CHAPTER I

BACKGROUND OF THE STUDY

Introduction

Meetings are get-togethers of two or more individuals that are organized

to achieve a similar objective through verbal contact, such as information sharing or

agreement. The extent of the conduct of regular meetings in Local Government Unit of

Magsaysay is important to the work productivity of office staff. Meetings offer a useful

setting for a variety of tasks, fostering communication, decision-making, and team

building. Meetings may strengthen relationships and help decision-makers reach their

goals more quickly and effectively. Conducting of meetings regularly in different offices

of Local Government Unit of Magsaysay can minimize the unproductivity of workplace

or staff.

Work productivity or employees’ productivity is a determination of how effective

a worker or group of workers is. An employee's production during a given time period

can be used to measure productivity. High productive employees can boost and improved

workplace environment and help their office achieve its goals. Being productive can

improve your goal-setting, effectiveness, focus, and motivation. Also, has the benefit of

allowing you to complete more and better work in less time. A productive person can

achieve greater and more impressive accomplishments.

In a recent study of differences in meeting norms, Köhler, Cramton, and Hinds

(2012) report differences in German and American expectations for the purpose, content,

participant roles, and timing of meetings. For instance, their results suggest that

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Americans generally begin meetings with small talk and follow more of an impromptu

and linear style while Germans tend to focus on task definition and use recurrent cycles

of refinement. While groundbreaking in understanding cultural differences, Köhler et al.'s

study examines only a restricted number of teams in limited populations (i.e., one

manufacturing team, six student teams, and three software teams), assesses only two

cultures, and focuses primarily on interaction patterns. The present broader investigation

extends across several countries, and examines additional elements, such as meeting

outcomes and design, and attendee characteristics.

Improving employee productivity has been one of the most important objectives

for several organizations. This is because higher levels of employee productivity provide

an organization and its employees with various advantages. For instance, higher

productivity leads to favorable economic growth, large profitability and better social

progress (Sharma & Sharma, 2014).

Statement of the Problem

This study aims to determine the extent of the conduct of regular meetings and

work productivity of office staff in Local Government Unit of Magsaysay, Occidental

Mindoro.

This study will be conducted to answer the following questions:

1. What is the profile of office staff in local government unit of Magsaysay,

Occidental Mindoro in terms of:

a. age;

b. sex;

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 c. educational attainment;

d. length of service; and

e. employment status?

2. What is the extent of the conduct of regular meetings of office staff in Local

Government Unit of Magsaysay, Occidental Mindoro in terms of:

a. meeting place;

b. quorum; and

c. agenda?

3. What is the level of work productivity of office staff in Local Government Unit of

Magsaysay?

a. work engagement;

b. work management; and

c. work efficiency?

4. Is there a significant relationship between the extent of the conduct of regular

meetings and work productivity of office staff in Local Government Unit of

Magsaysay, Occidental Mindoro?

Objectives of the Study

The main objective of the study was to determine the extent of the conduct of

regular meetings and work productivity of office staff in Local Government Unit of

Magsaysay, Occidental Mindoro.

Specifically, this study has the following specific objectives:

1. To identify the profile of office staff in Local Government Unit of Magsaysay in

terms of:

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 a. age;

b. sex;

c. educational attainment;

d. length of service; and

e. employment status.

2. To determine the extent of the conduct of regular meetings of office staff in Local

Government Unit of Magsaysay, Occidental Mindoro in terms of:

a. meeting place;

b. quorum; and

c. agenda.

3. To identify the level of work productivity of office staff in Local Government

Unit of Magsaysay, Occidental Mindoro in terms of:

a. work engagement;

b. work management; and

c. work efficiency.

4. To determine the significant relationship between the extent of the conduct of

regular meetings and work productivity of office staff in Local Government Unit

of Magsaysay, Occidental Mindoro.

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Significance of the Study

This study will be beneficial to the following groups of individuals and

organizations:

To office staffs. This study will help the office staff of Local Government Unit of

Magsaysay to identify the extent of the conduct of regularly meetings and to know the

importance of work productivity of office staff. This study will make necessary

improvement to their specific office work.

To the community. The community will have a better understanding on the

needs of the office staff to boost their logical knowledge and experience.

