i

EFFECTIVENESS OF HUMAN RESOURCE MANAGEMENT PRACTICES TO THE

EMPLOYEE PRODUCTIVITY AS PERCEIVED BY SELECTED EMPLOYEE OF XYZ
COMPANY

An Undergraduate Thesis Presented to the Faculty of the

College of Business Administration and Accountancy
De La Salle University Dasmarinas

In Partial Fulfillment of the Requirements for the Degree

Bachelor of Science in Business Administration and
Accountancy Major in Human Resource
Development

By

Conde, Lorie-Anne B.
Lajom, Angelique Joelle G.
Mallari, Mark Jun V.
Ocampo, John Marcus Hugo B.
Tagangin, Maria Andrea M.

July 2021
 ii

DE LA SALLE UNIVERSITY – DASMARINAS

CERTIFICATION

The Research Proposal entitled “EFFECTIVENESS OF HUMAN RESOURCE

MANAGEMENT PRACTICES TO THE EMPLOYEE PRODUCTIVITY AS PERCEIVED
BY SELECTED EMPLOYEE OF XYZ COMPANY” prepared and submitted by LORIE-
ANNE B. CONDE, ANGELIQUE JOELLE G. LAJOM, MARK JUN V. MALLARI, JOHN
MARCUS HUGO B. OCAMPO, and MARIA ANDREA T.
TAGANGIN, in partial fulfillment of the requirements for the Degree Bachelor of Science
in Business Administration has been examined and recommended for the oral
examination.

MR. EPITACIO B. MENDIOLA JR., MBA

Subject Teacher

DR. JOSEPH ESTILLER

Adviser

APPROVAL

Approved by the Panel of Examiners on oral presentation on June 23, 2021 with
a grade of ___.

DR. OSCAR P. LACAP JR.

Chair, Panel of Examiners

MR. RUEL D. ELIAS ENGR. ARMAN BAGUNU

Panel Member Panel Member
 iii

Accepted in Partial Fulfillment of the requirements for the Degree Bachelor of

Science in Business Administration/Office Administration.

ENGR. ALICE DP. DESCALLAR, MBA

Research Committee Chair, Business Management Department

MR. RUEL D. ELIAS, M.M

Chairperson, Business Management Department

MARY FELIDORA FLORINOR M. AMPARO, PhD

Dean, College of Business Administration and Accountancy
 iv

ACKNOWLEDGEMENT

First and foremost, the researchers give thanks to God Almighty for protection and the

ability to do this research.

To the following, grateful acknowledgment is also expressed:

MR. EPITACIO MENDIOLA, for his guidance and patience towards the completion of

this study. Without his supervision, finishing the study will not be possible. The

researchers would like to thank him for encouragement and for allowing us to grow as a

researcher.

MR. RUEL D. ELIAS, MRS. ALICE DESCALLAR and DR. MARY FELIDORA

FLORINOR M. AMPARO, for providing the researchers with all the necessary facilities

and resources for the study. Also, for continuous encouragement.

The researchers will also take this opportunity to express gratitude to their parents who

inspire them the most. Their prayers and support throughout this are unmeasurable.

This research is dedicated to those people who helped the researchers not just

physically but mentally.

The researchers are also deeply thankful to their friends and colleagues for supporting

and sharing their knowledge about this research, May the Almighty God richly bless all

of you.

LC/AL/MM/JO/MT
 v

CERTIFICATE OF ORIGINALITY
DE LA SALLE UNIVERSITY – DASMARINAS
DEED OF DECLARATION

I, LORIE-ANNE B. CONDE, ANGELIQUE JOELLE G. LAJOM, MARK JUN V.

MALLARI, JOHN MARCUS HUGO B. OCAMPO, and MARIA ANDREA T.
TAGANGIN hereby submit our Research Proposal for an oral examination, entitled
“EFFECTIVENESS OF HUMAN RESOURCE MANAGEMENT PRACTICES TO THE
EMPLOYEE PRODUCTIVITY AS PERCEIVED BY SELECTED EMPLOYEE OF XYZ
COMPANY”, truthfully declared that the said business plan is a product of our original
research and investigation.

We further declare that should this school eventually discover that a substantial
portion of our paper is lifted, in toto, from the original sources using the same words of
the author in more than 50% of the whole content, we reserve the right to De La Salle
University Dasmarinas to recall our bachelor’s degree in business administration and
cancel the degree granted to us.

Signed this ___ day of (month) 2021, at De La Salle University- Dasmarinas

Cavite, Philippines.

Names of Proponent

OCAMPO, JOHN MARCUS HUGO B.

LAJOM, ANGELIQUE JOELLE G.
TAGANGIN, MARIA ANDREA M.
CONDE, LORIE-ANNE B.
MALLARI, MARK JUN V.
 vi

TABLE OF CONTENTS

PRELIMINARIES Page
Title Page i
Certification and Approval Sheet ii
Acknowledgment iv
Certificate of Originality v
Table of Contents vi
List of Tables viii
List of Figures ix

Chapter

1 THE PROBLEM AND IT’S BACKGROUND

Introduction 1
Background of the Study 3
Theoretical Framework 4
Conceptual Framework 5
Statement of the Problem 6
Hypothesis 8
Scope and Limitation 8
Significance of the Study 9
Definition of Terms 10
2 REVIEW OF RELATED LITERATURE AND STUDIES
Foreign Literature 12
Local Literature 14
Foreign Studies 16
Local Studies 19
Synthesis and Relevance to the Study 21
3 RESEARCH METHODOLOGY
Research Design 24
Description of Respondents (Population and Sample Size) 25
Sampling Techniques 25
Research Instrument 26
Data-Gathering Procedure 26
Statistical Treatment of Data 27
4 PRESENTATION, ANALYSIS, AND INTERPRETATION OF DATA
Subtitles of topics/problems 30
5 SUMMARY, CONCLUSIONS AND RECOMMENDATIONS 42
Findings 42
Conclusions 43
 vii

Recommendations
44
BIBLIOGRAPHY 46

APPENDICES 50
Questionnaire (with cover letter) 50
Request letter to conduct survey 53
Documents, memoranda, data/figures (if any) 54
Sample statistical computations or printouts 55
Adviser’s Acceptance Form 56
Curriculum Vitae 58
 viii

LIST OF TABLES
Table Description Page

1 4-point Likert scale 27

 ix

LIST OF FIGURES
Figure Description Page
1 Conceptual Framework 5
 1

CHAPTER 1
THE PROBLEM AND ITS BACKGROUND

Introduction

Human Resource Management ensures that practices such as employee

empowerment, compensation and benefits, and good policies will contribute to reach the

organization goals and objectives (Wardons,2019). Human Resource Management

helps connect the gap between performance of employees and the organization

objectives. (Friedman, 2013) Human Resource Management has the capabilities to

change effective practices by creating an engagement workplace to sustain the

employee performance. Effective Human Resource Management practices can be the

crucial factor for the success of a firm. According to Lee (2017) HRM practices namely

training/development, compensation/incentives, performance appraisal will secure to

improve the organization performance and productivity.

Being in an organization that has been opposing many aspects of beliefs has

been a great challenge for each employee to be accepted and recognized by the

majority. Work engagements are potentially one of the key challenges in an

organization. It is important that we understand the diverse perspective of work

engagements because human resource management plays a significant direct effect on

sustainable employee performance and perceived sustainable organizational support.

Behavioral approaches, which identify divergent role behaviors as significant to

the kind of strategy that is being pursued by an organization, are found in the literature

to be the most often used theory to explain the nexus in strategic human resources

management (HRM) practices. Much emphasis is placed on individual employee

 2

behavior as a mediator between organization strategy and the result by this approach or

as a mediator in Human Resource Management (Hamadamin and Atan, 2019).

Human Resource is essential in sustaining a strong culture, mainly in recruiting

and selecting. (Mayhew, 2019) The areas in which Human Resource can enhance the

workforce and employees’ experience while strengthening business operations.

(Khan,2014) Human resource management involves developing and administering

programs that are designed to increase the effectiveness of an organization or business.

Formulating strategy and activities that will empower employees’ morale and

productivity. Employees needed to be managed at low cost. In line with this, HRM was a

potential source for efficiency gains (Becker and Gerhart,1996). HRM can be defined as

all activities associated with the management of people in firms (Boxall and Purcell,

2008). These activities are commonly referred to as HR practices (e.g. recruitment and

selection, employee training and involvement) and are designed to create added value

for the organization.

