Chapter 3

Results

This chapter present the result and findings of the study. The result is presented

in tabular form.

Demographic Profile of Respondents

Demographic profile of the private sectors in terms of years of operation, types

of service offered, and position in the company is show in table 1.

Table 1.

Demographic Profile of the Respondents

Years of Operation Frequency Percentage (%)
1 to 5 17 28.81
6 to 10 11 18.64
11 to 15 16 27.12
Over 15 15 25.42
Total 59 100.00
Types of Services Offered
Professional Services 1 1.69
Financial Services 30 50.85
Healthcare Services 15 25.42
Hospitality and Tourism 0 0.00
Educational and Training 9 15.25
Others 4 6.78
Total 59 100.00
Position in the Company
Executive Position 1 1.69
Managerial Position 6 10.17
Utility/Technical Position 3 5.08
Sales and Marketing 11 18.64
Finance Position 12 20.34
Others Position 26 44.07
Total 59 100.00
 Table 1 shows the frequency and percentage distribution of the respondents’

demographic profile. As regards of the number of years Operation, data shows that 17

or 28.81 of the total respondents were employed for 1 to 5 years. Also followed by 11

or 18.64% of the total respondents were employed for 6 to 10 years. This followed by

16 or 27.12% of the total respondents were employed for 11 to 15 years. On the other

hand, 15 employees were employed for more than 15 years.

Table 1 also shows the types of business offered in a certain establishment. A

total of 1 employee or equivalent to 11.69% of the total respondents are professional

services, 30 or 50.85% for financial services, 15 or 25.42% for healthcare services,0 or

0.00% for the hospitality and tourism, 9 or 15.25% for educational and training, and

lastly 4 or 6.78% of the total respondents belong to other services.

Table 1 also shows the position in the company in a certain establishment. A

total of 1 employee or equivalent to 1.69% of the total respondents are executive

position, 6 or 10.17% were managerial position, 3 or 5.08% were utility/technical

position, 11 or 18.64% were sales and marketing, 12 or 20.34% were financial position,

and 26 or 44.07% of the total respondents belong to other position.

Level of Human Resource Development Practices

Table 2 shows the level of human resource development practices in terms of

talent development, training development, organizational development, and career

development of the employees in private sector.

Table 2.

Level of Human Resource Development Practices

Human Resource Development Practices Mean SD Description
A. Talent Development
Strongly
1. Our company attracts and recruit the right talent. 4.31 0.81
Agree
Strongly
2. Our company identifies existing talent. 4.24 0.88
Agree
Strongly
3. Our company nurtures and develop talent. 4.27 0.78
Agree
Strongly
4. Our company ensures the talent engagement. 4.24 0.84
Agree
Strongly
5. Our company ensures the talent retention. 4.27 0.89
Agree
Strongly
Overall 4.26 0.84
Agree
B. Training and Development
1. Our company has effective training and development Strongly
4.27 0.96
programs Agree
2. The activities of training development programs provided
Strongly
enable me to improve my skills, knowledge, attitude change 4.37 1.02
Agree
and new capability of the employee.
3. The activities of training programs provided help to increase Strongly
4.39 0.87
job satisfaction and work efficiency. Agree
4. Our company uses a modern training and development Strongly
4.36 0.91
methods and tools. Agree
5. There is an evaluation of the trainees’ overall satisfaction Strongly
4.25 0.82
with the training program. Agree
Strongly
Overall 4.33 0.91
Agree
C. Organizational Development
1. Our company makes efforts to development of human
Strongly
resources 4.20 0.92
Agree
according to organizational change.
Strongly
2. Our company encourages the change management. 4.25 0.88
Agree
Strongly
3. Our company ensures the organizational restructuring. 4.24 0.77
Agree
Strongly
4. Our company encourages the teamwork. 4.29 0.87
Agree
Strongly
5. Our company encourages the problem-solving culture. 4.25 0.82
Agree
Strongly
Overall 4.25 0.85
Agree
 D. Career Development
1. The organizational structure of the company facilitates the
Strongly
career 4.31 0.95
Agree
planning and development.
2. Our company offers career counseling. 4.10 1.03 Agree
Strongly
3. Our company gives training to help develop my career. 4.34 0.92
Agree
4. Our company has a fair promotion. 4.12 1.04 Agree
5. Our company ensures the growth of remuneration. 4.17 0.99 Agree
Strongly
Overall 4.21 0.98
Agree
Strongly
Grand Mean and SD 4.26 0.90
Agree

SUMMARY

Human Resource Development Practices Mean SD Description

A. Talent Development 4.26 0.84 Strongly Agree
B. Training and Development 4.33 0.91 Strongly Agree
C. Organizational Development 4.25 0.85 Strongly Agree
D. Career Development 4.21 0.98 Strongly Agree
Overall 4.26 0.90 Strongly Agree