To the researchers. This study will help the researchers to determine how the

extent of the conduct of regular meetings and work productivity of office staff in local

government unit of Magsaysay, Occidental Mindoro.

To the future researchers. This study will serve as the reference for further

studies related to this study.

Scope and Limitations

The main focus of this study is to determine the extent of the conduct of regular

meetings and work productivity of office staff in Local Government Unit of Magsaysay,

Occidental Mindoro.

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 The respondents of this study will be the office staff of Local Government Unit of

Magsaysay, Occidental Mindoro. Each office has two respondents which consist of the

office heads and secretary or assistant secretary. Offices include, under the Mayor’s

office, there are three (3) offices, the Tourism Office, Business Permit and Licensing

Office (BPLO), Human Resource and Management Office (HRMO). Other offices are

Municipal Budget Office (MBO), Municipal Treasurer’s Office (MTO), Municipal

Agriculture Office (MAO), Municipal Assessor’s Office (MASSO), Municipal Planning

Department Office (MPDO), Municipal Disaster Risk Reduction and Management Office

(MDRRMO), Municipal Health Office (MHO), Municipal Accounting Office (MACCO),

Municipal and Social Welfare and Development Office (MSWDO), Municipal

Engineering’s Office and Sangguniang Bayan.

Conceptual Framework

The paradigm illustrates the variables of the study. The figure below shows the

conceptual framework of the study. As shown in the paradigm, the independent variables

are profile of office staff in terms of age, sex, educational attainment, years in service and

employment status and extent of the conduct of regular meetings in terms of quorum,

communication between of office staffs and perceptions of office staffs. The dependent

variable is level of productivity in terms of work engagement, work management, and

work efficiency.

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 Independent Variable

Profile of Office Staff

a. Age
b. Sex Dependent Variable
c. Educational attainment
d. Years in service Level of Work Productivity
e. Employment status
a. Work engagement
b. Work management
c. Work efficiency
Conduct of Regular Meetings
a. Quorum
b. Communication between
office staffs
c. Perceptions of office staffs

Fig. 1. The research paradigm.

Operational Definition of Terms

For better understanding of the study, the following will be operationally defined:

Office staffs profile. It refers to the background information of offices staffs

which are the permanent employees of Local Government Unit of Magsaysay, Occidental

Mindoro.

Age. It refers to the number of ranging from 18 to 35 above which is classified

that 18 to 34 considered younger and 35 above is older. It also means the number of

months following the employee’s date of birth and ending on his or her death/.

Sex. It refers to the gender of office staff; it is either a male or a female.

Educational attainment. This refers to the office staff education degree if they

are elementary, high school, college level, master’s degree and doctorate degree.

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 Years in service. It denotes to the number of years of office staff in Local

Government Unit of Magsaysay was in service.

Employment status. It refers to the status of an employee in office on the basis of

the contract of work or duration of work done. A worker maybe a fulltime employee,

part-time employees or an employee on a permanent basis.

Conduct of Regular Meetings. It refers to the participants in a meeting have to

be guided or directed in such a way that they can hold the discussions peacefully, each

getting the opportunity to express his opinion, and decisions are arrived at democratically

through free voting and at the same time all the formalities are being observed.

Quorum. This refers to the minimum number of members of deliberate

meetings.

Communication between Office Staffs. It refers to the process of sharing

knowledge and ideas between one person and group within offices both verbally and non-

verbally.

Perceptions of Office Staffs. This refers to the understanding toward the office

governance and co-office staff. In addition, researchers have shown that what employees

perceive from their work situation influences their productivity most.

Work Productivity. It refers to the output of employees produce on an individual

basis. It is the most widely used method of measuring employee productivity.

Work Engagement. It refers to it's a term used to describe a staff's level of

passion and dedication to their profession. The success of the office and organization can

be attributed to engagement at work. It is important to have an engagement with their

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work, since this will determine how dedicated and committed they are to producing

quality of work.

Work Management. This refers to how the staffs manage their time, skills,

project, business intelligence, process management, and client relationship management.

Also, it is the process of using workflows to create and distribute information through

both team and individual tasks that is result to work productivity.

Work Efficiency. It refers to the greatest amount of tasks and labor accomplished

with the least amount of time and effort. Work efficiency can lead to high level of

productivity.