The sustainability of the organizational vision and plan relies on successful

human resource growth, as the foundation of organizations, focusing on the continuous

improvement of their competence and effectiveness. (Cherian and Farouq, 2013;

Shedid and Russell, 2017) Organizations are also constantly searching for opportunities

to build a highly competitive workforce to reach optimum levels of productivity and

survive in a changing business world. (Chiang et al., 2011; Renee Baptiste, 2008)

However, in countries that are associated with foreign competitiveness, skilled and

experienced staff are in high demand at a higher level as a technique to allow the

fulfillment of a national growth vision. To ensure positive organizational performance,

 3

this research aims to build a deeper understanding of the interactive relationships

between various variables that promote sustainable Human Resource Management.

Background of the Study

Company X is known for being a world leader when it comes to design,

manufacture, and marketing of a broad portfolio of mixed and digital signals that are

used in all types of electronic equipment. They have 125000 customers worldwide who

use their signal processing products. Company X has several manufacturing sites

across the US, Europe, and Asia. Since they are known for making a wide range of

innovative products, the researcher aims to know the Effectiveness of Human Resource

Management Practices to the employee productivity as perceived by selected

employees of XYZ Company. Human Resource Management in Company X has a

direct impact on the work environment. They are known for having the highest ethical

standards by showing respect and care to the environment. Company X is considered

the best place to work because of the ethics that they have and is a fast-growing

company.

Human Resource Management has a huge factor in sustaining the success of an

organization since they are the support system and foundation of every company.

(Mayhew 2019) Human Resource has a big role in the organization because they

provide a number of services to employees. They analyze what are the things that may

benefit the company and what are not. According to the Society for Human Resource

Management Guidelines, to improve employee engagement, employers should think of

an effective engagement initiative.

 4

Managers and Human Resource professionals have something to do when it

comes to organizational productivity since most of the plans are coming from them.

Without Human Resource Management, an organization will be empty and clueless of

their path because effectiveness starts with them (Audra Bianca 2019) According to

Miksen, Human Resource oversees improving the productivity of the organization. Not

having a Human Resource might result in conflicts but you also need to choose wisely

because they may cause more problems.

Theoretical Framework

This study will build all arguments and relationships upon the “Human resource

management practices and firm outcomes: Evidence from Vietnam” by Thang Dang et

al. Consequently, this study finds the importance of HRM practices and their subsequent

influences on organizational productivity and found the following effects: employee

performance is based on incentives and by ensuring that employee needs are met they

can greatly influence organizational productivity; Thang Dang (2018). The study focuses

on the issue of organization of work and employee motivation through personal

economics, it aims to explore the impact of HRM on organizational productivity.

The study of needs-based theory of motivation according to Maslow’s hierarchy

of needs revolves in the motivation of an individual that involves monetary value (Deci,

Koestner & Ryan 1999, p. 628). According to the theory when physiological needs which

are necessities are met. An individual is capable of autonomy and competence in

compliance with intrinsic motivation. The effect of monetary reward may affect the
 5

motivation of an individual. Good incentives pay and benefits will greatly motivate an

employee.

The firms could develop sustained competitive advantage through creating value,

according to the resource-based theory (Barney, 1986). HR improves a firm's ability to

deal with an unstable environment. Hence, the fundamentals of human resource

management are to achieve and enhance business productivity through the effective

role of human resource management. The linkage between human resource

management and organizational productivity and competitive advantages has been

indicated by various research (Jackson et al., 1997; Harel & Tzafrir, 1999; Huang et al.,

2008). It was shown by theoretical works on business strategy that firm human

resources (HR) can generate a firm competitive advantage.

Conceptual Framework

Independent Variable Dependent Variable

The level of employee
Human Resource Practices productivity

• Standard • Job Satisfaction

• Selection • Absenteeism
• Compensation • Number of outputs
• Training • Motivation
• Attendance

Demographic Profile

• Gender
• Age
• Job level
• Years of Experience
Mediating
 6

Figure 1: Conceptual Framework

Figure 1 describes the conceptual framework of the study wherein the input is

consisting of the following: Gender, Age, Job level, and Years of Experience. It also

includes the HRM practices which affect employee productivity.

The process will be used through online surveys and questionnaires, by

analyzing and interpretation of gathered data, and Identification and analysis of key

results gathered. The output is the Effectiveness of Human Resource Management

Practices to the employee productivity as perceived by selected employees of XYZ

Company.

The researcher wants to determine the Effectiveness of Human Resource

Management Practices to the employee productivity as perceived by selected

employees of XYZ Company. The table shows how the researcher analyzed and solved

their thesis statement.

Statement of the problem

This research study will attempt to know The Effectiveness of Human Resource

Management Practices in employee productivity as perceived by selected employees of

XYZ Company.

Specifically, the research seeks to find the answer to the following questions.

1. What are the profile of respondents in terms of:

a. Gender
b. Age
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c. Job level

d. Years of Experience

2. What are the HR practices of company X in terms of:

a. Standards

b. Selection

c. Compensation

d. Training

3. What is the level of employee productivity of employees of company X in terms

of:

a. Job Satisfaction

b. Absenteeism

c. Number of outputs

d. Motivation

e. Attendance

4. Is there a significant relationship between human resource practices and

employee productivity?

Hypothesis

The following Null Hypothesis were developed:

Ho1: There is no significant relationship between human resource practices and

employee productivity
 8

Scope and Limitation of the study

The study focuses on the Effectiveness of Human Resource Management

Practices to the employee productivity as perceived by selected employees of XYZ

Company. The study will be done through the utilization of a survey questionnaire with a

total number of 3,250 employees. The researchers given time to conduct this study is

from September 14, 2020 to February 2021. The research study will include online

sources, survey forms, and the outlook of different persons for a strong basis for the

results of gathered information. The data collection will be conducted only for the

selected full-time employees in the Company X. The results of our study will also include

the findings of other related studies and/or paper, as the basis for review, to provide

more reliable results to validate the available data of our research. This research study

concentrates on the Effectiveness of Human Resource Management

Practices to the employee productivity as perceived by selected employees of XYZ

Company and knowing what are the factors that affect their effectiveness.

The research is limited only to the Effectiveness of Human Resource

Management practices in terms of training in relevant skills, fair compensation and

performance benefits, and selective hiring of Company X. The other factors that can be

an advantage or disadvantage of Company X will not be considered in this study. The

second limitation might be the limited ability to gain access to the appropriate type or

geographic scope of participants. Since the sample size may not be representative of a

specific population, the data collected may not be appropriate. Due to privacy concerns

that may lead to an irrelevant conclusion of the research study, researchers may fail to

obtain significant information. Such criteria limit the conduct of the research.
 9

Significance of the Study

This section will provide a brief description of the specific significance of the study given

the Effectiveness of Human Resource Management Practices to the employee

productivity as perceived by selected employees of XYZ Company. In this study, the

researchers will be aware of how Human Resource management is effective in

employee productivity in an organization.

The findings of this study will redound to the benefit of the following groups:

Human Resource Management. The proposed study will help Human Resource

Management to have a deeper understanding of how their role is important on how and

in sustaining productivity in the organization.

The Company. This study will benefit the company for them to gain knowledge and be

aware of the importance of the role of the Human Resource in contributing to the work

engagements of their employee in boosting their organizational productivity.

The Students. This study will be beneficial to the students especially when they are in

the field of Human Resource Management. It will help them to know the role of Human

Resource in every organization and its importance.

The Teachers. This research study will benefit the Teachers for them to be

knowledgeable when it comes to Human Resource Management also, for them to be

able to explain it clearly to the students.

The Researchers. This study will also help us to be aware of our future role as a Human

Resource Student on how we are important in sustaining productivity in the

organization.
 10

Future Researchers. This will be their guide and to know what the benefits of this study

will be.

Definition of Terms

Fair compensation and performance benefits. This is being given to all employees as

an appropriate amount of compensation and benefits based on their job requirements

and performance.

Human Resource Management. Human Resource Management is responsible for

hiring, recruiting, training, and managing employees. Human Resource Management is

also known or called ad HR or simply Human Resources.

Organization. The place where the entity is being carried. This is the other term for the

company or workplace.

Standards. It is the set of rules and regulations being laid down by the company. These

are the guidelines being developed to meet certain standards.

Selective hiring. This process is being used by the HR to carefully choose employees

that will best suit the position that they are applying for.

