application of the knowledge gained from the owner. 39.3% of the workers scored below
5 which do not mean that their work or sloppy, they are still fulfilling the task given but
there is no improvement is the part of the worker to exceed the expectation of the owner.
Correlation of Personality and Performance

Social and Altruism
The value given in the correlation stated upon results is -0.051 by which
displays an inverse relationship (Mathbits, 2014) signifying that as according to context,
Social personality is inverse to Altruism and vice versa exemplified by the negative sign.
As the level of Social personality in the workplace increases, the Altruist trait of work
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performance then decreases. As the data shows that as the relationship has a negative
sign, it is important therefore to note that the magnitude of relating the two variables,
which are Social and Altruism, is distant from +1 and is in-between 0 and -1, where
according to Elvers, (2000) the larger the magnitude, it purports to more relation to
each other. In the given scenario of results, -0.051 is a value far from +1 and
according to Mathbits (2014), the answer given purports to a non-existent magnitude and
therefore Social personality as well as the Altruistic performance has no sign of each
affecting the other by not being able to reach in the .10 magnitude.
Given the number in the results is near to zero, it is by far understood that there is
nearly nothing at all, based on the explanation of Mathbits, (2014) that can be said by far
to Altruism and Social aspect of RIASEC. Take note that since it is near zero, it did not
even reach a small or weak magnitude based on Elvers (2000) scale and therefore, it
takes at least a small magnitude to foretell assurance of such an action to take place, in
order to provoke the mechanism of movement in the based inverse relationship, and ergo
since it has not reached the scale, randomness of an event must take place for an event to
provoke the inverse relationship to take place. Despite Altruism being present with a
95.9% (putting together the fifth and sixth degree on the questionnaire), it may well be
that there is a random action, and not a deliberate action, needed to make such
relationship exist and matriculate.
Social and Civic Virtue
In the given case, the answer to the correlation is at of +0.109 numerical value
which indicates, according to Elvers (2000) and Mathbits (2014), a direct proportional
relationship is present, whereas Civic Virtue increases, so does Social personality
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increases and vice versa. Despite the positive and direct relationship, there is actually a
small scale relationship in magnitude in the given scenario based on Elvers (2000) scale
where .10 to .29 is at small magnitude and therefore, as results above show, there is a
direct proportional yet small magnitude relationship amongst the two variables.
It is important to know that in the research, civic virtue actually has a good
relationship with the social aspect of the RIASEC study for as Social personality is the
dominant one, as Jones (2002) defines as working with people rather than with things,
the civic virtue mindset as well focuses on the more social as well as political and cultural
in approach. By the research given by Awadh and Ismail (2012), it shows that similarities
of workers are to be a factor to be noticed for their similarities, particularly their
personality similarities, in the following case Social personality, is important as to
influence on the work ethic of the woodcraft companys workers. Take note that in the
context given by the demographic profile where ninety-two percent (92%) of the
employees are High school graduates, six percent (8%) are uneducated or choose to not
go to school to work for their family, and only 51 respondents as workers, the formality
of training was never in their grasp. It is but evident that employees are skill-based and
have no knowledge of such other technicalities other than what they themselves have
practiced, and such knowledge is practiced and manifested as well by their personalities,
dominated by Social personality from the RIASEC, in the workplace influencing the
environment (Awadh and Ismail, 2012).
Civic virtue is an important trait for it is clearly management and organizations
based and therefore being based on the common and general good (Blanken, 2012),
speaking in context, for the organization. The basic good at hand in the case is that
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productivity of the workers and its progress is dependent upon Social means where
working in units and working as teams are a factor to success in the organizations
everyday schemas. The researchers find that though, small in magnitude, it is directly
proportional compared to Altruism and Conscientiousness, it is the strength of the whole
organization, especially based on the context of the number of respondents and how
operations are run by the management.


