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INTRODUCTION

Rationale of the Study

Security survey is the formal process used to review specific areas, applications,

or processes of a business or residence to document risk and security vulnerabilities

and/or validate the program in place. The purpose of a security survey, defining security

survey goals, and building survey program and components of a security survey is

reviewed. It is the use of an appropriate checklist or reference survey document, tailored

to a particular sector, industry, or event; and the components necessary in reporting

security survey results.

While schools are thriving to meet the educational needs of the students and of the

community, they themselves, as open systems, are open to every kind of security threads

coming from inside and outside of the school environment. Due to the social, economic,

and cultural conditions of our time, various individual or group threats may be

consciously or unconsciously exerted on schools. Schools may also be exposed to

pandemic diseases, fires, and many natural disasters such as earthquakes, floods,

landslides, and so on. And the school management, together with the school community,

must be prepared for all these kinds of threads, and must develop strategies to deal

adequately with them.

Since the threads to school security may stem from various sources in the society,

the school safety issues should comprise a wide range of bodies such as educators,

student, managers, parents, law enforcement agencies, health institutions, businesses, and
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the like which accommodate so many students, teachers, managers and other supportive

individuals, are compelled to provide safe working conditions for staff and for the

students. The schools can ensure a safe environment by focusing prevention, intervention,

and response phases in their safety efforts. To deal effectively with antisocial and crime

behavior, schools should promote positive school climate and school-wide effective

prevention and intervention strategies (Schneider, 2020).

Considering the current economic situation and the need to improve or innovate

services, public law enforcement agencies are finding that the private security industry

has started to assume certain traditional police functions. This trend can be identified in

various areas of the country where private security personnel perform duties ranging from

school crossing guards to unarmed residential patrols. From the stereotyped uneducated

and poorly trained person, security personnel have become more professional and

organized. National research projects have focused on the private security industry and

the tremendous changes and growth it has undergone in the past 20 years. With all the

research and recommendations for improvement, the field security survey is becoming a

more respected profession. Some colleges and universities offer courses in security

survey and some even offer as a specialization for a major area of study.

Every installation cannot yet escape the emerging complicated security problems

like the deteriorating peace and tranquility, the threat of terrorism and the social

conditions of the community. Hence, a basic understanding on the concept and methods

of security is a primordial concern of everybody. Schools, universities, and colleges may

it private or public are not exempted from the harsh environment. According to Eboña

(2020), who studied security measures in a private school, a school which is manned by
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the private security agency is highly effective in its management style for their security

personnel is controlled by external or separate entity. Their work ethics are highly

observed for they are supervised by trained and competent security officers especially

designed to effectively manage security.

A safe and healthy school environment is seen critical to education . However,

various studies in recent years have shown that the schools are not so safe for the students

and for the school personnel any more due to some problems threatening school security.

Montee (2020), receiving attention to the responsibility of schools for providing a safe

environment so that students and teachers maximize the education experience, states that

schools are faced with numerous issues involving school safety. From preparing for

natural disasters to preventing school violence and protecting students from illnesses,

school administrators are seen responsible for ensuring that students are safe at schools.

Related to assurance of security at schools, lots of researchers emphasize the uniqueness

of each school in dealing with security problems. Each school has its own characteristics

and security problems and specific handling strategies. Similarly, Scheneder (2021) states

that there is no simple solution to school safety. Every campus has a unique mix of

architecture, community characteristics, and funding to consider.

On the other hand, Ellul (2019) suggests that schools which are managed by

internal security offices tend to perform less performing on the context that most of them

are not well compensated and on contractual basis. Nordquist (2020) states that effective

management practices are integral to security, whether it is proprietary or contractual, and

regulated by the state or not. It is management who decides what money is spent where,

what rules and procedures are established and enforced, and who has specific
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responsibilities for given assignments. Finally, it is management who is responsible for

assuring security. If you have security problem in your organization, you have a

management problem. Those in charge of security must be given the necessary authority

to fulfill their responsibilities and must have access to top level management. Lines of

communication must be kept open. Planning, evaluating, and updating must be

continuous to assure the full benefits of security equipment, procedures, and personnel.

National structures and policies around education and emergency management

create an important context, or enabling environment, in which stakeholders for school

safety must work. Beyond policy, the presence or absence of personnel, funds, technical

expertise, and data can also, in different ways, support or retard stakeholders’ efforts

aimed at achieving comprehensive school safety goals of protecting occupants, education

sector investments, and educational continuity.

Relatively, some of the security guards need to improve their level of capability.

Security guards are the key security personnel in the entire business. They have enough

knowledge of the essential functions and responsibilities in securing life and property. In

this connection, the capability of the security guards made the security client and security

agency manifest the kind of security personnel they had acquired. Organizations are run

and guided by individuals. It is through individuals that goals are set and objectives are

realized. The achievement of an association will along these lines rely upon its capacity

to precisely quantify the execution of its individuals and use it dispassionately to

streamline them as an indispensable asset. In the field of security management,

performance management practice plays a massive role in ensuring the success of the

security personnel not only professionally but also contributes to their overall well-being.
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Frequent practice of sound performance management creates a culture of excellence for

the security agency and sets it apart from its competitors.