Scale Range Description

5 5.00 – 4.20 Strongly Agree
4 4.19 – 3.40 Agree
3 3.39 – 2.60 Moderately Agree
2 2.59 – 1.80 Disagree
1 1.79 – 1.00 Strongly Disagree

In terms of talent development, result shows that the respondents Strongly

Agree in the item number one (1) which states that our company attracts and recruit

the right talent with the highest mean of 4.31 with a standard deviation of 0.81 for item

number one (1). On the other hand, respondents Strongly Agree both on the item

number two (2) which state that our company identifies existing talent and on the item

number four (4) which state that our company ensures the talent engagement with both
the lowest mean of 4.24 with the standard deviation of 0.88 for item number two (4)

and 0.84 for item number four (4).

As to training and development, the respondents Strongly Agree in the item

number three (3) which states that the activities of training programs provided help to

increase job satisfaction and work efficiency with the highest mean of 4.39 with a

standard deviation of 0.87. On the other hand, respondents Strongly Agree on the item

number three (3) which states that there is an evaluation of the trainees` with the lowest

mean of 4.25 with a standard deviation of 0.82.

As to organizational development, the respondents Strongly Agree in the item

number four () which states that our company encourage the teamwork with the highest

mean of 4.29 with a standard deviation of 0.87. On the other hand, respondents

Strongly Agree on the item number one (1) which states that our company makes effort

to development of human resources according to organizational change with the lowest

mean of 4.20 with a standard deviation of 0.92.

As to career development, the respondents Strongly Agree in the item number

three (3) which states that our company gives training to help develop my career with

the highest mean of 4.34 with a standard deviation of 0.92. On the other hand,

respondents Agree on the item number two (2) which states that our company offers

career counseling the lowest mean of 4.10 with a standard deviation of 1.04.

Level of Organizational Effectiveness

Table 2 shows the level of organizational effectiveness in terms values approach,

goal approach, and system approach of the employees in private sector.

Table 2.

Level of Organizational Effectiveness

Organizational Effectiveness Mean SD Description

A. Competing Values Approach
Strongly
1. Our company makes efforts to improve the productivity. 4.36 0.80
Agree
Strongly
2. Our company adapts to the changing environment. 4.51 0.70
Agree
Strongly
3. Our company makes efforts to the optimization of resources. 4.49 0.70
Agree
Strongly
4. Our company makes efforts to the stability. 4.41 0.85
Agree
Strongly
Overall 4.44 0.77
Agree
B. Goal Approach
Strongly
1. Our company ensures goal achievement. 4.36 0.83
Agree
Strongly
2. Our company has an effective strategic planning. 4.31 0.99
Agree
Strongly
3. Our company encourages the innovation. 4.29 0.91
Agree
Strongly
4. Our company makes efforts improve the quality. 4.37 0.87
Agree
Strongly
Overall 4.33 0.89
Agree
C. System Approach
Strongly
1. Our company has the ability to acquire resource. 4.32 0.78
Agree
2. Our company has good physical infrastructures and Strongly
4.29 0.81
equipment. Agree
Strongly
3. Our company ensure being accredited. 4.34 0.82
Agree
Strongly
4. Our company encourages the organizational health. 4.29 0.87
Agree
Strongly
Overall 4.31 0.82
Agree
Strongly
Grand Mean and SD 4.36 0.83
Agree

SUMMARY
 Organizational Effectiveness Mean SD Description
A. Competing Values Approach 4.44 0.77 Strongly Agree
B. Goal Approach 4.33 0.89 Strongly Agree
C. System Approach 4.31 0.82 Strongly Agree
Overall 4.36 0.83 Strongly Agree

Scale Range Description

5 5.00 – 4.20 Strongly Agree
4 4.19 – 3.40 Agree
3 3.39 – 2.60 Moderately Agree
2 2.59 – 1.80 Disagree
1 1.79 – 1.00 Strongly Disagree

In terms of Competing Values Approach, result shows that the respondents

Strongly Agree in the item number two (2) which states that our company makes efforts

to improve the productivity with the highest mean of 4.51 with a standard deviation of

0.70 for item number two (2). On the other hand, respondents Strongly Agree both on the

item number one (1) which state our company makes efforts to improve the productivity

with the lowest mean of 4.36 with the standard deviation of 0.80 for item number one (1).

As to Goal Approach, the respondents Strongly Agree in the item number four

(4) which states that our company makes efforts improve the quality with the highest

mean of 4.37 with a standard deviation of 0.87. On the other hand, respondents

Strongly Agree on the item number three (3) which states that our company encourages

the innovation with the lowest mean of 4.29 with a standard deviation of 0.91.