Social and Conscientiousness
The answer of -0.179 is shown in the results wherein an inverse relationship
amongst the variables exists due to the negative sign (Elvers, 2000; Mathbits, 2014), to
Conscientiousness and Social personality of workers. Again, as data shows the amount,
magnitude must be maintained and understood as that which settles the relationship
between variables where the larger the magnitude, the more perfectly the two variables
are related to each other (Elvers, 2000). The magnitude in the scale of Elvers (2000)
states that such value, being in the range of .10 to .29 it is in the small magnitude scale
and therefore there is little relationship as between Conscientiousness and Social
personality. What then alters the answer to direct or inverse relationship status is the sign,
and evidently the results give the researchers a negative sign and therefore there is an
inverse relationship (Mathbits, 2014) whereas Conscientiousness increases, Social
personality decreases and vice versa.
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By scaling, the result by correlation of Conscientiousness and Social personality
has reached within deliberate measures for it has reached still a small scale magnitude
level. Compared to Altruism which may possible need random acts to exist, in the present
trait in performance, there is a sure indication of correlation though it would only be an
inversely proportionate nature because there is a negative relationship between the two
variables. That being in a small scale, there is only a small-scale magnitude between the
two variables. Even though most members of the workers has a 96.1% of
Conscientiousness in them (taken by adding the fifth to the seventh ranges), Social
personality is not that prevalent the more Conscientiousness is present in analyzing social
aspects. According to Hill et al., (2012), the given trait focuses on control and discipline
as well as to orderliness and obedience and thus gives more of an individualist idea. The
researchers deem to presume that Conscientiousness in the case is more of a self-based
rather than a team based approach of Conscientious action. Conscientious action may still
take form of Social means, by not only focusing on the self but as well as to other
members of the group and unit.
Social and Courtesy
-0.131 is the numerical value given by the correlation of the gathered data,
which speaks of the inverse relationship between the variable, which means generally
that whenever the number of Social personality goes up the other variable which is
Courtesy goes down. Mathbits, (2014), with the value of correlation given, it is integral to
the study to know the level of magnitude of the significance of the relationship between
the variables. Elvers, (2000) gave specific numerical values to classify the level of
magnitude, therefore the researchers could say that the numerical result belongs to the
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small scale level of magnitude, because the numerical value falls under the scale of
0.10 to 0.29 which is classified as the small scale level of magnitude. (Elvers, 2000) With
the foundation already set, the researchers could now identify the strength of the
correlation between the two variables, a perfect correlation would mean that the
numerical result would be close to 1 in this case close to -1. It is evident the numerical
result is close to 0, and the value 0 meant no correlation at all. The numerical result is
negative therefore represents an inversely proportional magnitude, but the value -0.131
belonging to the small scale level of magnitude, gives a weak relationship amongst the
two variables.
Courtesy is the workplace is defined as consulting with others before taking
action behaviour. This dimension of OCB enhances the performance in the work place
by generating harmonious relationship between workers (Singh, 2008). In the workplace
the performance management is not simply a management on the right things to do and
say, but rather it is an ongoing communication process so that partnerships may be
formed within the relationship of workers and people in control (Bacal, 2012), which
means the relationship of the workers is deemed to be affected whether in the working
environment or outside the working environment. Although percentage results, gathered
from the performance appraisal questions regarding courtesy is high, but when compared
to the result gathered in the RIASEC questionnaires on the Social personality, the
researchers found that given the inverse relationship of the two variables, the effects of
this relationship would not be very evident because the numerical result of the correlation
is low which means it is weak. The results gathered do not generally mean that one
variable is higher or lower than the other, it only serves its purpose as to identify whether
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there is a magnitude between the variables. In this case, show the inverse relation but
belongs to a weak scale in the level of magnitude.
Social and Sportsmanship
In the result that was gathered, a numerical value of +0.038 which determines
the level of the correlation. It should be noted that as according to McCook (2012), the
given OCB is actually negative in connotation and therefore, should be interpreted in the
opposite manner. In this case according to (Elvers, 2000; Mathbits, 2014) the numerical
value given is positive which means that person having Sociable personality and
Sportsmanship is directly related, in which when one increases the other also increases.
Based on Elvers (2000) despite its positivity it appears that it does not even belong to the
small scale relation in magnitude with each other because according to Elvers (2000) the
small scale contains the values between .10 to .29, because as can be seen, the
correlational value is also far from the value of the a perfect correlation which is 1.
Therefore there is no relation Mathbits (2014).
There is a very weak correlation between the variables, and since the correlation
could be classified as very weak, because it is close to 0, the researchers find that the
variables are not significant with each other and may take a random act to see the
relationship inside the manufacturing environment, similar to that of Altruism. Social
persons are the compatible persons to artistic persons. Social persons are inclined to
activities that includes helping people such as teaching, counseling, nursing, or giving
information; they commonly avoids using machines, tools, or animals to attain an aim;
they are excellent at teaching, counseling, nursing, or giving information; and they see
themselves as helpful, friendly, and trustworthy (Jones, 2002). As to Sportsmanship is
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the behavior which gravitates a person not to complain about insignificant matters in the
workplace. (Organ, 1988, 1990; Podsakoff et al., 2000). Even though the result gathered
between the two variables are high, the correlated significance of those variables are