At the onset, this guarantees a progressive mindset of individuals in the

workplace. It is the reality of the security agency to recognize security personnel who do

better than their peers. Every security personnel can make a difference to the overall

success both in the security agency and the client. The fundamental dilemma that is faced

today both by individuals and management is how to fairly and objectively manage their

security personnel's performance to maximize both personal contribution and overall

profitability. It was observed that, there is room for improvement in providing

opportunities to the security personnel to accomplish their targets, receiving assessment

from client’s representatives for detachment commander’s performance, recommending

introduction or abolition of policies to the client as applicable based on the observations

of its security personnel and giving recommendation to client for disposition of its

security personnel. Thus, this leads to high employee turnover thereby affecting

employee commitment in the security agency.

With regard to the aforementioned statement, problem that sought and aimed at

aligning security personnel's work efforts with the objectives both security agency and

client, manage these efforts daily, evaluate and monitor security personnel performance,

reward security personnel accordingly, and stimulate individual development to enhance

employee contribution to the security agency's success are issues that security agency

need to resolve, thus this research study seek to mitigate and find solution to suppress

these sort of matter.

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According to Bautista (2020), in the Philippines, security is just as harmony and

request in both government and private foundations depends on such a significant amount

in utilizing security officers, usually assigned as security watches. The essential

destruction of the said work force whether be it private security, organization, or

government security monitors, is make sure whoever is inside the structure, foundation or

office under their supervision is sheltered from any mischief, savagery, or something

else, which might be malignantly arranged by another substance for monetary profit,

vengeance, or terrorist motives.

With an in-depth analysis of the studies, it was noted that most of the studies

focuses on the to the management styles, nature of organization and business planning.

This present study is the only study that will assess the requirements of security agencies

in hiring security guard. This is the gap bridged by the study.

Objective of the Study

This study identified the security preparedness and amenities that were utilize ain

Bicol College. Specifically, it sought answer to the following sub-problems:

1. Identify the situation of physical security based on the survey along:

a. Perimeter barriers

b. Guard force and guard system

c. Personnel Identification and Control

d. Protective lighting

e. Alarm and communication system

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f. Restricted areas

g. Utilities

2. Propose a security plan for the safety of school personnel

Assumptions

There is a significant difference between security suvey to enhance school

security .

Literature Review

Common security measures that schools have implemented are school resource

officers, metal detectors, lockdown procedures, visitor identification procedures,

restriction of student movement, increased staff supervision, surveillance cameras, school

evacuation plans, and a system for controlling entry of intruders during school hours

(Burke & Herbert, 2020). School security measures were intended to increase safety and

reduce violence in schools

The most importincludeirements of in a security system includes monitoring

services which includes residential and commercial security, commercial fire detection,

environmental monitoring, medical monitoring, and video services. Despite the general

feeling on the ground of inadequate remuneration, security officers felt that their wages

were better than nothing. Security officers indicated that the contrast between the

expectations of work and actual reality was a disappointing experience. Some were of the

view that being unemployed was better because they expect to live in poverty, even

though the reality suggested otherwise.

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Undoubtedly, some of the common issues that may contribute to high labor

turnover are few advancement opportunities and being employed in a dead-end job

without any opportunities for promotion. Poor work/life balance because of shift work

and shift patterns make it difficult for guards to visit their families, mostly because they

need to travel to their place of residence, often a few hours travel time from their place of

work.

Nevertheless, one way to ensure that security guards feel that they are working

towards a common goal is to instill in them a sense of loyalty and belonging. This may

require rewarding loyal security officers with monetary bonuses, increased responsibility,

training opportunities and development opportunities. The relationship between security

agency and security officers needs to be open with security officers.

Henceforth, for security officers to perform optimally their tasks need to be

communicated clearly, not only at the start of their employment, but continuously

throughout their careers. Ambiguous tasks will result in security officers showing a lack

of initiative and accountability which will lead to failures in executing their tasks. It is

imperative for security guards to have realistic job expectations because this will

positively impact on the outcome of goal achievement. Unrealistic job expectations, such

as job boredom, could result in demotivated employees. Hence, in the role as a security

officer, it is necessary to have clear and unambiguous job clarity to avoid disillusioned

officers.

Noguera (2020) found that different aspects of the structure and function of

schools would increase the likelihood of acts of violence occurring there. According to

Noguera, these aspects of structure and purpose in schools served three main functions
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over time. First, schools have been mainly operated as agents of social control; schools

have long been charged with maintaining a custodial role like that of the asylums, which

was to regiment, control, and discipline those who attended. The second function of

schools was to acclimate a large number of children of European descent. Third, schools

were designed to primarily prepare students to become future workers for United States

industry. These three goals have had a direct influence on school policy and the way

schools have developed. Order, efficiency, and control dominated the early development

of schools in the United States. There became a time where control and compliance were

increasingly difficult to manage, and many urban schools lowered their expectations

about behavior. These lower standards of behavior caused the schools to start to lose

control and compliance by students. It was about this time that schools started to focus on

average daily attendance because it was the basis of funding formulas and an area that

they seemed to have more influence on.

According to Noguera (2020) the historical preoccupation that schools have with

control has limited the ability of administrators to respond to the crisis created by the

increase of violence and disorder. Noguera went on to indicate that the strategy many

school districts are adopting is one of converting schools into prison-like facilities. He

suggested that these schools believe the best way to reduce violence is to identify

potential students who may commit acts of violence and to exclude them from the other

students. Noguera believes that schools must find ways to create more humane learning

environments that will lessen the feelings of alienation, fear, and repression for students,

staff, and administrators.