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 CHAPTER II

REVIEW OF RELATED LITERATURE AND STUDIES

This chapter provides a detailed literature review on the research topic. Different

sources relevant to the study were used in this chapter. The literature review is based on

the research objectives.

Office Staff Profile

Age

At present, the optional retirement age of government employee is 60 and the

compulsory retirement age is 65, as long as they are able to continue working if they

want. The concern is triggered by Congress and Senate bills proposing to lower the

optional and compulsory retirement age of government employees (Chau, 2022).

The workforce age profile of the federal government can predict present and

upcoming workforce management difficulties. In Organization for Economic Cooeration

and Development (OECD) central government, the proportion of workers 55 and older

increased somewhat from 25% to 26% on average between the ages of 18 and 34 in the

central government workforce increased as well, reaching 19% (OECD, 2021)

Sex

The Civil Service Commission (CSC) (2019) revealed that the employment of

women in the civil service has improved as it joins the nation in commemorating March

as National Women’s Month. According to study of government employees performed in

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December 2017, more women than men work in career services across all ares,

accounting for 61.66%, or 1,016,073 out of 1,647,891 career employees. In the non-

career service, there are somewhat more male employees (107,136, or 57.22%) than

female employees (80,091, or 42.78%).

Educational Attainment

Years in Service

Through the term employee retention is defined in numerous ways, it basically

denotes that various measures taken by offices to encourage its employees so that they

remain with it for longer duration of time. The primary reason for retention of poor

working condition, lack of opportunity for career development etc. (James & Mathew,

2012)

Employment status

Conduct of Regular Meetings

Quorum

Communication between Office Staffs.

According to (Neves and Eisenberger, 2012), other studies and experiences

support Herzberg in studies that have shown that employees who in the form of open

communication are led to increased performance, positive attitude, and workplace

happiness. The causal link between managerial communication and employee

performance to be two way. When managers openly communicate with employees and

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provide for upward and downward lines of communication, employees felt more support

from the organization and managers, then increased performance and efforts to benefit

the organization Neves & Eisenberger (2012).

Perceptions of Office Staffs.

According to (Caesens, et.al, 2016) employees develop general beliefs concerning

the degree to which an organization values their contributions and takes care of their

well-being. However, Cha and Carrier (2016), employees’ perception of workplace

support and working environment affect employee-organizational relationships and,

therefore, highly successful organizations generally provide excellent benefits for

attracting and retaining motivated employees. Ramamoorthy (2017), employees

perception is formed by organizational roles, styles of leadership, styles of

communication at the workplace and so it is very important that the organization be able

to form the correct perception in the minds of its employees. Moreover, performance

appraisals are essential for effective evaluation and management of staff. Since

perceptions influence people's judgment and attitudes towards particular phenomena, it

could be expected that the staff of an educational institution might hold diverse opinions

about the performance appraisal system in the institution Francis O. Boachie-Mensah,

Peter Awini Seidu (2012)

Work Productivity

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 Improving employee productivity has been one of the most important objectives

for several organizations. This is because higher levels of employee productivity provide

an organization and its employees with various advantages. For instance, higher

productivity leads to favourable economic growth, large profitability and better social

progress (Sharma & Sharma, 2014). Additionally, employees who are more productive

can obtain better wages/ salaries, better working conditions, and favourable employment

opportunities. Moreover, higher productivity tends to maximize organizational

competitive advantage through cost reductions and improvement in high quality of

output. All of these benefits have made employee productivity worthy of attention.

Therefore, looking at its antecedents is very important to ensure organizational survival

and long term success.

Work Engagement.

According to Christian et al., 2011; Al-da-lahmeh et al., 2018, Employees who

have faith that a given work role activity is personally meaningful are likely to fully

immerse themselves in it. Engaged individuals experience high connectivity with their in

role. Although research on work engagement is flourishing, public administration

scholars have given very limited attention to the antecedents of work engagement in

public organizations (An-drews and Mostafa, 2019; Mostafa and Abed El-Motalib,

2020). Because disengaged employees are costly to public organizations (Mostafa and

Abed El-Motalib, 2020), identifying the drivers of work engagement in that sector is

important (Mostafa and Abed El-Motalib, 2020). Recent researchers have reported ethical

leadership to be a key driver of work engagement in government organizations, and we

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propose another in this study: job meaningfulness. We suggest job meaningfulness as an

underlying cause of work engagement in public organizations, and we define it as

referring to the extent to which employees find their work significant and valuable

(Ahonen et al., 2018). However, in this study, we tested task interdependence (i.e., the

extent to which individuals depend on one another to accomplish their jobs; (Pinjani and

Palvia, 2013) as a boundary condition on the relationship between job meaningfulness

expectation of fulfilling their needs for personal growth (Hu et al., 2014)

Work Management.