nearly absent between them. Thus it does not mean that when one variable is high the
other variable is low, the variables could be both high at the same time but correlation
between the variables are low.
Social and In-Role Performance
The value in the correlation is -0.046, the given numerical value is negative,
therefore the relationship present in the two variables is an inversely proportionate.
According to the numerical value it does not even belong to the small scale relation in
magnitude because the small scale ranges from .10 to .29 and the score the researcher has
gather is below that range, and that it is not close to that of the perfect correlation which
is 1 (Elvers, 2000). With this result the researchers could say that there is no correlation
between the 2 variables (Mathbits 2014). Even though the results say that there is an
inverse relationship which means that if the number of In-Role Performance goes
upwards then the number Sociable persons go downwards, the relationship between the
two would not be evident in the manufacturing environment because of the low
numerical value.
The researchers found that there is a very weak inverse relationship between both
variables and therefore the Social Personality, which is performed at work, nearly does
not or does not relate at all to the work done. Esteem plays an important role as it may be
considered one of the best psychological weapons that human beings have, as to the point
of momentum and motion for working is concerned (Ripley 2002). In-Role Performance
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defines itself as of the worker having to exceed the expectation of the work given.
(Chughtai, 2008; Borman and, Motowidlo 1997). Taking into account the high values in
the results derived from the questionnaires the workers being sociable does not affect the
quality of work that are produced by the workers. Even though the result of the
correlation speaks about the relation being inverse it would not be evident in the work
place because the magnitude of the correlation is too low for it to be seen in
manufacturing environment.
Moving on in determining the significance of the findings, the level of
significance used in this study is 0.10. This level of significance is chosen because it
lessens the probability of committing the Type I error up to 10% only, it means that the
values that are generated for accepting or rejecting the Null Hypothesis have 90%
probability of being true.
The values generated by the Statistical Package for the Social Sciences (SPSS) is
interpreted in the following way. If the probability level of the correlated variables
resulted to equal and below the significance level of 0.10 (p .10) or probability of
greater than or equal to 90%, it means that the variables Social personality and Altruism,
Civic Virtue, Conscientiousness, Courtesy, Sportsmanship, and In-Role performance has
significant relationship, thus, the Null Hypothesis will be rejected. If the probability
resulted otherwise the former, that is if the probability of the correlated variables resulted
to above the significance level of 0.10 (p .10) or less than the 90% significance level,
the variables Social personality and Altruism, Civic Virtue, Conscientiousness, Courtesy,
Sportsmanship, and In-Role performance has no significant relationship, thus, the Null
Hypothesis will be accepted.
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In correlation of the Social personality and Altruistic performance, the two
variables have generated a probability level of 1.051 which is above the significance level
0.10. 1.051 signifies a 5.1% trueness of the findings for the correlation of the two
variables which is way below the prescribed 90% significance level. This indicates that
the number 1 Null Hypothesis should be accepted, that is, the Social personality has no
significant relationship with Altruistic performance.
With Social personality and Civic Virtue performance, the two variables have
the probability level of 0.891 which is above the significance level 0.10. With the
0.891 probability level this means that the findings are 89.1% true which is fairly near
the 90% prescribed significance level having only a .9% difference. Reiterating the
Pearson correlation interpretation of the two variables having the value of +0.109, the
two variables have a positive and direct relationship, however, there is actually a
small scale relationship in magnitude in the given scenario based on Elvers (2000)
scale where .10 to .29 is at small magnitude and therefore, as results above show,
there is a direct proportional yet small magnitude relationship amongst the two
variables. Having this interpretation of the data, the researchers concluded that even
the probability level of Social and Civic Virtue has been found wanting .9% to be
considered as acceptable for rejecting the Null Hypothesis, it is fairly enough to
accept that the Null Hypothesis is true rather than not. Therefore, the number 2 Null
Hypothesis will be accepted, that is, the Social personality of manufacturing workers
has no significant relationship to Civic Virtue performance.
With Social personality and Conscientiousness performance, the two variables
have the probability level of 1.179 which is above the significance level 0.05. This means
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that the findings are 17.9% true and the 82.1% of it have the probability that it happened
by chance. It is then concluded that the null hypothesis number 3 will be accepted, that is
the Social personality of manufacturing workers has no significant relationship to
Conscientious performance.
In correlation of the Social personality and Courtesy performance, the two
variables have the probability level of 1.131 which is above the significance level 0.05.
This means that 13.1% of the findings are probably true and 86.9% of it have the
probability that it is gained by chance. Thus, it is concluded that the null hypothesis
number 4 will be accepted that is, the Social personality of manufacturing workers has no
significant relationship to Courteous performance.
With Social personality and Sportsmanship performance, the two variables have
the probability level of 0.962 which is above the 0.10 level of significance. This means
that the 96.2% of the findings is probably true and the remaining 4.8% have the
probability that it happened by chance. Thus, the Null Hypothesis number 5 will be
accepted, that is, the Social personality of manufacturing workers has no significant
relationship to Sportsmanship performance.
In correlation of Social and In-Role performance, the two variables have the
probability level of 1.046 which is above the 0.05 level of significance. This means that
the findings in the two variables have 4.6% probability of being true and 95.4% of it have
a probability of happening by chance. Thus, it is concluded that the Null Hypothesis
number 6 will be accepted, that is, the Social personality of manufacturing workers has
no significant relationship to In-Role performance.
100