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Morrison, Furlong, and Morrison (2021) offer a guide for safe versus unsafe

schools. These authors believe that safe schools are effective and unsafe schools cannot

and will not be effective. They believe that unsafe schools are characterized by chaos,

stress, and disorganization. These schools seem to lack clear and consistent school

disciplinary expectations and have poorly designed physical space. This poor physical

design may not allow staff members to properly monitor and supervise student behavior.

Safe schools seem to be characterized by a more positive school climate and atmosphere.

According to Garcia (2019) these schools have high levels of student, staff, and

parent participation. He goes on to say that students in safe schools seem to feel more

attached to their school and have clear and high expectations for student performance and

behavior. Schools are a place where children from diverse racial and cultural

backgrounds come together and spend a large part of their day.

` Regulus (2020) indicated that this diversity could contribute to incidents of violence due

to racial tension, cultural differences in attitudes and behavior of children from different

neighborhoods. Regulus proposed a program that would cause the integration of a staff

culture that emphasizes nonviolent means of conflict resolution with the student culture.

The influence of a peer group is often reflected in student culture, along with the need for

independence and autonomy. Regulus (2020) indicated that students often struggle to

establish a personal identity and to maintain personal racial or ethnic identity. Schools

facing racial or cultural issues demonstrate that schools do not operate in a social or

cultural vacuum. Researchers and educators have found that the culture of a school is

related to the level of school crime and violence at a particular school. This relationship

has significant implications for intervention programs in that school. Heilman & Beaton
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(2020) indicate that schools placing great emphasis and effort on altering the general

culture within the school building will find it difficult to maintain and sustain a change

over time without support from the neighborhood or a change in the surrounding

community. This concept is expanded further and supported by the high recidivism rates

among juvenile offenders. Many times, after incarceration, individuals return to the very

environments, peer groups, neighborhoods, and social factors that helped to contribute to

their initial involvement in delinquent and criminal activity

School factors that seem to be conducive to disorder, crime, and violence include:

(a) overcrowding; (b) high student/teacher ratios; (c) insufficient curricular/course

relevance; combined with (d) low student academic achievement and apathy, which give

rise to disruptiveness; (e) poor facilities design and portable buildings that both increase

isolation and hamper internal communication; and (f) teacher failure to act because

administrators improperly identify potentially inflammatory situations, are reluctant to

admit a problem, believe nothing will work, or simply do not know what to do (Rossman,

2020). Facilitators fail to act when they feel that they don’t have the complete

information needed to defuse a potentially inflammatory situation and/or have not

received the necessary training the situation requires. Schools have trouble attracting and

retaining good teachers when their culture and climate has a reputation of fear, violence,

and crime. In addition, school discipline may suffer as teachers hesitate to confront

misbehaving students because they fear for their own safety. Most students are

sophisticated enough to recognize a teacher's limitations when it comes to using

discipline or force to gain compliance and retain order in the classroom (Rossman &

Morley, 1996). Thayer (1996) maintained that many times teachers are unprepared to
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deal with the challenges brought by their students and the system within which they must

operate.

According to Walker and Gresham (2020), teachers in large schools and crowded

classrooms have trouble developing and maintaining meaningful relationships with

students. These authors went on to indicate that the development of these relationships is

especially true for at-risk students who have more intense needs for attention and

involvement. Walker and Gresham maintained that another challenge for overcrowded

schools is that they have more discipline and vandalism problems. Heilman & Beaton

(2020) believe that a high student-to-teacher ratio makes it nearly impossible for teachers

to effectively monitor their students' behavior and the result is an increase in discipline

problems and crimes.

According to Noguera (2020), teachers in large, overcrowded schools seem to be

increasingly isolated from each other, from parents, and from the neighborhoods and

communities where their students live. Walker and Gresham (2019) believe that many

schools have attempted to become virtual fortresses of safety, steps that have been in

response to the escalating rates of violence. All these conditions make it extremely

difficult for schools to effectively educate their students. There seems to be many

repercussions from oversized and overcrowded schools that have a high student-to-

teacher ratio.

Webster (2020) indicated that staff members just don’t have the time to monitor

and discipline students. The result is less time to educate, motivate, and teach. Webster

believes that the specific incidents of conflict and disagreement that are known to precede

acts of aggression behavior and violence may go undetected in large classrooms, in the
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lunchroom, or on the playground due to lack of supervision. He went on to point out that

many very good intervention programs exist, but like conflict mediation, they can only

find the time to mediate the most serious forms of disagreements. If these programs were

to mediate all the minor conflicts, teachers would have little time to spend on

instructional activities.

Webster (2020) indicated that the lack of time creates a situation where only the

most serious forms of conflict and disagreement are dealt with, thus causing negative

reinforcement, because these are the events, which receive attention and mediation. He

went on to indicate that the "minor" disagreements, which happen more often, go

undetected and are rarely mediated. These minor undetected events will probably not be

revealed by security measures. Security Measures Many people believe that security

measures are needed in schools. Educational researcher Paul Garcia (2020) asserted, “It is

estimated that every day 270,000 guns go to school with students” . Garcia further stated,

“More than one out of four high school seniors reported having been threatened with

violence during the past school year” .