Training in relevant skills. Training is being given to the employees for them to gain

additional learning and enhance their skills that are being needed for them to use in

their work.
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CHAPTER 2

REVIEW OF RELATED LITERATURE AND STUDIES

In this chapter, it is a synthesis of research that supports the Effectiveness of

Human Resource Management Practices on Employee Productivity. Included in this

chapter are the literature of this research from different foreign countries and literature

from local countries. Literature supports this research from different research. This

section shows the Foreign and Local Literature that will strengthen and support the

validity of our research. It provides books and articles that show the Effectiveness of

Human Resource Management Practices on Employee Productivity

Foreign Literature

According to Jan De KoK and Uhlaner (2001) Research on Human Resource

Management Practices in small and medium-sized organizations has gained attention.

The importance of this study is to derive the Effectiveness of Human Resource

Management Practices on small and medium-sized organizations. Audretsch and Thurik

(2000,2001) states that effective Human Resource Management Practices are

becoming increasingly significant in the workplace. This study presumes that HRM

practices are beneficial and provides a clear understanding in the organization

performance and productivity. Aldrich and Langton (1997) Important findings show that

large companies are most likely to have employer-based training programs than a small

firm. The company size has a significant relationship with the HRM practices which

includes performance appraisal, and employer-based training programs.

 12

According to Kangyin Lu, Jinxia Zhu, and Haijun Bao (2015) Human Resource

Management has been the key factor in assessing the competitive aspect of firms. The

purpose of this study is to know the significant relationship of high-performance human

resource management in their scope of work to organization performance. The data

shows that the impact of high-performance HRM on organization performance has a

significant relationship. Furthermore, Innovation mediates the roles of parties. Training,

work analysis, and employee participation shows a significant relationship on

organization performance. The results show the hypothesis that innovation indeed holds

the relationship variable of high-performance HRM and the organization performance.

According to the book Sustainable Human Resource Management, the

multinational stakeholders provide insights on the capabilities of HRM for the

policymakers such as managers and academics, addressing issues, approaches,

research studies, and frameworks. It also discusses varieties of sustainability, such as

formulating more responsible HR to ensure sustainability by focusing on the triple

bottom line, characteristics of HRM sustainability, emotional intelligence, employment

relations, employee engagement, employee motivation, sustainability employee

performance. It provides the necessary information on the aspect of Sustainability

Human Resource Management. It shows the input, process, and outputs. Also, it shows

paradigms from multidimensional organization and cross-country perspective that show

the HR practices. It is beneficial to the practitioners and policymakers this allows them to

have an idea on what best course of action to implement.

The dynamic environment in which the academic library works between new

management and business strategy including the development of people, Jennine

 13

Knight (2015). The focus of Human Resource Management is ensuring that employees'

needs are being met. It is a crucial time for the rapid technological advancement clash

with the expanding societal needs. Human Resource Development supports and forms

the wide range of academic libraries, it is essential for the competency and engagement

of the workforce by showing that people are the most important asset in the

organization. It helps the organization to have a competitive advantage and perform well

in the competition. Developing an organizational context will most likely attract talented

individuals that will bring increased work performance and firms’ productivity.

According to Vance (2006) Engagement of employees will greatly help the

organization to achieve their mission, objectives, and execute the strategy that will

generate quality organization productivity. This study features different HR practices,

including job design, recruitment, selection, training, compensation, and employee

performance. Organizations define and measure engagement in different ways. The

best decision is to invest in improving the employee engagement and commitment to

compensate the organization performance or productivity. It is also important to consider

the organization strategy and workforce when selecting which HR practices will increase

the organization productivity.

Local Literature

According to Mendoza, A.M.E., Supangco, V.T. and Tolosa, M.T.B. (2005), This

exploratory study attempted to determine the level of formalization and implementation

of corporate governance and risk management practices, and the role of human

resource management in the design and formulation of such practices. This study also
 14

attempted to derive some patterns of association among the variables studied, including

the degree to which specific human resource management practices were linked with

the overall corporate governance and risk management objectives. Human resource

management was consulted from time to time during the formulation of strategic plan,

the design of behavioral control mechanisms, and the development of risk management

guidelines and formal corporate culture programs. However, it was consulted only

during implementation of corporate governance structures at the board level.

Generally, human resource management involvement in the formulation of

corporate governance and risk management mechanisms was related to the degree of

formalization and implementation of such mechanisms, but not to the degree of

congruence of human resource management functions with corporate governance and

risk management objectives. However, the degree of formalization and implementation

of corporate governance structures at the board level was related to the degree of

congruence of human resource management functions with corporate governance and

risk management objectives and the driver measures of performance. The latter was

likewise related to mechanisms of behavioral control.

The study emphasized the importance of selecting employees with beliefs,

behaviors, and mindsets aligned to the company’s own set of values. According to

Ballesteros (2012) Finding the right fit will benefit both the company and new hires in the

long run. It is also essential for training managers, management representatives and

supervisors to strengthen their core competencies and commit to building a strong

entrepreneurial mindset and culture among members of the rank and file. How

employees relate to their managers and establish lasting relationships with one another
 15

are the building blocks of an effective and efficient working environment. Given our

highly collectivist culture that values quality social relations, Philippine businesses are

more than capable of enriching their own working culture and promoting innovation.

What will help would be investing in activities and programs that provide opportunities

for informal interactions, which may pave the way for cultivating positive and enduring

relationships.

According to Abadesco (2015) One of the significant shifts in the evolution of the

HR practice is the expansion of its charter from just personnel management to include

organization development and effectiveness. This added dimension highlighted the

strategic component of the HR function. The expanded mandate of developing the

organizational capabilities of an enterprise puts the profession in the same playing field

as the finance, operations, and marketing functions.

Foreign Studies

According to Rjoas (2019), knowledge management has not something to do with

the performance of an organization. but it proved that strategic planning mediates the

influence of knowledge management on organizational performance. That means, you

cannot determine or measure organizational performance just by knowledge

management, but it is an important factor in making strategic planning to improve

organizational performance. Also, Human Resource Management being a strategic

partner does not directly affect the performance of every organization that’s why

involvement of HR as a strategic partner cannot determine organizational performance.

Their role is just to conduct strategic planning, to improve organizational performance.

 16

These results showed that strategic planning is based on the knowledge management

and human resources role as a strategic partner can be a strategic capability, are

valuable, rare, inimitable, and non-substitutable. These can be the core competencies of

organizations to improve performance which is their competitive advantage. This study

aims to determine the influence of knowledge management and the role of human

resource as a strategic partner when it comes to organizational performance. The study

was conducted in public hospitals and the private sectors in the region of North

Sulawesi and the respondent is the head of the hospital in upper and middle levels. The

result of this study showed that organizational performance can be improved by

knowledge management and the role of human resource as a strategic partner.

According to Almarzooqi, A.HKhan, M. and Khalid, K. (2019), influence of

organizational knowledge and employee empowerment were significant in sustaining

positive outcomes especially in dynamic markets and that are something that should be

considered by every organization. Having a right arrangement of managerial practice

can enhance expected organizational outcomes. Organizing knowledge sharing

practices can also help in enhancing employee performance with the support of Human

Resource Management. It is important to empower employees if you want to lead a

positive reciprocity. This study shows the positive organizational outcomes in the

context of the United Arab Emirates. The aim of this paper is to look into the

interactional relationship between sustainable human resource management and

positive organizational outcomes in context of the United Arab Emirates. It focused on

employees' perception and mediation. The respondents of this study were full time
 17

employees from UAE. The result shows that Sustainable HRM has a significant direct

effect on sustainable employee performance and organizational support.

According to Thang Dang, Thai Tri Dung, Vu Thi Phuong and Tran Dinh Vinh

(2018), a firm that provides training for new employees gain higher percent in output. A

ten-day training for new employees increases output value per worker, rise in value

added per worker and percent growth in gross profit per worker. This paper uses the

case of Vietnam and it shows the important roles of Human Resource Management in

explaining firm outcomes. This study simply shows that training is also a factor in

improving the performance of every employee. It evaluates the effects of Human

Resource Management practices on firm outcomes in Vietnam.

In the Study of Dutch pharmacies, it showed that there are some firms who do

not give rewards to the employees’ skills according to their contribution in the

organization productivity. Some employees are over rewarded, and some are under

rewarded. This study also showed that wages of employees depend on their work

experience, but it doesn't affect their productivity. Training employees is the best thing

that can be done by HR if they want to increase productivity without affecting the

average wage level. It also found that when it comes to performance evaluation

interviews, employees are only the one who benefit from it. Furthermore, employing

temporary employees has a negative effect on productivity. This paper analyzes

whether employees and firms directly benefit from human resource practices.

According to Rose Mwaniki, Jane Gathenya (2015), Human Resources is an

important organizational asset, and the success of companies depends on how they are

used by human resource management to ensure that organizations thrive by people.