In terms of significance between the RIASEC and the Performance Appraisal,
there is no significant relationship between with both variables. The researchers conclude
with the given result from the data gathered that there is no significant relationship
between the dominant personality in RIASEC and five OCBs and the In-role
Performance from the performance appraisal. Using the Statistical Package for the Social
Sciences (SPSS) and the level of significance of 0.10, results show that Social personality
is not significantly related with any factor of the performance appraisal.




CHAPTER 5: CONCLUSION AND RECOMMENDATIONS
Conclusion
Moving on in determining the significance of the findings, the level of
significance established in this study is 0.10. This level of significance is chosen because
of its less strict margin of error with the value of 10%. This means that the values that are
generated for rejecting the Null Hypothesis must have equal value to or greater than 90%
probability of trueness.
The values generated by the Statistical Package for the Social Sciences (SPSS) is
interpreted in the following way. If the probability level of the correlated variables
resulted to equal and below the significance level of 0.10 (p .10) or probability of
101

greater than or equal to 90%, it means that the variables Social personality and Altruism,
Civic Virtue, Conscientiousness, Courtesy, Sportsmanship, and In-Role performance has
significant relationship, thus, the Null Hypothesis will be rejected. If the probability
resulted otherwise the former, that is if the probability of the correlated variables resulted
to above the significance level of 0.10 (p .10) or less than the 90% significance level,
the variables Social personality and Altruism, Civic Virtue, Conscientiousness, Courtesy,
Sportsmanship, and In-Role performance has no significant relationship, thus, the Null
Hypothesis will be accepted.
In correlation of the Social personality and Altruistic performance, the two
variables have generated a probability level of .720 which is above the significance level
0.10. .720 signifies a 28% trueness of the findings for the correlation of the two variables
which is way below the prescribed 90% significance level. This means that the remaining
72% of the correlated variables may have just happened by chance which is way too risky
to accept as a basis for rejecting the null hypothesis. Thus, the number 1 Null Hypothesis
is accepted, that is, the Social personality has no significant relationship with Altruistic
performance.
With Social personality and Civic Virtue performance, the two variables have
the probability level of .449 which is above the significance level 0.10. The .449
probability level means that the findings are 55.1% true which is still below the 90%
prescribed significance level. Therefore, the number 2 Null Hypothesis is accepted,
that is, the Social personality of manufacturing workers has no significant relationship
to Civic Virtue performance.
102