As to System Approach, the respondents Strongly Agree in the item number

three (3) which states our company ensure being credited with the highest mean of 4.34

with a standard deviation of 0.82. On the other hand, respondents Strongly Agree both
 item number two (2) which states that our company has good physical infrastructures

and equipment and item number four (4) which states that our company encourage the

organizational health with both lowest mean of 4.29 with a standard deviation of 0.81

for the item number two (2) and 0.82 for the item number four (4).

Relationship Between Human Resource Development Practices and Organizational

Effectiveness

Table 4 shows a significant relationship between human resource development

practices and organizational effectiveness in the private sector.

Table 4.

Relationship Between Human Resource Development Practices and Organizational

Effectiveness

Variables R – value Interpretation P – value Indication Decision

Human 0.946* Very Strong 0.000 Significant Reject Ho
Resource Positive
Development Correlation
Practices
Organizationa
l Effectiveness

OR

Correlations
Human Resource
Organizational
Development
Effectiveness
Practices
Human Resource Pearson Correlation 1 .946*
Development Practices Sig. (2-tailed) .000
 N 59 59
Organizational EffectivenessPearson Correlation .946* 1
Sig. (2-tailed) .000
N 59 59
*. Correlation is significant at the 0.05 level (2-tailed).

The variable human resource development practices and organizational

effectiveness represents the factor under investigation, and the table indicates that there

were 59 data points or observations involved in the analysis. The "N" column specifies

that 59 data points were used for calculating the R-value. The "R-value" is 0.946, and

the associated p-value is 0.000. The R-value, also known as the correlation coefficient,

measures the strength and direction of the relationship between the variables. The high

R-value of 0.946 indicates a strong positive correlation in this case.

The p-value is a crucial statistic used in hypothesis testing, and a p-value of

0.000 suggests that the results are statistically significant. In other words, the

likelihood of observing such a strong correlation between human resource practices

and organizational effectiveness by random chance is extremely low. Therefore, the

"Decision" column suggests that the null hypothesis should be rejected.

The table demonstrates a significant and strong positive correlation between

human resource development practices and organizational effectiveness. As a result,

the null hypothesis, which typically posits no relationship between the variables, is

rejected. These findings suggest a meaningful connection between human resource

development practices and organizational effectiveness, though the specific nature of

this relationship would require further exploration or analysis.

 Significantly Influence Human Resource Development Practices and

Organizational Effectiveness

Table 5.

Significantly influence Human Resources Development Practices and Organizational

Effectiveness

Standardized
Variables p-value t Interpretation
Coefficient B
Human
Resource
Development
0.946 0.000 22.121 Significant
Practices
Organizational
Effectiveness
r2 0.896
F 489.336
p-value 0.000
a. Dependent Variable: Business Performance
b. Predictors: (Constant), Capital Management

OR

Model Summary
Std. Error Change Statistics
R Adjusted
ModelR of the R Square F Sig. F
Square R Square df1 df2
Estimate Change Change Change
1 .946a .896 .894 .24012 .896 489.3361 57 .000
a. Predictors: (Constant), Human Resource Development Practices

ANOVAa
Model Sum of Squares df Mean Square F Sig.
Regression 28.214 1 28.214 489.336 .000b
1 Residual 3.287 57 .058
Total 31.501 58
a. Dependent Variable: Organizational Effectiveness
b. Predictors: (Constant), Human Resource Development Practices
Coefficientsa
Unstandardized Standardized
Model Coefficients Coefficients t Sig.
B Std. Error Beta
(Constant) .475 .178 2.660 .010
1 Human Resource
.912 .041 .946 22.121 .000
Development Practices
a. Dependent Variable: Organizational Effectiveness

In terms on the significance of human resource development practices and

organizational effectiveness the probability value of 0.000 from the ANOVA proved that

the regression equation was highly significant in predicting how the human resource

development practices influenced the organizational effectiveness of private sector. The F

level of significance was set at 489.336.

The final model indicated that relationships with Talent Development, Training

Development, Organizational development, and Career Development were found to be

statistically significant predictors of organizational effectiveness after controlling for

other predictor variables. The other predictors, though not statistically significant,

provided useful information about organizational effectiveness, and their removal will

affect the potency of the model in predicting organizational effectiveness. The

conclusion from this analysis is that human resources development practices such as

relationship with talent development, training and development, organizational

development, and career development predict organizational effectiveness, but only

relationship with values approach, goal approach and system approach were statistically

significant associated with organizational effectiveness among private sector in the

locality.