 18

The distinctive characteristic of HRM is its belief that increased efficiency is

accomplished through the improvement of people in the company. Kenya Power, in its

bid to adopt the concept of sustained efficiency and versatility, has dedicated

approximately 11,000 human resources responsible for ensuring the supply of sufficient

and efficient energy to its customers; enhancing customer service; accelerating public

access to electricity; and generating value for shareholders. Despite this, Kenya still

faces challenges such as prolonged power outages, delayed power line building,

delayed connections, and reconnections, calling for adequate steps in addition to human

capital increases and to improve the company's efficiency.

The study found out that the HR functions of recruitment and performance

contracting positively affected organizational performance and recommended

continuous improvement on the HR functions to ensure continuity in increased

organizational performance.

Local Studies

According to the paper and perspective of Human Resource Management

professionals when it comes to Firm Performance in the Philippines, there was an

average to fairly high level of adoption of practices consistent with strategic approach to

Human Resource Management. Adaption of a more conciliatory and union friendly IR

approach was considered as a significant factor to predict firm performance. However,

the level of strategic integration between Human Resource Management and business

planning and most human capital enhancing HR practices do not have something to do

in predicting perceived firm performance.

 19

In comparison of Human Resource Management practices in the Philippines with

the US and Canada, a survey was conducted to know the impact of practices in hiring,

training and development, performance appraisal, pay and occupational health and

safety, the result showed that many practices were related when it comes to perceiving

organizational performance but only a few practices to voluntary turnover rate. US and

Canadian data showed that there were differences in most practices but in the

Philippines, there was a higher extent of the Human Resource Practice and more

correlations with organizational characteristics than the samples of US and Canada. It

shows that many of the practices developed in the West can easily be transferred.

In foreign-owned Philippine Firms, they showed that human resource approaches

and practices are connected. When it comes to the Human resource practices of

Japanese owned firms, they emphasize local standards and practices in compensation,

hiring, recruiting and job assignments. These are the well-known Japanese style

practices, and it was adopted by Western owned firms. However, Filipino-Chinese

owned firms tend to be traditional. They give emphasis to both informal and hierarchical

control mechanisms which put a premium upon loyalty and trust, through familistic,

informal but hierarchical control mechanisms. As time passed by, the owners of these

firms passed on control to the next generation, they hired professional managers who

are the younger generation of Filipino-Chinese who studied abroad. They are uncertain

between rational and traditional norms and practices insisted by their oriented elders.

Based on the demands of ever-changing technology and economy, it was not necessary

to include adjectives like “Japanese”, “Filipino-Chinese” or “Western: to the universal

concept of industrial relations and human resource practices.

 20

Synthesis

Literature on the effects of HR practices primarily focuses on traditional human

capital practices which investigate training and experience and their effect on the firm

level. Some factual human capital research traditionally focuses on the earnings of the

individual worker, several studies show substantial status on employees’ participation in

training (Lynch, 1994). Dearden (2000) found that the effects of training on wages are

about half the size of the effects on organizational productivity. However, the

productivity did not focus on the individual firms, but on the sector of industry and the

study on the effects of employees’ skills on their wage level. These studies focus on the

growing demand for skills, such as computer skills (Borghans and Ter Weel, 2004), and

problem solving and communication skills (Dickerson and Green, 2004). Empirical

studies generally show that employees’ experience contributes to their productivity

(Mincer,

1974). Employees’ earnings growth reflects institutional arrangements in salary-scales

rather than productivity gains (Medoff and Abraham, 1991). According to Wolf and

Zwick (2002) First, investments in the human capital of the workforce may escalate the

productivity of employees (Bartel, 1994). Second, HR practices may increase

employees’ motivation and commitment to their tasks (Ichniowski et al., 1997). Hardly

not so much of the available literature on the effects of HR practices in small to medium-

sized enterprises (SMEs) and most of these studies focus on medium-size firms

(Hayton, 2003). Hornsby and Kurato (1990) show that small firms have less formal HR

practices. According to Forth and Millward (2004) found that high-involvement

management is associated with higher pay.

 21

According to Selmer and De Leon (2000), the people management function in the

Philippines have begun to demonstrate features of HRM. The nature of HR and IR

management in the Philippines once distinguished by a diverse range of internal and

external environmental domination. Like the development of HRM in other countries.

(e.g. Bae et al, 2003; Rowley and Benson, 2002; Ulrich, 1997) studies prove that Filipino

firms manage to require their personal managers to lay hold of an active role in strategic

decision making. This has been asserted that market competition has converted the

traditional functions of personnel managers from solely handling administrative functions

of recruitment, discipline, compensation, employee welfare, and records, so that the role

has evolved into one which includes executive decision-making. Also, this showed that

many new and bigger firms preferred to use the job title 'HR manager' instead of

personnel manager. (Amante, 1997) Lately, others, such as Selmer and De Leon (2000)

and Skene (2003), have reinforced the earlier findings by Amante by providing

additional factual evidence supporting the evolution of personnel management to HRM

in the Philippines.

The goal of human resource management is to make sure that the company will

achieve success through people. According to Opatha (2010), the purpose of HRM is to

generate appropriate employee performance and a comfortable workforce who gives the

maximum contribution to the organizational productivity. Human Resource Management

practices, such as working in groups, provide clear discretion and autonomy in the

workplace. It motivates workers that produce greater organizational productivity (Cully et

al, 1999; Boselie and Wiele, 2002). Involvement in the delegation of responsibility and

systems of employees provides a positive impact on the organizational productivity

 22

(Arthur, 1994). According to Wolf and Zwick (2002), human resource management

practices affect organizational productivity. Investment in the human capital greatly

increases the organizational outputs (Bartel, 2014). Good HRM policies including

benefits and incentives also contribute to workers' commitment and motivation in the

effectiveness of the department Cooke (1994).

Domestic literature on the specific effects of HRM on an organization's

productivity are few and far between and therefore supplemented with ASEAN countries

researches to understand the effects of HRM on productivity in the Asian setting. The

most notable research in the ASEAN setting is from King-Kuanul et al. (2006) wherein

they discovered that incentive pay generates the highest impact to organizational

performance compared to other factors linked to productivity i.e., training, appraisal,

profit sharing.
 23

Chapter 3

RESEARCH METHODOLOGY

This chapter presents the methodology of the research. It includes the information of the

chosen Research Design for the study. This chapter also describe the Participants, Data

gathering materials, and the Research procedure that was used in the study. Lastly, the

Sampling Technique, Research Instruments, and Statistical Treatment of Data which

reports the procedure for scoring and the statistical analysis will be followed to interpret

the study.

Research Design

In this study, the researchers use a quantitative research design. Quantitative

Research Design is a systematic approach of phenomena by gathering quantifiable data

and performing statistical computing techniques. (Belmont, 2010) Quantitative Research

collects information using sampling methods by sending out surveys, online polls,

questionnaires, and turning it into numerical data. The aim of quantitative research is to

determine the relationship between one independent variable and another dependent

variable in a population.

This study use a correlational research attempt to determine the extent of a

relationship between two or more variables using statistical data and to measure the

strength of the relationship. In this type of design, relationships between and among a
 24

number of facts was seek and interpret. The aim of correlational research is to know

variables that have a relationship to the extent that a change in one affects the other.

The study used a survey method, it involves convenience sampling of the

variables in the research in which the respondents was filled the questionnaire about

interest. The result was transformed into numerical data that will enable the researchers

to identify if the two variables have a relationship between Human Resources Practices

to Employee Productivity.

Description of Respondents

A total of 356 employees of XYZ Company are the respondents of the study. The

respondents will be described according to their demographic profile such as sex (male

and female), Age (from 20-55 years old), Years of experience (starting from

1-20 years), and their Job level (Executive Management, Middle Management,

Management, Advisor, and employee). The chosen employees are the ones who was

filled up and answer the assigned questionnaire regarding the Effectiveness of Human

Resource Management practices in employee productivity. The total sample size was

computed using the formula below:

n= 3250
1+3250 (0.05^2)
= 3250
1+ 3250 (0.0025)
=3250
1+8.125
=3250
9.125
n= 356.16
 25

Sampling Technique

The COVID-19 pandemic has greatly affected the way research is conventionally

conducted, strict guidelines and practices had to be observed and therefore affecting the

sampling techniques used. To comply, the use of non-probability sampling methods

specifically convenience sampling wherein the units of the sample in the research are

selected based on availability and convenience of the targeted respondents.