With Social personality and Conscientiousness performance, the two variables
have the probability level of .210 which is above the significance level 0.10. This means
that the findings are 79% true and the remaining 21% only happened by chance. It is then
concluded that the null hypothesis number 3 will be accepted, that is the Social
personality of manufacturing workers has no significant relationship to Conscientious
performance.
In correlation of the Social personality and Courtesy performance, the two
variables have the probability level of .361 which is above the significance level 0.10.
This means that 63.9% of the findings are probably true and 36.1% of it have the
probability that it is procured by chance. Thus, it is concluded that the null hypothesis
number 4 will be accepted, that is, the Social personality of manufacturing workers has
no significant relationship to Courteous performance.
With Social personality and Sportsmanship performance, the two variables have
the probability level of 0.792 which is still above the 0.10 level of significance. This
means that the 20.8% of the findings is probably true and the remaining 79.2% have the
probability that it has been procured by chance. Thus, the Null Hypothesis number 5 will
be accepted, that is, the Social personality of manufacturing workers has no significant
relationship to Sportsmanship performance.
In correlation of Social and In-Role performance, the two variables have the
probability level of .746 which is still above the 0.10 level of significance. This means
that the procured findings of the correlated variables have 25.4% probability of being true
and 74.5% probability that it happened by chance. Thus, it is concluded that the Null
103

Hypothesis number 6 will be accepted, that is, the Social personality of manufacturing
workers has no significant relationship to In-Role performance.
In terms of significance of the findings, the result is that the two variables has no
significant relationship with one another. The researchers have found that all of the
findings, meaning the six of the Performance Appraisal traits, have no significance at all
to the dominant RIASEC personality of being Social. Based on certain computations,
founded on Creative Research Systems (2012), four out of the six Organizational
Citizenship Behaviours have no significant relationship towards Social personality.
However, in this study, it can be seen that all OCB - Altruism, Civic Virtue,
Conscientiousness, Courtesy, and Sportsmanship including the In-Role performance (not
an Organizational Citizenship Behaviour but part of the elements of the questionnaire)
have found having no significant relationship according to computation. Consecutively,
values are as follows to have a probability level of .720, .449, .210, .361, .792 and .746
which have gone beyond the significance level of .10 in the shown study. It is therefore
safe to say, that according to computations made, all of the six given null hypotheses are
to be accepted.
Though in the Pearson Correlation of the variables Social to Civic Virtue,
Conscientiousness, and Courtesy, which resulted to a small scale relationship, the
findings could not be accepted that it has relationship at all because of the high value of
the probability that the relationship could have occurred by chances.
Recommendation
In this study, Social personality and OCB including In-Role Performance has no
significant relationship, however there is a probability that the other personality
104

dimension aside from Social could have a significant relationship with the OCB and In-
Role Performance. Thus, the researchers suggest the future researchers interested on the
same area of knowledge to consider the correlation of the other five (5) RIASEC
personality to the five (5) OCB and In-Role Performance, which, were not used in this
study.
The researchers also suggest the organization Betis Woodcraft Manufacturing
Inc. to adopt a Performance Assessment Instrument to enable the management to track
the performance of their employees. It could also be beneficial in a sense where the
management could give a more accurate heads up and more contextualized remarks to the
employees.
Researchers also recommend that the workers be trained unto other types of
personalities. At the given context, people work as groups ergo being Social in character
in its most basic sense, but to consider that the other personalities have been dominated
by the Social personality, it would also be good that other personalities be raised to a
higher level. The reason being is that it may be found that other personalities may have
better and higher correlation to the other performance of workers notwithstanding that the
researchers at present, have found Social to be the highest of the personalities to be
correlated.
It is a must to dwell not only unto the group based aspect, but also to increase the
performance skills by adding credentials and experience as a criteria to more people
coming to be hired by the organization to have more flexible and more stronger of a work
force than the present. To take the context of the profiles of workers, it is evident that
other personalities were not highlighted because the profiles of workers may be a factor,
105

and therefore, being recommended that there should be more job qualifications at stake
and improve others at present, by more training and exposure to the different fields of the
area i.e. from wood cutting to wood carving.