This trend from the mid-nineties of students taking weapons to school seems to

be holding steady in recent years. More support for the implementation of security

measures comes from Friedland (2020) when he reported, “More than 6,000 students

were expelled from schools last year for possession of a weapon or for making

threatening statements, according to the first annual School Safety Report” . These

numbers make a strong case for some sort of action to increase safety for our students and

staff.
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Security and crime-preventkm programs and measures that have proven effective

revolve around security efforts, such as professional security or police personnel

patrolling the interior and exterior; crime-and loss-prevention programs; closed-circuit

television; central monitoring; metal detectors; intrusion detection systems; access-

control systems; central management of security personnel and operations; school

employee security education and awareness training; procurement and maintenance of

security equipment; and a focus on the necessary principles of continuous quality security

improvements.

Schools planning to implement security measures may consider a wide variety of

programs for their situation. Using a planned approach to implementing security

measures by conducting an assessment may give schools a more balanced and rational

array of security measures. Hylton (2020) indicated his belief of this concept when he

said, “Effective school planning begins with a commitment to make safety/security a top

priority and integrate security programs and systems into the school infrastructure” .

Schools that make the decision to plan for security using an assessment tool must then

decide what the assessment will include. Trump (2020) said, “Assessment methods

should include structured interviews with members of the school staff and community,

analysis of policies and procedures, review of crime and discipline trends, examination of

physical facilities, and an analysis of other school and community information sources” .

These assessments should be comprehensive and provide insights that can be used now

and in the future. Trump recommended that assessments should be comprehensive when

he maintained, “The final assessment report should provide findings and

recommendations that can be used in both short and long-term planning”. Hylton (2020)
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believes that these plans should include ways to integrate security measures into schools

in a subtle way that minimizes the negativity associated with the implementation.

Friedland (2021) indicateed that more metal detectors are in place in schools than

ever before and that schools are employing more security personnel than in the past He

went on to state, “In spite o f these security-based, curative measures, violent acts

continue to occur with some frequency in our public schools.” Friedland (2021) further

reported, “If all schools do is add guards or metal detectors or put students in uniforms or

expel them, it won’t work” (p. 14). Halford (2020) noted, “Other recent research on the

effectiveness of high-tech school safety measures, including metal detectors and

surveillance cameras, finds these approaches to be only marginally helpful in most

settings” .

Another example by Noguera (2020) concerning the use o f metal detectors in

New York City schools reported, “Despite spending more than S28 million during the

1980’s fix’ the installation o f metal detectors at public schools in New York City, crime

and violence continue to be a major concern”. Noguera used yet another example where

metal detectors have failed to provide safety for students in schools, when he sited an

incident in California, “Recently, at a high school in Richmond, Calif., two students

were shot at a school despite the presence of metal detectors”. Noguera maintained that if

a student really wants to take a gun into school, he will get it in even when metal

detectors have been implemented to stop guns being brought to school. Although, there

are schools that are reporting success with programs that include metal detectors. Burke

and Herbert (2021) claimed that “Threats of violence were treated as seriously as

assaults, and metal detectors were used to screen spectators at school sporting events.
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Foss High School was becoming a safe and secure place to leam”. This section regarding

metal detectors and other hardware can best be summed up by a quote from the National

Center for Injury Prevention and Control. “The center’s research lends authority to what

many educators already know: that focusing on the hardware of control will not resolve

dilemmas involving the software of our students’ hearts”, observed Halford (2020). The

software of students’ hearts would seem to include teacher/student relationships.

Theoretical Framework

This study adopted the the first theory of Convergence to establish the

relationship between ICT and security as far as identification is concerned. Both theories

illustrate ongoing changes in the society and go back to synthesize the theoretical

applicability of ICT on the psychosocial work environment and computerization.

Robert Cox has argued that “all theories have a perspective,” and feminist

researchers have advanced similar ideas when questioning assumptions about objectivity,

‘and methodologies that claim the neutrality of their facts and the universality of their

conclusions.”Feminist researchers have found that when a researcher’s biases and

interests are assumed to be non-existent, the work is far less trustworthy than that of a

researcher who explains their position, perspective and involvement. Rather than an

opportunity to simply repackage or reformulate preconceived notions and data.

The second theory adapted by this study is anchored on Social Control, and third

is procedural justice theories which indicate that informal social control reduces problem

behaviors. However, many schools have implemented formal control mechanisms such as

school security measures. It examines the association between school security measures
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(security personnel, metal detectors, and surveillance cameras) and students’ perceptions

of informal social control (relationships with teachers, other school adults, and the

fairness and consistency of school rules).

This study is anchored by the theory of Baron (2020) which states that the main

link between organizational jusengagement,erformance management is based on the

value of latter to: communicate a shared vision of the purpose and values of the

organization; define expectations of what should be delivered and how this should be

done; ensure that people are aware of what constitutes high performance and how they

need to achieve it; enhance motivation, engagement and commitment by providing a

means of recognizing endeavors and achievement through feedback; and enable people to

monitor their own performance and encourage dialogue about what needs to be done to

improve performance.

The purpose of catering information about the organizational justice which is an

important workplace concept. Here, the paper has highlighted the various aspects of

ororganisationalustice such as distributive, procedural and interactional and how these

aspects can impact the job satisfaction of employees and also their behaviour in terms

of organisational behaviour.