Data Gathering Procedure

In this research study, the entire data collection was accomplished through

conducting survey questionnaires with random respondents. The questionnaire was

regulated to the employees of XYZ Company. The following procedures was followed:

First, the distribution of tasks in which each member was contributed specific questions

for the survey questionnaire. The questions were compiled and will undergo a series of

validation of the research expertise. Second, finalizing the questionnaire and the

process of conducting the survey. After the survey questionnaire has been validated,

the researchers proceeded in conducting the survey to the selected company. Third, the

collection of data in which the survey questionnaire from the conducted survey from the

random respondents were collected and saturated and served as the basis of

information for the study. Lastly, summarizing, analyzing, and interpretation of data.

After the researchers have collected the data, the researchers can proceed in tabulation

and tally the result of the survey. The result would hopefully be the basis for the Human

Resource Practices to the Employee Productivity.

 26

Research Instruments

The researcher used the survey questionnaire as a research instrument in this

study. The aim of using questionnaires is to obtain direct responses and input from

respondents in a short period of time and in a simpler way. The questions were adopted

and modified from previous research papers conducted by previous researchers. The

questions are designed to be easily understood in terms not unknown to the target

respondent to reduce misunderstanding and uncertainties on the questions.

The survey questionnaire was divided into three parts, the first part was general

information about respondents which has predetermined choices for the respondent to

fill out. The second part consisted of four human resource practices that have been

determined to have an impact on employee effectiveness according to previous

research which consists of training, compensation, selection, and standards. The third

part consisted of questions that measured the level of employee productivity to identify

the effects of the four factors stated in the second part of the survey questionnaire. Both

parts use a 4-point Likert Scale which allows the respondents to indicate how strongly

agree or disagree with the statement provided. Answers was then turned into numerical

data to create an average score for each response.

4 = Strongly Agree, 3 = Agree, 2 = Disagree, 1 = Strongly Disagree

Table 3

Range for 4-Point Likert Scale and Their Verbal Interpretation

  Range Verbal Interpretation

1 1.00 to 1.75 Strongly Disagree
2 1.76 to 2.50 Disagree
3 2.51 to 3.25 Agree
4 3.26 to 4.00 Strongly Agree
 27

Statistical Treatment of Data

The following statistical treatment was used to analyze the gathered data of the

researchers appropriately.

Percentage Distribution. To determine the demographic profile of the respondents, the

percentage formula was used.

𝑃= ×100%

where

𝑃 ≔ Percentage distribution

𝑓 ≔ Frequency or number of cases

𝑛 ≔ Total number of respondents

Weighted Mean. This measure of central tendency was used to determine the average

response for each question. This is simply the mean or average value of response for

each question.

𝑥̅ 𝑓𝑖𝑥𝑖

𝑖=1

where
 28

𝑥̅ ≔ Weighted mean

𝑛 ≔ Total number of respondents

𝑓𝑖 ≔ Frequency or weight of the response 𝑖

𝑥𝑖 ≔Score or corresponding value of the response 𝑖

𝑚 ≔ Number of points in Likert-scale items

Shapiro-Wilk Test. The Shapiro-Wilk test tells if a random sample comes from a normal

distribution. The test provides a W value; small values indicate that sample is not

normally distributed.

𝑛 2 𝑛

𝑊 = (∑𝑎𝑖𝑥(𝑖)) ⁄∑(𝑥(𝑖) −𝑥̅)

𝑖=1 𝑖=1

where

𝑊 ≔ Test statistic of Shapiro-Wilk test

𝑎𝑖 ≔ Constant 𝑖 generated from the covariances, variances and means of the 𝑛

sample from a normally distributed sample.

𝑥(𝑖) ≔ Value of the ordered random variable

𝑥̅ ≔ Sample mean

𝑛 ≔ Total number of samples

 29

Spearman's Rank-Order Correlation. The Spearman’s correlation coefficient 𝜌 can

take values from +1 to -1. A 𝜌 of +1 indicates a perfect positive association of ranks, a 𝜌

of 0 indicates no association between ranks, and a 𝜌 of -1 indicates a perfect negative

association of ranks. The closer a 𝜌 to zero, the weaker the association between the

ranks.

𝜌 𝑑𝑖2

𝑖=1

where

𝜌 ≔ Spearman’s correlation coefficient

𝑑𝑖 ≔ Difference between two variables on 𝑖th observation

𝑛 ≔ Total number of observations

Method of Data Analysis. The data were analyzed using R Programming Language

version 4.0.1.
 30

CHAPTER 4

PRESENTATION, ANALYSIS, AND INTERPRETATION OF DATA

This chapter presents the data gathered. The result of the statistical analysis done and

interpretation of findings. These are presented in tables following the sequence of the

specific research problem regarding the Effectiveness of Human Resource Management

Practices in Employee Productivity as Perceived by the Employees of XYZ Company.

Table 4

Frequency and Percentage Distribution of the Respondents in Terms of Gender

Gender Frequency Percentage (%)

Female 191 53.7
Male 165 46.3
Total 356 100

Table 4 displays the frequency and percentage distribution of the respondents in terms

of gender. Based on table 4, majority of the respondents is female with 191 or 53.7%.

Only 165 are male which constitutes 46.3% of the total respondents.

Table 5

Frequency and Percentage Distribution of the Respondents in Terms of Age

 31

Age Frequency Percentage (%)

20 to 25 years old 153 43.0
26 to 30 years old 122 34.3
31 to 35 years old 63 17.7
36 to 45 years old 13 3.7
46 to 55 years old 5 1.4
Total 356 100

Table 5 shows the frequency and percentage distribution of the respondents in terms of

age. Based on table 5, majority of the respondents is twenty to twenty-five years old. Out

of 356 respondents: 153 (43%) are twenty to twenty-five years old, 122 (34.3%) are

twenty-six to thirty years old, 63 (17.7%) are thirty-one to thirty-five years old, 13 (3.7%)

are thirty-six to forty-five years old, and 5 (1.4%) are forty-six to fifty-five years old.

Table 6

Frequency and Percentage Distribution of the Respondents in Terms of Length of

Experience

Length of Experience Frequency Percentage (%)

9 months 1 0.3
1 to 5 years 233 65.4
6 to 10 years 100 28.1
11 to 15 years 14 3.9
 32

16 to 20 years 7 2.0
20 years and above 1 0.3
Total 356 100

Table 6 displays the frequency and percentage distribution of the respondents in terms

of length of experience. Based on table 6, majority of the respondents has one to five

years of experience. Out of 356 respondents: 1 (0.3%) has nine months of experience,

233 (65.4%) have one to five years of experience, 100 (28.1%) have six to ten years of

experience, 14 (3.9%) have eleven to fifteen years of experience, 7 (2%) have sixteen to

twenty years of experience, and 1 (0.3%) has twenty years of experience and above.

Table 7

Frequency and Percentage Distribution of the Respondents in Terms of Job Level

Job Level Frequency Percentage (%)

Advisor 20 5.6
Employee 314 88.2
Executive Management 3 0.8
Management 14 3.9
Middle Management 5 1.4
Total 356 100

Table 7 displays the frequency and percentage distribution of the respondents in terms

of job level. Based on table 7, majority of the respondents answered Employee. Out of

356 respondents: 20 (5.6%) answered Advisor, 314 (88.2%) answered Employee, 3

 33

(0.8%) answered Executive Management, 14 (3.9%) answered Management, and 5

(1.4%) answered Middle Management.

Table 8

Summary of the Response to Human Resource Practices of Analog Devices in

Terms of Standards

Standards Weighted Mean Verbal Interpretation Std. Deviation

ST1 3.90 Strongly Agree 0.337
ST2 3.25 Agree 0.489
ST3 3.83 Strongly Agree 0.397
Overall 3.66 Strongly Agree 0.357

Table 8 shows the mean response to human resource practices of analog devices in

terms of standards. It can be seen on table 8 that, on the average, respondents strongly

agree to statements ST1 and ST2. Overall, the respondents strongly agree to statement

for human resource practices of analog devices in terms of standards with weighted

mean 3.66 ( SD=0.357).

Table 9
 34

Summary of the Response to Human Resource Practices of Analog Devices in

Terms of Selection

Selection Weighted Mean Verbal Interpretation Std. Deviation

SE1 3.87 Strongly Agree 0.365
SE2 3.76 Strongly Agree 0.450
SE3 3.83 Strongly Agree 0.404
Overall 3.82 Strongly Agree 0.056

Table 9 shows the mean response to human resource practices of analog devices in

terms of selection. It can be seen on table 9 that, on the average, respondents strongly

agree to statements SE1, SE2, and SE3. Overall, the respondents strongly agree to

statement for human resource practices of analog devices in terms of selection with

weighted mean 3.82 ( SD=0.056).