August 10, 2013

Mrs. Gina David
Manager
APPENDICES
APPENDIX A: LETTER TO COMPANY PARTICIPANT
106

St. James Art of Deco.
Brgy. Sto. Nio, Concepcion Tarlac City

Dear Mrs. David,

Warmest greatings! We are Aedriann Veemar Corpus, Neill Matthew Addison Ortiz,
and Mariz Lerona, senior students at the University of Santo Tomas, taking up Bachelor
of Arts major in Legal Management. In partial fulfilment of the requirements of the
subject course Thesis, the group is presently working on a study entitled THE
INFLUENCE OF CAREER PERSONALITY TO WORK PERFORMANCE OF
MANUFACTURING EMPLOYEES.
In view of this, the researchers would like to request the companys participation
by giving them permission to conduct surveys through face-to-face interview with the
management and through distributing questionnaires to the production employees. Rest
assured that all information derived therein will be treated with utmost confidentiality and
the researchers will secure a copy furnished result of the study to the company.
With humble anticipation to your response, you can contact our group
representative Aedriann Corpus at 09178946820 for confirmation or for some
clarifications. Thank you and God Bless.
Sincerely,
Aedriann Veemar Corpus
Neill Matthew Addison Ortiz
Mariz Lerona
Noted by:
Mr. Gian Carlo M. Ledesma, MA, CIOP
(Thesis Adviser)

APPENDIX B
RIASEC TEST





107


































APPENDIX C
RESPONDENTS RIASEC TEST SCORES
Ctrl No. R I A S E C
1 4 4 2 5 4 4
108

2 6 6 7 7 6 5
3 3 4 3 5 3 3
4 4 6 5 7 6 6
5 4 3 4 5 5 2
6 5 6 7 6 6 4
7 4 6 4 4 5 5
8 5 4 6 6 4 7
9 5 4 6 6 4 6
10 3 3 4 6 6 3
11 2 3 2 3 1 3
12 5 7 7 5 6 5
13 4 2 2 5 5 1
14 3 2 4 5 5 2
15 3 3 4 6 1 5
16 3 4 4 4 4 3
17 4 5 4 6 2 4
18 4 5 4 6 2 4
19 3 4 4 5 2 3
20 3 0 1 3 1 2
21 2 3 3 4 2 4
22 5 5 6 6 5 6
23 2 1 4 3 0 2
24 4 2 3 2 3 2
25 5 5 3 5 6 5
26 2 2 1 3 1 3
27 2 2 1 2 0 2
28 3 3 3 4 2 2
29 3 3 2 4 2 4
30 1 2 3 3 1 1
31 5 4 2 5 3 4
32 5 6 2 5 3 6
33 2 0 3 5 2 2
34 5 6 2 5 4 4
35 2 1 3 5 1 3
36 0 3 5 4 2 3
37 4 4 6 6 5 4
38 6 4 6 6 7 3
39 2 0 4 4 2 0
40 4 4 5 6 6 3
41 4 0 1 5 3 3
42 6 5 7 6 5 6
43 4 4 5 6 6 4
109

44 3 2 3 3 2 0
45 2 5 6 5 2 1
46 4 4 3 5 5 3
47 4 2 2 5 5 1
48 4 6 6 5 5 4
49 4 3 4 5 4 2
50 5 3 1 4 2 2
51 3 4 6 1 4 3