Organizational Justice is the word used for describing the various types of

problems and issues faced by the employees of an organization which they term as

injustice. This terminology focused on the fact that how an employee can judge the

behavior of the organization and the employee’s resulting attitude and behavior (Baligh,

2009). For example, if a particular organization removes some employees without any

proper cause, the other remaining employees might feel a sense of injustice which might
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result in the change in their attitude this would result in the drop of productivity. These

viewpoints can make an impact on the attitudes and behavior of the employees which can

be either for good or bad side and this makes a positive or negative impact on the

performance of the employees and along with it affects the functionality and success of

the organization.

The theory behind of the term “organizational justice” goes beyond the long-

established models of work-related behavior that makes the concepts of demand, control

and social support in terms of job being the main factors which helps in determining the

wellbeing and also the extent of productivity of an individual (Dent, 2019). The idea of

being biased is an elaborated concept in terms of organizational justice and this would

comprise of more of the elements of the social structure according to which these

characteristics operate. At times, the idea or concept of organizational justice will only be

visible and appropriate when there is any occurrence of violation of justice takes place.

Few examples of the prevalent injustices in many the organizations would be

unequal pay for the men and women in terms of the same kind of job, performance

review being done by someone whom the employees know a little about, the

implementation of personality inventories in terms of selection of new staff and dismissal

of the employees in an unpredictable manner (Fellenz and Martin, 2020). For these and

other various injustices prevalent in an organization, work psychologists have highlighted

three distinct types of organizational justice, namely distributive, procedural, and

interactional.
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The concept of distributive justice defines the results of being able to distribute

the inputs of an organization proportionally as per the principle of equity. The results of a

particular job may take the figure of issues related to wages, security of the job,

opportunities for the promotion and career enhancement, whereas the inputs in an

organization would comprise of education, training, experienced assignment expert and

effort.

Since at times it cannot be possible for determining as to what comprises related

to an accurate level of delivering remunerations in terms of a particular degree of input,

the employees often tend to make a judgment in relative terms, trying to look forth for a

relation between contribution and outcome which is like that of their subordinates or

colleagues. The principle of equity has already been upheld in terms of organizational

functionality to a very large extent by the standards meant for HR Assignment policies,

such as pre-established job grades and salary structures, training programs and

development opportunities, etc, (Ahmed et al, 2020).

But still there might be some situations where an employee might get the feeling

that there has been an occurrence of unfair distribution of the benefits, for example, an

employee and his or her colleague have the same number of years’ service, but the

colleague is promoted whereas the employee, who deserved it, is not promoted. This is

quite clear that such decisions taken by the management are based upon the patterns of

considerations apart from the years of service done. However, these patterns or aspects of

decision taking will never be visible to someone outside the organization. The employee

who did not received the deserved promotion might consider that even though his or her
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job role was the same in comparison to his or her colleague’s, but still they were

rewarded differently (2020). As a result of this thinking, such employees can ask for

being addressed to in terms of this perceived inequity either by reducing their workload,

or by simply being given compensation in the same degree as their colleague. Either way

the action taken, it is likely to be damaging or inconvenient to the employers.

The concept of procedural justice is linked with the appropriateness of the

decision-making process, that leads to a certain result. It was noticed that the idea of

procedural justice can outdo the idea of distributive justice, according to which people

might be willing to accept an unwanted outcome if they are made to believe that the

decision taken that lead to that particular outcome, was taken, following the principles of

organizational justice. Let’s take an example, people who smoke tend to strongly accept a

smoking ban at the workplace if they feel that they have been given a thorough

information regarding the ban imposed in a proper and organized manner (Silvester et al.

2019).

The concept of the interactional justice comes under the terminology and concept

of procedural justice; however, it is significant enough to be considered as a separate

concept in its own way. This concept pinpoints the quality of the type of treatment

received by the employees working in an organization, and the effects of the formal

decision-making procedures. There are many experts who have had identified some of

the key aspects of interactional justice, which can provide an alteration to the perceptions

of the people in respect of fair treatment (Cameron and Quinn, 2020).

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The proper implementations of the designs of systems promoting the distributive,

procedural and interactional justice bears fruits for both the employees as well as the

organization; the former being satisfied of receiving fair treatment whereas the latter will

be able to maintain control and prevent any sort of challenge or threat from the

employees along with enjoying the benefits of being an employer. The profits that may

be earned by the employers and the employees can be seen in various areas such as equal

pay, improved performance of the employees, equal treatment being given, and many

more (Bruch and Walter, 2019).

The concept of organizational justice promotes the qualities of positive attitudes

towards job satisfaction, commitment, and trust, along with developing a healthy,

professional, and interpersonal behavior and environment. In particular, the ideology of

procedural justice has related to a particular term called ‘organizational citizenship

behavior’. According to this term, any sort of informal or social act that goes outside the

boundaries of the job description and comprises of the outputs as courtesy,

conscientiousness, altruism, and sportsmanship.

The employees may respond to the concept of organizational behavior in quite

several various ways with variation in the impact upon the organization. At times, there is

a desire for naming and blaming a particular person or system and put the entire fault

upon it. It is very common to notice a single person or a group that comes under this

attack, and the employees may not feel inclined or qualified to question underlying

organizational systems (Soshittal, 2019).

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When a situation regarding any injustice arises, the managers would try to

channelize the responses of the employees into a particular area where such situations can

be effectively and properly dealt. The organisations will be able to provide benefit for

most of the employees who had have reacted to the injustice in an active and positive

manner. These employees will ensure that the injustice which has occurred is brought to

the notice of the management, which would enable the organization to go through its

practices and craft plans and policies for preventing any further problem.