Table 10

Summary of the Response to Human Resource Practices of Analog Devices in

Terms of Compensation

Compensation Weighted Mean Verbal Interpretation Std. Deviation

CO1 3.95 Strongly Agree 0.250
CO2 3.22 Agree 0.550
CO3 3.47 Strongly Agree 0.607
Overall 3.55 Strongly Agree 0.371

Table 10 shows the mean response to human resource practices of analog devices in

terms of compensation. It can be seen on table 10 that, on the average, respondents

strongly agree to statements CO1, and CO3. Overall, the respondents strongly agree to

statement for human resource practices of analog devices in terms of selection with

weighted mean 3.55 ( SD=0.371).

 35

Table 11

Summary of the Response to Human Resource Practices of Analog Devices in

Terms of Training

Training Weighted Mean Verbal Interpretation Std. Deviation

TR1 3.84 Strongly Agree 0.392
TR2 3.79 Strongly Agree 0.443
TR3 3.80 Strongly Agree 0.432
Overall 3.81 Strongly Agree 0.026

Table 11 shows the mean response to human resource practices of analog devices in

terms of training. It can be seen on table 11 that, on the average, respondents strongly

agree to statements TR1, TR2, and TR3. Overall, the respondents strongly agree to

statement for human resource practices of analog devices in terms of training with

weighted mean 3.81 ( SD=0.026).

Table 12

Descriptive Statistics: Summary of Mean Score for Employee Productivity

Questions

Mean Score for Employee Productivity First Quartile Median Third Quartile
3.37 3.43 3.48
Questions

Scores of the respondents were binned to three category, namely low, average, and

high. Scores less than or equal to 25th percentile were binned to category low. Scores
 36

that are greater than or equal to 75th percentile were binned to category high. Scores

that are strictly between 25th and 75th percentile were binned to average.

Table 13

Level of Employee Productivity of Employees of Analog Devices in Terms of Job

Satisfaction

Job Satisfaction Frequency Percentage (%)

Low 222 62.4
Average 0 0.0
High 134 37.6
Total 356 100

Table 13 presents the level of employee productivity of employees of analog devices in

terms of job satisfaction. As shown on table 13, the level of employee productivity in

terms of job satisfaction of most respondents is low. Only 134 have high level of

employee productivity in terms of job satisfaction which constitutes 37.6% of the total

respondents.

Table 14

Level of Employee Productivity of Employees of Analog Devices in Terms of

Absenteeism

Absenteeism Frequency Percentage (%)

Low 329 92.4
Average 0 0.0
High 27 7.6
Total 356 100

Table 14 presents the level of employee productivity of employees of analog devices in

terms of absenteeism. As shown on table 14, the level of employee productivity in terms
 37

of absenteeism of most respondents is low. Only 27 have high level of employee

productivity in terms of absenteeism which constitutes 7.6% of the total respondents.

Table 15

Level of Employee Productivity of Employees of Analog Devices in Terms of

Number of Outputs

Number of Outputs Frequency Percentage (%)

Low 54 15.2
Average 0 0.0
High 302 84.8
Total 356 100

Table 15 presents the level of employee productivity of employees of analog devices in

terms of number of outputs. As shown on table 15, the level of employee productivity in

terms of number of outputs of most respondents is high. Only 54 have low level of

employee productivity in terms of number of outputs which constitutes 15.2% of the total

respondents.

Table 16

Level of Employee Productivity of Employees of Analog Devices in Terms of

Motivation

Motivation Frequency Percentage (%)

Low 42 11.8
Average 0 0.0
High 314 88.2
Total 356 100
 38

Table 16 presents the level of employee productivity of employees of analog devices in

terms of motivation. As shown on table 16, the level of employee productivity in terms of

motivation of most respondents is high. Only 42 have low level of employee productivity

in terms of motivation which constitutes 11.8% of the total respondents.

Table 17

Level of Employee Productivity of Employees of Analog Devices in Terms of

Attendance

Attendance Frequency Percentage (%)

Low 74 20.8
Average 0 0.0
High 282 79.2
Total 356 100

Table 17 presents the level of employee productivity of employees of analog devices in

terms of attendance. As shown on table 17, the level of employee productivity in terms of

attendance of most respondents is high. Only 74 have low level of employee productivity

in terms of attendance which constitutes 20.8% of the total respondents.

Table 18

Shapiro-Wilk: Test for Normality of the Data

Test p-
  df Decision Remarks
Statistic value
Human Resource Reject
0.728 356 <0.001 Non-Normal
Practices Ho
Employee Reject
0.755 356 <0.001 Non-Normal
Productivity Ho
Note: If p-value is less than or equal to α =0.05 level of significance, reject the null hypothesis. 
 39

Table 18 exhibits test of normality using Shapiro-Wilk Test. As shown on table 18, the

distribution of Human Resource Practices ( SW=0.728 , p<0.001) and the distribution of

Employee Productivity ( SW =0.755 , p<0.001) are significantly different from Normal

distribution. That is, their distribution is non-normal. Therefore, the assumption of

bivariate normality for Pearson Product Moment Correlation Test was not met. This

suggests the use of nonparametric correlation test like Spearman’s Rank Correlation

Test.

Table 19

Spearman’s Rank Correlation Test: Relationship between Human Resource

Practices and Employee Productivity

Human Resource Practices

Correlation Coefficient p-value Decision Remarks
Employee Productivity
0.445 <0.001 Reject Ho Significant
Note: If p-value is less than or equal to α =0.05 level of significance, reject the null hypothesis. 

Table 19 shows the relationship between Human Resource Practices and Employee

Productivity using Spearman’s Rank Correlation Test. Based on table 19, there is a

significant relationship between Human Resource Practices and Employee Productivity

( ρ=0.445 , p< 0.001) at α =0.05 level of significance. Furthermore, it was revealed that

Human Resource Practices and Employee Productivity are positively correlated. That is,

Employee Productivity increases as Human Resource Practices or vice versa. In this

 40

result, the null hypothesis is proven wrong. In fact, the findings states that there is a

significant relationship between Human Resource Practices on Employee Productivity.

CHAPTER 5

SUMMARY, CONCLUSION, RECOMMENDATION

This chapter is represented into three sections. The first section contributes to an overall

summary of the study followed by the summary of the findings and their conclusions.

Following are the recommendations for future research based on research findings. 

SUMMARY

The primary objective of this research is to determine the Effectiveness of Human

Resource Management practices to the employee productivity as perceived by selected

employees of XYZ Company. The data collection was conducted only for the selected

full-time employees in the Company with a total of 356 employees. In this study, the

researchers will use a quantitative research design. Survey served as the instrument for

collecting data and it involves convenience sampling of the variables in the research in
 41

which the respondents will fill the questionnaire about interest. The study was conducted

during September 14, 2020 to June 2021.

In summary, the following are the findings in this study:

 Out of 356 respondents, 233 or 65.4% of the population respond that they are

part of the organization between 1-5 years in service. Also, 324 respondents or

88.2% belong to the Employee Level in the organization.

 Most of the respondents answered Strongly Agree to the statements for the

section of Human Resource Practices of the company in terms of Standard with

the weighted mean of 3.66 (SD = .357)

 Respondents answered Strongly Agree to the statement for the section of Human

Resource Practices of the company in terms of Selection with the weighted mean

of 3.82 (SD = 0.56)

 Average of the respondents answered Strongly Agree for the section of Human

Resource practices of the company in terms of Compensation with the weighted

mean of 3.55 (SD = 0.371)

 Average of the respondents answered strongly agree to the statement for the

section of Human Resource practices of the company in terms of Training with the

weighted mean of 3.81 (SD = 0.026)

 There is a significant relationship between Human Resource Practices and

Employee Productivity (ρ=0.445, p<0.001) at α=0.05 level of significance.

CONCLUSION

The effectiveness of Human Resource Management Practices to the employee

productivity as perceived by selected employees of XYZ Company were divided into four
 42

identified practices. These are Standards, Selection, Compensation and Training. In

order to measure the effectiveness of these practices, the research measured the level

of employee productivity through the following key indicators which are job satisfaction,

absenteeism, number of outputs, motivation and attendance. Businesses want to identify

if (HR) practices have a significant effect on their organization's outputs, to maximize the

workforce effectiveness and minimize costs. The researchers conducted this study on

the employees of XYZ company to determine if there is a significant relationship

between human resources practices and employee productivity. The researchers used a

quantitative research design and correlational attempt to determine the effectiveness of

human resource practices.