APPENDIX D
RIASEC POPULATION DISTRIBUTION










APPENDIX E
DEMOGRAPHIC PROFILE QUESTIONNAIRE
PLEASE COMPLETE THE FOLLOWING DEMOGRAPHIC INFORMATION:
110

1. Age: _____
2. Gender: ___M ___F
3. Race or Ethnic Origin:
___American Indian or Alaskan Native ___Asian or Pacific Islander ___Black
___Hispanic/Latino ___White ___Other
4. Highest Degree Earned:
___GED ___High School ___Associates
___Bachelors ___Masters ___Doctorate/Professional
5. Are you currently a student? ___ Yes ___ No
6. Have you completed this survey before? _____Yes _____No
7. How many years of full-time work experience do you have? ____________years
__________months
8. How long have you worked in this organization? ______years ______months
9. Is your position full-time or part-time? ______Full-time ______Part-time
10. How long have you been supervised by the supervisor completing the other survey?
____years ____months
11. Approximately how long did it take you to complete this survey? _________minutes
12. What level are you at within this organization? (please check one)
_____First-line supervisor _____Middle-management _____Upper-management
13. Which of the following best describes your organization? (please check one)
_____ Government _____ Service Industry _____ Manufacturing
_____ Financial _____ Transportation _____ Human Services
_____ Other __________________
APPENDIX F
PERFORMANCE APPRAISAL
111



















112

















APPENDIX G
PERFORMANCE APPRAISAL AVERAGED SCORES
113

Altruism
Average
Frequency Percent Valid Percent Cumulative
Percent
Valid
3.4000 1 2.0 2.0 2.0
4.4000 1 2.0 2.0 3.9
5.2000 2 3.9 3.9 7.8
5.4000 1 2.0 2.0 9.8
5.6000 4 7.8 7.8 17.6
5.8000 4 7.8 7.8 25.5
6.0000 10 19.6 19.6 45.1
6.2000 12 23.5 23.5 68.6
6.4000 9 17.6 17.6 86.3
6.6000 5 9.8 9.8 96.1
6.8000 2 3.9 3.9 100.0
Total 51 100.0 100.0


Civic Virtue
Average
Frequency Percent Valid Percent Cumulative
Percent
Valid
4.00 1 2.0 2.0 2.0
4.50 2 3.9 3.9 5.9
4.75 2 3.9 3.9 9.8
5.00 2 3.9 3.9 13.7
5.50 3 5.9 5.9 19.6
5.75 7 13.7 13.7 33.3
6.00 9 17.6 17.6 51.0
6.25 11 21.6 21.6 72.5
6.50 11 21.6 21.6 94.1
6.75 2 3.9 3.9 98.0
7.00 1 2.0 2.0 100.0
Total 51 100.0 100.0


114

Conscientiousness
Average
Frequency Percent Valid Percent Cumulative
Percent
Valid
3.0000 1 2.0 2.0 2.0
4.6000 1 2.0 2.0 3.9
5.0000 1 2.0 2.0 5.9
5.2000 1 2.0 2.0 7.8
5.4000 3 5.9 5.9 13.7
5.6000 1 2.0 2.0 15.7
5.8000 4 7.8 7.8 23.5
6.0000 3 5.9 5.9 29.4
6.2000 12 23.5 23.5 52.9
6.4000 10 19.6 19.6 72.5
6.6000 5 9.8 9.8 82.4
6.8000 7 13.7 13.7 96.1
7.0000 2 3.9 3.9 100.0
Total 51 100.0 100.0


Courtesy
Average
Frequency Percent Valid Percent Cumulative
Percent
Valid
4.0000 1 2.0 2.0 2.0
4.6000 1 2.0 2.0 3.9
5.0000 3 5.9 5.9 9.8
5.2000 3 5.9 5.9 15.7
5.4000 2 3.9 3.9 19.6
5.6000 1 2.0 2.0 21.6
6.0000 12 23.5 23.5 45.1
6.2000 15 29.4 29.4 74.5
6.4000 9 17.6 17.6 92.2
6.6000 2 3.9 3.9 96.1
6.8000 2 3.9 3.9 100.0
Total 51 100.0 100.0


115

Sportsmanship
Average
Frequency Percent Valid Percent Cumulative
Percent
Valid
2.0000 4 7.8 7.8 7.8
2.2000 5 9.8 9.8 17.6
2.4000 2 3.9 3.9 21.6
2.6000 5 9.8 9.8 31.4
2.8000 9 17.6 17.6 49.0
3.0000 5 9.8 9.8 58.8
3.2000 4 7.8 7.8 66.7
3.4000 1 2.0 2.0 68.6
3.6000 5 9.8 9.8 78.4
3.8000 3 5.9 5.9 84.3
4.0000 3 5.9 5.9 90.2
4.2000 2 3.9 3.9 94.1
4.6000 2 3.9 3.9 98.0
4.8000 1 2.0 2.0 100.0
Total 51 100.0 100.0