Apart from the above-mentioned category of employees, there are also employees

responding in a negative manner and such employees are harmful for any organization.

The reason being they leave the issue in an unresolved state and decrease their

contribution towards the success and prosperity of the organization.

The idea of loyalty in behaviour is only ‘positive’ as far as it doesn’t pose any

immediate challenge or threat to the organisational behaviour. This kind of response will

never address the actual cause of the problem lying beneath and would only pile up the

resentment against future events of a similar nature (Pool, 2019). Below is the theoretical

paradigm of the study.

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CONVERGENCE SOCIAL CONTROL

PROCEDURAL
JUSTICE

Figure 1. Theory on Safety Security

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Conceptual Framework

In the security planning process, the organization identifies which assets require

protection and the types of risks that could compromise those assets. This critical

function determines the level of appropriate countermeasure that is required based upon a

formally documented process. Human resources are usually the most critical asset within

any organization, and as such, must receive a stronger consideration when assessing risk.

Physical property or intellectual assets and legal risks can also affect people and

property, but need to be considered as a separate category. This is due, in part, to the

extent to which lawsuits affect the security industry these days.

Additionally, the security planning process should determine the probability of

such occurrences and the impact on the organization if loss should ever occur. These

steps are critical to determine how to best protect organizational assets and must be

performed periodically. An added benefit of the security planning process is the potential

for increased security awareness throughout every level of the organization.

On the other hand, Peterson and Deal (2021) concluded that the influence of

culture is interrelated with everything that happens in school when they state, “Culture

influences everything that goes on in schools: how staff dress, what they talk about, their

willingness to change, the practice of instruction, and the emphasis given student and

faculty learning” . They further said, “This set of informal expectations and values shapes

how people think, feel, and act in schools. This highly enduring web of influence binds

the school together and makes it special”. If school culture is strong enough to bind a
 25

school together and make it special, we must consider how school culture is both

established and changed. It appears that school culture is established in some schools

when they are built and evolves over time to its current state.

According to Adami & Norton (2020), the administrators and teachers must

possess careful attention to developing school policy, because, as educators it is

important since schools have managed to change the culture of their schools using. Below

is the conceptual paradigm.

 26

Situation of physical  Personnel  Propose a security

security based on the security along plan to enhance
survey along: document and school security
a. Perimeter
information
barriers
b. Guard force and security
guard system
c. Personnel  Problem
Identification encountered by
and Control the school along
d. Protective
emergency
lighting
e. Alarma and planning
communication
system
f. Restricted areas
g. Utilities

Figure 2. Research Paradigm

 27

Scope and Delimitation of the Study

This study identified the security preparedness and amenities that are utilize ain

Bicol College. This includesthe situation of physical security based on the survey along:

Perimeter barriers; Guard force and guard system; Personnel Identification and Control;

Protective lighting; Alarm and communication system; Restricted areas; and Utilities,

describe personnel security along document and information security, etermine the

problem encountered by the school along emergency planning, and prescription to

enhance school security.

Others, such as supervision, bargaining agreement, and unfair labor practice were

excluded in this study.

Significance of the Study

The results of the study were beneficial to the following:

School Administrators. They are leading the schools who will utilize the

findings of the study to empower the faculty to enhance performance towards security

management.

Commissio on Higher Education (CHED). They will have an opportune time to

make and apply changes during their planning of curriculum guides that will be

addressed in this study. Further, the result of this study can be used to enhance the

curriculum.
 28

Private Security Agency. This will help to improve organizational management

in accord with the policies and regulations set forth by the local government unit or

private and public agencies.

Parents. They will be given assurance that their children will learn a lot in school

and that their teachers will help and teach to the best of their abilities for the benefit of

their sons/daughters.

Future Researchers. The study will serve as reference to any similar future

studies.

Definition of Terms

For this study, the following terms were conceptually and operationally defined

for a better understanding of the discussion:

Realistic Work Expectations are the presumptive result from the various task

and use as platform to set mission and goals in achieving excellent work.

Management is the coordination and administration of tasks to achieve a goal.

Such administration activities include setting the organization's strategy and coordinating

the efforts of staff to accomplish these objectives through the application of available

resources.

Training/Mentoring is a process through which the institution can assess

whether the training is implemented as per the action plan or whether there is any

significant deviation as envisaged in the plan.

Policy/Procedures is a set of rules or guidelines for your organization and

employees to follow in or to achieve compliance. Policies answer questions about what

 29

employees do and why they do it. A procedure is the instructions on how a policy is

followed

Rewards/Recognition is a system where people are acknowledged for their

performance in intrinsic or extrinsic ways. Recognition & Reward is present in a work

environment where there is appropriate acknowledgement and appreciation of employees'

efforts in a fair and timely manner.

Interpersonal Relationships is a strong bond between two or more people refers

to interpersonal relationship. Attraction between individuals brings them close to each

other and eventually results in a strong interpersonal relationship.

Result-based are statements that illustrate substantial and important learning that

learners have achieved and can consistently demonstrate at the end of a course or

program. In other words, learning outcomes identify what the learner will know and be

able to do by the end of a course or program.

Reflective Observation is a learning style that describes taking a time-out from

"doing" and stepping back from the task and evaluating what has been done and

experienced. At this stage, lots of questions are asked and communication channels are

opened to other members of the team.