Based on the findings of the researchers, the employees of XYZ Company strongly

agree that the specified (HR) practices significantly affect them. The study also shows

that XYZ company has effectively used (HR) practices in motivating and empowering its

employees to work based on the results of the key indicators used to measure the level

of employee productivity. But on the other hand, the researchers also discovered that

there is low job satisfaction and an average rate of absenteeism within XYZ Company. In

conclusion, the study was able to show that there is a significant relationship between

human resource practices and employee productivity. 

RECOMMENDATION

The following recommendations are drawn out to further improvements of the

study.
 43

 Based on the research findings, employees in Company X have low job

satisfaction and that affects their productivity. To improve that, Human Resource

Management should conduct Career Development Opportunities for Employees

by having training that would be helpful in expanding the employee's skill set.

Workshop and Certifications should be given. Having low job satisfaction may

affect the growth of the company and employees. That's why Career

Development Programs should be provided to build a sustainable future-proof and

adaptable approach to the management of their future careers. 

 The study also recommends that to reduce the 20.8% low level employee

productivity in terms of attendance of Company XYZ, the company can give credit

or provide a certificate of merit to prove that the company recognizes their effort

based on their perfect attendance or based on their number of outputs. Providing

a good incentive will determine the effectiveness of reducing absenteeism and

considering what affects the employees in terms of motivation. Rewarding those

employees who have a good record of attendance may improve their punctuality.

In this case, they will be more motivated to work on time and be serious about it.

 As a result, Human Resource practices really affect employee productivity. Thus,

because of this study, we recommend that companies should ensure activities

that help them be motivated and improve maintaining their positive outcomes

focusing more on other productivity as well so that each employee. Training and

informative sessions are being given to guide employees regarding their

productivity.
 44

 This study also suggests that companies can organize workshops to guide

employees with less years of service experiences regarding factors that influence

their job performances or productivity.

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 49

COLLEGE OF BUSINESS ADMINISTRATION AND ACCOUNTANCY

DE LA SALLE UNIVERSITY – DASMARIÑAS

EFFECTIVENESS OF HUMAN RESOURCE MANAGEMENT PRACTICES IN EMPLOYEE
PRODUCTIVITY AS PERCEIVED BY SELECTED EMPLOYEE OF XYZ COMPANY
Dear Respondent,
We hope you are having a lovely day. We are a student of De La Salle University
Dasmarinas and we are conducting this survey as part of our research. We are conducting a study
entitled Effectiveness of Human Resource Management Practices in Employee Productivity as
perceived by selected employee of XYZ Company. The study aims to determine the effectiveness of
HR practices to their employees when it comes to their productivity. To make this possible, the study
requires to determine information related to the topic, that will serve as a helpful data in answering
the research problems.

In this connection, may we request for your participation on this study by completing this
survey. Rest assured that the data provided will be treated with utmost confidentiality. In St. La Salle,
Conde, Lajom, Mallari, Ocampo, Tagangin

Researchers

SURVEY

I. Profile of the Respondents Gender:

 Male
 Female
 Others ________ Age:
 20-25 years old 
26-30 years old 
36-45 years old
 46-55 years old Years

of Experience:

 1-5 years
 6-10 years
 10-15 years
 16-20 years Job

Level:

 Executive Management
 Middle Management
 Management
 Advisor
 Employee

II. HUMAN RESOURCE PRACTICES

 50

4 = Strongly Agree, 3 = Agree, 2 = Disagree, 1 = Strongly Disagree

Training SA A D SD
1. Training programs are beneficial to my development 4 3 2 1
2. I have been a beneficiary of training program 4 3 2 1
3. The skills I have learned through training has increased my productivity. 4 3 2 1
Compensation
1. I receive my salary on time. 4 3 2 1
2. I am satisfied with my current salary. 4 3 2 1
3. My salary is what motivates me to work. 4 3 2 1
Selection
1. The organization values employees who show professional experience. 4 3 2 1
2. The Job Description show the responsibilities and skills needed in work 4 3 2 1
3. The organization carefully examine the skills and abilities of employees 4 3 2 1
Standards
1. My office facilities are up to standard 4 3 2 1
2. My superiors are effective in leadership 4 3 2 1
3. The state of the working environment affects my productivity. 4 3 2 1

III. LEVEL OF EMPLOYEE PRODUCTIVITY

4 = Strongly Agree, 3 = Agree, 2 = Disagree, 1 = Strongly Disagree

Job Satisfaction S A D S
A D
1 I am contented with my 4 3 2 1
. work
2. I feel valued in my contributions with my work 4 3 2 1

3. I have all the resources I need to do my job successf ully 4 3 2 1

4 My supervisor does a great job informing us about ngs that affect our 4 3 2 1
. thi work

Number of Outputs

1. I feel I am contributing to the overall goals of my orga nization. 4 3 2 1

2. I am given enough time to accomplish tasks. 4 3 2 1

3. I have the necessary resources to perform my work 4 3 2 1

Motivation

1. Motivation affects my performance. 4 3 2 1

2. When my efforts are recognized, I feel motivated to a ccomplish my work 4 3 2 1

3. The working environment motivates me. 4 3 2 1
 51

Absenteeism

1. I value my workplace attendance. 4 3 2 1

2. Personal problems affect my work 4 3 2 1

3 I do not feel welcome or comfortable in my 4 3 2 1

. workplace
Attendan
ce
1 I give importance arriving at work on 4 3 2 1
. time
2 I am looking forward to going to work every 4 3 2 1
. week.
3 I go to work on time to prevent salary 4 3 2 1
. deduction
Thank You!!
52
 53

FOR APPENDICES

Table 20

SDA DA A SA
Statement
Frequency (Weight)
ST1 1 1 31 323
ST2 1 6 252 97
ST3 1 - 57 298

Table 21

SDA DA A SA
Statement
Frequency (Weight)
CO1 1 - 14 341
CO2 1 20 234 101
CO3 1 18 151 186

Table 22

SDA DA A SA
Statement
Frequency (Weight)
TR1 1 - 55 300
TR2 - 5 66 285
TR3 - 5 60 291
 54

This certifies that the researchers of the undergraduate thesis entitled

Effectiveness of Human Resource Management Practices in Employee
Productivity as Perceived by the Selected Employees of XYZ Company
has availed of the services as stated below. Moreover, the undersigned further certify
that the statistical treatment and numerical results are accurate and valid.

Services
☐Assist in Experimental Design of the Study
☐ Sample Size Estimation
☐ Random Selection of Samples
 Validation of Questionnaire
 Preparing Data for Analysis
 Reliability Analysis
 Generating of Statistical Tables and/or Graphs
 Assist in Interpretation of Results
☐ Post-Defense Consulting

In testimony whereof, statistical consultant hereby signed this

CERTIFICATION
and issued the same on 14 May 2021 upon the request of the researchers for
whatsoever purpose it may serve.

Researchers:
Angelique Joelle G. Lajom
John Marcus Hugo B. Ocampo
Lorie-anne B. Conde
Maria Andrea M. Tagangin
Mark Jun V. Mallari

Jessie Elsid A. Gregorio Jr.

Statistical Consultant
Statistician Centre Statistical and Research
Consultancy

Date Signed: 14 May 2021

 55

Adviser’s Acceptance Form

Mr. Epitacio B. Mendiola Jr.

Hereby accepts the proponents:

• Conde, Lorie-anne B.

• Lajom, Angelique Joelle G.

• Mallari, Mark Jun V.

• Ocampo, John Marcus Hugo B.

• Tagangin, Ma. Andrea M.

As thesis advisees with proposed Thesis Statement:

The main objective of this study is to determine the Effectiveness of Human Resource
Management Practices to the employee productivity as perceived by Selected
Employees of XYZ Company.
Thesis Title: Effectiveness of Human Resource Management Practices to the Employee

Productivity as Perceived by Selected Employees of XYZ Company

For the 1st Semester SY 2020-2021

As adviser, I am aware that I have the responsibility to check the content and format of
the paper prior to its submission to their respective subject professor.
CONFORME:

EPITACIO B. MENDIOLA JR.