According to (Boittnett, 2012), Building a positive relationship with the co-

workers can further contribute to making the work environment a more enjoyable place

to be. Good relationship with the employees and co-workers can be helpful enough for

the individual to work in good working environment. However, according to (William

Maslam, 2021), work management can be defined as the use of management tools and

techniques to manage time, resources, teams and tasks. The main goal of work

management is to improve productivity in business processes or projects. Work

management is key to controlling the project scope and avoiding resource, time or task

management issues. Either way, the purpose of using work management tools and

techniques is to streamline these processes to better schedule project tasks, meet the

expectations of stakeholders, manage resources and evaluate performance to further

improve productivity. The work management process starts with identifying the project

scope, planning, scheduling, and then executing the work. But it doesn’t end there:

follow-up is important. Use project status reports and work management tools to figure

out what’s helping and what isn’t. Work management is about taking many of the

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different parts of managing a project as they relate to the team and integrating them into a

work management system that boosts productivity. Therefore, work management touches

many aspects of project management.

Work Efficiency

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 CHAPTER III

RESEARCH METHODOLOGY

This chapter presents the research methodology of the study. This includes the

research site, unit of analysis/respondents, research design and data collection, research

instrument, and data analysis.

Locale of the Study

This study will be conducted in Occidental Mindoro specifically in Magsaysay.

The researcher’s subjects are office staff who adapt work from Magsaysay, Occidental

Mindoro.

Research locale.
(Google map)

Respondents of the Study

The respondents of the study will be the employees of local government unit of

Magsaysay, Occidental Mindoro. The researchers will select fourteen (14) offices in local

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government unit of Magsaysay. Every office has two (2) respondents consist of office

head, secretary/ assistant secretary, for the total of twenty eight (28) respondents.

Research Design
The research design that will be utilized in this study is descriptive/comparative

method of research to identify the extent of regularly meeting in office staff and work

productivity through conduct of regularly meetings in office of Local Unit of Magsaysay.

Research Instrument
The research instrument used in this study was a Likert’s style (1-4) questionnaire

to assess the extent of conduct of regularly meetings in Local Government Unit of

Magsaysay, where 1= Strongly Disagree, 2= Disagree, 2= Agree, 3= Strongly Agree and

also researcher used Likert’s style (1-4) for work productivity of staff in Local

Government Unit of Magsaysay, where 1= Highly Dissatisfy, 2= Dissatisfy, 3= Satisfy,

5= Highly Satisfy. The instrument underwent validation of the adviser and data analyst.

Data Gathering Procedures

The researchers would be construct an request letter for office of Local

Government Unit of Magsaysay, also the researcher only be allowed to conduct the study

in the chosen locale if adviser and data analyst would checked the research

questionnaires. Upon approval, the researcher started the process of identifying the

participants and data were gathered through the use of survey form.

Data Analysis
The study utilized mean, frequency, and percentage of the profile of the

respondents and the work productivity of Office Staff that influence the extent of conduct

of regular meetings in Local Government Unit of Magsaysay.

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Ref.

Chau, C. (2022). Employees in the Philippines can choose the extent working life.

Retrieved October 12, 2022, from HRM Asia://hrmasia.com/employees-in-the-

philippines-can-choose-to-extent-working-life/

Civil Service Commission (2019). CSC pursues gender balance in the civil service.

Retrieved October 12, 2022, from Civil Service Commission:

http://www.csc.gov.ph/new-updates/1167-csc-reminds-incoming-gov%E2%80%99t-

officials-avoid-nepotism.html

James, L. & Mathew, L. (2012). Employee Retention Strategies: IT Industry. SCMS

Journal of Indian Management, 9(3)

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