 30

METHODOLOGY

Research Design

According to Jaime(2021), a research design is a plan of how research should be

conducted. It is the strategic framework for the study and determines the kind of study

that is being planned and what type of results should be obtained.

Qualitative research methods are designed in a manner that helps reveal the

behavior and perception of a target audience regarding a particular topic. There are

various types of qualitative research methods like an in-depth interview, focus groups,

ethnographic research, content analysis, case study research that are usually used. The

results of qualitative methods are more descriptive, and therefore the interferences are

often draw quite easily from the information.

It came from direct observation and in-depth analysis of the interviews among

respondents of the study. The results will be analyzed as part of the quantitative analysis.

Conducting in-depth interviews is one of the most common qualitative research methods.

It is a personal interview that is carried out with one respondent at a time. This is purely a

conversational method and invites opportunities to get details in depth from the

respondent.

More so, one of the advantages of this method provides a great opportunity to

gather precise data about what people believe and what their motivations are. Researchers
 31

will ask questions that will help to collect meaningful data and proceed by asking follow-

up questions that will help to gather more information to be collated.

These interviews can be done face-to-face or on phone and normally can last

between half an hour to two hours or even more. When the in-depth interview is

conducted face to face it gives a better opportunity to read the body language of the

respondents and match the responses.

Research Instrument

The researcher used survey form to identify the security preparedness and

amenities that are utilize ain Bicol College.

The self-made security survey was evaluated by resource persons compose of

three (3) for suggestions and refinement of the different items. The jurors were composed

of three (3) members who had background in the field of research. After which, the

researcher made a final draft of the questionnaire, and this was administered by the

respondents of the study.

Then, the results were determined, colated and analyzed. The core objective of

doing the pilot testing was to validate the items and the concepts that were included in the

questionnaire.

Data Gathering Procedures

The researcher sought permission from the President of Bicol College to conduct

the said undertaking. After approval, a letter was also sent for the conduct of the study.
 32

The researcher conducted a security survey to the respondent school. Similarly, an

observation was initiated in the school. Subsequently, an interview was conducted to

gather additional data and to validate and analyze the data gathered.

Respondents of the Study

Bicol College was the respondent-school of this study. The answer to the security

survey was source in formulating the objectives, content, and performance standards.

The respondent-school served as the key respondent of the situdy. The answers to

the security survey and responses in an interview was gauged identify relevant

prescription in ienhancing school security at ain Bicol College.

Research Locale/Study Site

The subject of the survey was Bicol College, a non-stock and non-profit educational

institution located at Cor. J.P. Rizal and R.F Tabuena St., Daraga, Albay. It was

composed of 2 buildings with 97 of which are employees in the faculty, 51 employees for

non-teaching and 2557 are students from basic education, secondary, tertiary, and

graduate studies. It has a total land area of 20,600 square meters.

Data Analysis Plan

The data collected by the researchers underwent analysis to answer the problem

of the study. At the onset, this employed the qualitative research method. In its

essence, qualitative method waused to describe various aspects of the phenomenon.

 33

RESULT AND DISCUSSION

A vast body of research on schooling has shown that safety is an essential

requisite for a positive educational environment. In fact, education philosopher John

Dewey and psychologist Abraham Maslow have argued that violence, disorder, and

threats to physical safety are antithetical to an environment where students can learn and

develop and where teachers can instruct effectively. However, several studies have also

shown that school safety is largely a by-product of strong positive relationships between

students and not the adoption of advanced security measures.

The subject of the survey was Bicol College, a non-stock and non-profit

educational institution located at Cor. J.P. Rizal and R.F Tabuena S. Daraga Albay. It is

composed of 2 buildings with 97 of which are employees in the faculty, 51 employees for

non-teaching and 2557 are students from basic education, secondary, tertiary, and

graduate studies. It has a total land area of 20,600 square meter.

The institution offers education covering post-graduate studies, collegiate degree

programs and non-degree or short-term technical courses, and a complete High School,

Elementary and Pre-school education. There were also trees outside and near the

perimeter fence along ST building.

The perimeter fences in front of the admin building measure approximately 7 feet

in height with top guard but without perimeter lighting installed. Perimeter fence along

the ST building measures more than the standard height. However, it has inadequate top

guard and there was a house built on the other side attached to the perimeter which can be
 34

used as a route for illegal intrusion. The perimeter fence near the rest room has no top

guard and can be easily climbed by intruders.

At present, there are four (4) security personnel for twenty-four (24) hours

security operation; day shift comprises two (2) and two (2) for night shift operation

respectively. These include two (2) Post-in-Charge for day shift, two (2) Shift in-Charge

for Night Shift and one (1) Security Guard assigned at VIP Residence for night shift only.

The following were the situation surveyed as to personnel identification and

control: a. All employees are issued company identification card with photos but many of

the old employees also have a very old ID; not strict in requiring employees to always

wear their ID; all students have identification card and are strictly required to always

wear their ID upon entering the school premises; visitors are required to present valid ID

upon entrance and issued with a visitor’s pass or ID; and entrance and exit of employees,

students and visitors are one and the same.

In fact, by placing a disproportionate amount of energy and attention on security

issues, the school neglected other important elements of its larger educational goals,

namely teaching, and learning and a positive school culture.