116



















In-Role Performance
Average
Frequency Percent Valid Percent Cumulative
Percent
Valid
3.9000 1 2.0 2.0 2.0
4.0000 2 3.9 3.9 5.9
4.1000 1 2.0 2.0 7.8
4.4000 2 3.9 3.9 11.8
4.6000 3 5.9 5.9 17.6
4.7000 3 5.9 5.9 23.5
4.9000 8 15.7 15.7 39.2
5.0000 7 13.7 13.7 52.9
5.1000 3 5.9 5.9 58.8
5.3000 5 9.8 9.8 68.6
5.4000 5 9.8 9.8 78.4
5.5000 1 2.0 2.0 80.4
5.6000 1 2.0 2.0 82.4
5.7000 3 5.9 5.9 88.2
5.9000 2 3.9 3.9 92.2
6.0000 2 3.9 3.9 96.1
6.1000 2 3.9 3.9 100.0
Total 51 100.0 100.0

117

APPENDIX H
CORRELATION OF VARIABLES
(SOCIAL PERSONALITY AND PERFORMANCE)
S
S
Pearson Correlation 1
Sig. (2-tailed)

N 51
Altruism (OCB)
Pearson Correlation -.051
Sig. (2-tailed) .720
N 51
Civic Virtue (OCB)
Pearson Correlation .109
Sig. (2-tailed) .449
N 51
Conscientiousness (OCB)
Pearson Correlation -.179
Sig. (2-tailed) .210
N 51
Courtesy (OCB)
Pearson Correlation -.131
Sig. (2-tailed) .361
N 51
Sportmanship (OCB)
Pearson Correlation .038
Sig. (2-tailed) .792
N 51
In-Role Performance
Pearson Correlation -.046
Sig. (2-tailed) .746
N 51






118

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121

Curriculum Vitae

CORPUS, AEDRIANN VEEMAR S.
Unit B-3 condominium 7 Camp Crame, Quezon City, 02 |650-2107 |09158096390| [email protected]
EDUCATION
University of Santo Tomas
Bachelor of Art Major in Legal Management 2010 - 2014

DonBosco Technical Institute Tarlac
Highschool 2006- 2010

Don Bosco Technical Institute Tarlac
Elememtary grade 4-6 2004-2006
San Luis Educational Foundation
Elementary grade 1-3 2001-2004

RELATED EXPERIENCE
Sandigan Bayan Commonwealth Quezon City
Clerk April 2013
May 2013
LANGUAGES
Tagalog
English
Partially speak and Understand Spanish















122

MARIZ L. LERONA
301 San Jose ext., San Isidro, Antipolo City 1870 | 09065280104 | [email protected]
EDUCATION
University of Santo Tomas
Faculty of Arts and Letters 2014
Bachelor of Arts Legal Management

Our Lady of Peace School
Secondary Education 2010

Our Lady of Peace School
Primary Education 2006
RELATED EXPERIENCE
Pros and Cons of Filipino Youths Aspiring to Work Overseas January 2013
Thesis proposal
MEMBERSHIPS
Red Cross Youth Council
Mountaineering Club














123

NEILL MATTHEW ADDISON N. ORTIZ
166 K1st St. Kamuning, Quezon City 4119445/ 9240806 / 09053349824/ [email protected]
EDUCATION
University of Santo Tomas
AB Legal Management Class of 2014


Lourdes School, Quezon City
Secondary Education Class of 2010

Lourdes School, Quezon City
Primary Education Class of 2006


AWARDS
Lourdes School, Quezon City 3
rd
place , Best Extemporaneous Speaker 2010
Lourdes School, Quezon City Top 1 in Class 2010

RELATED EXPERIENCE

UST LMS Leadership Training Seminar
Participant October 15-
17, 2012

UST STRONG-ABSC Leadership, Training Seminar
Participant June 2003
LANGUAGES
English
Tagalog

MEMBERSHIPS
Youth for Christ