Date of Acceptance: _October 31, 2020

 56

Adviser’s Acceptance Form

Dr. Joseph Estiller

Hereby accepts the proponents:

• Conde, Lorie-Anne
• Lajom, Angelique Joelle
• Mallari, Mark Jun
• Ocampo, Marcus
• Tagangin, Maria Andrea

As advisees for the paper entitled:

THE EFFECTIVENESS OF HUMAN RESOURCE MANAGEMENT PRACTICES
TO THE EMPLOYEE PRODUCTIVITY AS PERCEIVED BY SELECTED
EMPLOYEES IN XYZ COMPANY

For the 2nd Semester SY 2020-2021.

As adviser, I am aware that I have the responsibility to check the content and format of
the paper prior to its submission to their respective subject professor.
CONFORME:

Joseph R. Estiller

Date of Acceptance: March 13. 2021

 58

Lorie-Anne B. Conde
Blk 4 L3 Phase 1, Mabuhay St, Andreaville Salitran
IV, Dasmariñas City, Cavite
[email protected] 0997 693 1693

________________________________________________________________________
Objective:

To look for a career where I can use my skills, as a hard-worker and

responsible person who is willing to take any task in order to achieve the
organization’s goals and objective. Also, to develop my skills and
experience, having an opportunity to expand my knowledge, personal
and professional growth.
__________________________________________________________________
Educational Background:

Bachelor of Science in Business Administration major in Human

Resource Development Management – 3rd year
De La Salle University – Dasmariñas Campus, Batch 2018
__________________________________________________________________
Skill and Competence:

• Good interpersonal communication

• Typing and writing skill
• Avid learner
• Time management skill
__________________________________________________________________
Experiences:
Executive Business Correspondence Officer-in-charge – People Management
Society
S.Y 2018-2019 2nd Semester
 58

Associative Business Correspondence – People Management Society

S.Y 2019-2020 1st Semester

ANGELIQUE JOELLE G. LAJOM PICTURE

(Preferably w/ collar
1003 Tramo St. Elias Aldana, and should look
Las Piñas City Professional.
Mobile: 0936-925-9225 .No Facebook
E-mail: [email protected] or Cropped Pictures

CAREER OBJECTIVE:

• To contribute my knowledge, abilities, and experiences in the field of Human

Resource Development Management for the success and improvement of the
company that will utilize my skills.

EDUCATION:

TERTIARY LEVEL

School: De La Salle University - Dasmariñas

Address: DBB-B, 4115 West Ave, Dasmariñas, Cavite
Course: Bachelor of Science in Business Administration major in
Human Resource Development Management
Year Graduated: [2018-2022]

SECONDARY LEVEL

School: Manila Tytana Colleges

Address: 76 Diosdado Macapagal Boulevard, Pasay City
Year Graduated: [2016-2018]

School: St. Joseph’s Academy

Address: P. Diego Cera Ave., Las Piñas City
Year Attended: [2012-2016]
 59

ORGANIZATIONS:

Member, HARAYA Artist Ensemble of Tytana

S.Y. 2016-present
Committee, People Management Society
S.Y. 2018-2019
Executive Business Manager, People Management Society
S.Y. 2019-2020
Member, People Management Society
S.Y. 2018-present

SEMINARS AND TRAININGS:

SUMMER ARTS CAMP

May 23-27,2016 – Manila Tytana Colleges
HR SYNERGIA: CONNECTING OPPORTUNITIES THROUGH
PROPER ETIQUETTE
September 25, 2019 – De La Salle University – Dasmariñas
STUDENT EDITION: CAREER COMPETENCIES FOR CAREER
READINESS
December 19, 2020
FUTURE OF WORK: NEW EMPLOYMENT
November 28, 2020
WORKFORCE MANAGEMENT IN THE NEW NORMAL
November 7, 2020
“YOUR BEST SELF FORWARD”
December 20, 2020
SKILLS AND INTERESTS:

Hardworking and committed

Has a clear sense of purpose and understanding of the immediate tasks
Good Moral Character
Listening Skills
Can work under pressure

CHARACTER REFERENCES:
Raezelle Lagrada

Registered Psychiatrist,rPm

Contact: 09565799654
 60

MARK JUN V. MALLARI

Blk 33 Lot 4 Bangkok Street Summerwind Village IV
Dasmariñas City, Cavite
Contact Number: 09171695058
E-mail Address: [email protected]

CAREER OBJECTIVE
To find a challenging position to meet my competencies, capabilities, skills, education
and experienced.

EDUCATIONAL ATTAINMENT
COLLEGE
DE LA SALLE UNIVERSITY – DASMARINAS
Bachelor of Science in Business Administration Major in Human Resource Management
Specialization in Service Management.
S.Y 2019 – 2021 (3rd Yr. student)
SENIOR HIGH SCHOOL
EMILIO AGUINALDO COLLEGE – CAVITE
Accountancy Business Management strand (Grade 11 AND 12)
S.Y 2016 – 2019
JUNIOR HIGH SCHOOL
ST. NICHOLAS DE MYRA SCHOOL
S.Y 2012 – 2016 (Junior High School)
ELEMENTARY EDUCATION
ST. NICHOLAS DE MYRA SCHOOL
S.Y 2006 - 2012

SKILLS AND INTEREST

• Can speak tagalog and english fluently

• Knowledgeable in Microsoft word, excel, and powerpoint.
• Can work under pressure
• Can do public speaking

PERSONAL INFORMATION

Nickname: Jun
Date of Birth: September 4, 1999
Age: 21 years
 61

old
Height: 6’0
Weight: 71kg
Civil Status: Single
Gender: Male
Religion: Catholic
Nationality: Filipino

SEMINARS AND WORKSHOPS ATTENDED

Conference Title Place Date

Career Seminar Dasmariñas National October 2015
High School
Career Guidance Emilio Aguinaldo August 2016
College Dasmariñas,
Cavite
Risk and Disaster Emilio Aguinaldo February 22, 2018
Seminar College Dasmariñas,
Cavite
HR Synergia De la Salle University – September 25, 2019
Dasmariñas
Member of People De la Salle University – Aug 9, 2020
Management Society Dasmariñas
HONORS AND AWARD
Award Receive Year
Male Performance Award 2016
UN AMBASSDOR 2014-2017
GRADUATE WITH HONORS 2018-2019
GRADE 12
MUNICIPAL SCHOLAR 2018-2020
DEAN’S LISTER 2019-2020
CHARACTER PREFERENCE
Mel Fabian Sherwin San Miguel
Guidance Counselor Faculty and Teacher
[email protected] 09092341903
I hereby certify that the above information and data is factual and accurate to the best of
my knowledge, belief, and principle.
 62

MARK JUN V. MALLARI

JOHN MARCUS HUGO B. OCAMPO

BLK 7 LT 4 VILLA LUISA HOMES PH. 1 BRGY. SAN AGUSTIN 3; DASMARIÑAS CITY, CAVITE
JULY 18, 2000
[email protected]
(046) 541-0951

CAREER OBJECTIVE
I want to learn and hone my skills in a work environment. I will offer my services and most of
all, my determination to become a worthy asset at your company throughout the duration of my
training.

EDUCATION
2016-2018: Senior Highschool
De La Salle University – Dasmariñas City

2012-2016: Junior Highschool

Colegio De Sta. Rosa – Trece Martires City

2011-2012: Elementary
Colegio De Sta. Rosa – Trece Martires City
Awards/Achievements

ACHIEVEMENTS
GRADE 11
• 1ST SEMESTER WITH HONORS
• 2ND SEMESTER WITH HONORS
GRADE 12
• 1ST SEMESTER WITH HONORS
• 2ND SEMESTER WITH HONORS

SKILLS
• Knowledge in the use of Microsoft Office • Adaptable
• Can handle paperwork • Resourceful
• Honest
 63

CAREER OBJECTIVE
To encourage creativity and higher order thinking
in a way that increases student performance. Also,
to build a long-term career as a teacher in a
position that offers opportunities for career
Plan, prepare, and teach well developed lessons which growth, and to keep up with cutting-edge teaching
inspire students, and promote enjoyment of learning. technologies.
Improve the English reading, writing and speaking
skills of students of diverse ages and backgrounds.
Test, evaluate and counsel students with respect
to their academic performance and goals. PERSONAL DETAILS
Date of Birth
October 18, 1999

EDUCATION Marital Status

Single
College
De La Salle University - Dasmariñas Nationality
2018 – Present Dasmariñas City, Cavite Filipino
Bachelor of Science in Business Administration major in Human
Resource Developmentrses

GPA: 2.89
LANGUAGES
English Filipino
Native or Bilingual Proficiency Native or Bilingual Proficiency
Highschool
Del Pilar Academy
2016 – 2018 GPA: 90
Accountancy and Business Management

With Honors

Elementary
Seven Seas Academy
2008 Bacoor Cavite