It is important to understand that the fragmented focus on school safety is not

unique to and the unusual circumstances that were confronting the school. Schools as

complex organizations are driven by multiple and often competing goals. Since the

advent of zero-tolerance policies, schools across the country have adopted several costly

security measures and highly punitive discipline policies to ensure safety (or the

perception of safety) at the expense of other concerns.

 35

Positive perceptions of safety are not insignificant, as they are vital to upholding

the school’s moral authority to maintain order,as well as to students’ and teachers’

abilities to focus on academics. Below is the result of situation survey along protective

lighting, alarm and communication system, restricted areas utilities, personnel security,

document and information security and emergency planning:

PROPOSED SCHOOL SECURITY PLAN

PURPOSE:
The purpose of a Security Plan is to enhance and maintain the security of a
licensee’s operation by assessing a site for security risks, developing measures to address
security issues by incorporating current security programs and developing new ones if
necessary, and formalizing responses to and reporting procedures for security incidents.
A Security Plan also enables the licensee to:
a. See how various elements of a security program integrate;
b. Set out roles and responsibilities for the security program, thereby ensuring
tasks are assigned, understood, documented, tracked, and organized in a
consistent manner;
c. Identify partners and resources in enhancing and maintaining the security of
its operations; and
d. Adjust security preparations and operations in response to changing
circumstances.

SCOPE : School Campus

ORGANIZATION : Bicol College

 36

GENERAL DESCRIPTION:

The Security Plan must address the following components and should include a
description of the licensee’s current security programs and associated measures. The plan
should also reference any related documents (i.e., plans, policies, procedures, etc.). These
will be described in detail in licensee information; assessment of security threats and how
they are addressed; procedures to respond to threats to the security of explosives; and
security incident reporting procedures.

RECOMMENDATION:

Although not required to be submitted with the Security Plan, a Key Control Plan
and a list of employees requiring screening approval letters is required under the
regulations and must be made available. Separate guidelines are available for developing
a Key Control Plan and for understanding requirements under the screening provisions of
the Regulations. It is recommended you include them as part of your Security Plan as
they form part of the overall explosives’ security program for your site.

ACTIONABLE PLAN IMPLAMENTATING BUDGETING REMARKS

OFFICE REFFERENCE
A. PROTECTIVE
LIGHTING
1.Installation of protective Bicol College PHP 10, 000.00 For Implementation
lighting.
2. Rapair of the protective Bicol College PHP 5, 000.00 For Implementation
lighting behind the campus
B. ALARM AND
COMMUNICATI
ON SYSTEM
 37

1. Repair or replacement of Bicol College PHP 5, 000.00 For Implementation

alarm system particularly
in Admin, ST and BED
building
2. Installation of CCTV Bicol College PHP 5, 000.00 For Implementation
cameras along strategic
places in each building.
3.Installation of centralized Bicol College PHP 5, 000.00 For Implementation
public address system.
4. Create policies on proper Bicol College PHP 5, 000.00 For Implementation
receiving, handling and
responding to different
types of communication
and orient and train the
employees with respect to
this policy.

C. RESTRICTED
AREAS
1. Installation of signage to Bicol College PHP 10, 000.00 For Implementation
warn unauthorized person
especially the students
from entering and
constructing fence or
enclosure of said generator
set.
2.Visible signage to warn Bicol College PHP 5, 000.00 For Implementation
unauthorized persons to
keep out from said
premises and put-up
structural barriers to
prevent illegal intrusion.
D. UTILITIES
 38

1.Installation of emergency Bicol College PHP 15, 000.00 For Implementation

lights
2.Repair of damaged and Bicol College PHP 10, 000.00 For Implementation
rusted railings.
3.Repair the damaged Bicol College PHP 5, 000.00 For Implementation
flooring to avoid accident
of the employees and the
student.

RECOMMENDATIONS

The Safety and Security Officer first identifies the main threats, the vulnerability

of personnel/assets, and knowing which resources available or which capacities are

limited. The Safety and Security Officer then adapts existing policies/procedures and

establishes other needed and sensible procedures appropriate to the emergency.

Security must be integrated into all aspects of operational management.

When selecting physical security countermeasures, it is imperative that one use a

systematic approach. By standardizing the process, mistakes are less likely to occur, and

more accurate calculations can be made. In addition, one must document the process and

keep accurate written records of the recorded data. This allows for better-informed

decisions regarding the selection and implementation of physical security

countermeasures. Decision-making processes and responsibilities relating to safety and

security must be clear and ensure that informed decisions can be taken and implemented

as quickly as possible. The Safety and Security Officer should provide guidance for
 39

initial safety and security procedures, and ensure they are followed until the Safety and

Security Plan for the emergency is completed.

Funding should be available through resource officers that could be present in

the school. Based on the conclusions, the researcher drawn the following: a. The need of

resource officers would help in the direction of students with natural disasters as well as

intruder type disasters; b. The administrators and faculty need to determine if armed

school personnel would lead to safer school environments.; c. The staffing issue of

monitoring properly all schools must be addressed if school safety is to flourish; d. There

should be indicated the installation of shatterproof glass in the entrances could delay an

intruder. They stated that delaying perpetrator entry to schools would allow responders to

arrive to minimize the disaster.; e. The installation of shatterproof glass would benefit

schools; f. There should be allocation for the improvement of existing safety plans.

Money could be budgeted by superintendents to enhance the school safety plan; g.

Communication and practice of existing evacuation plans with first responders is a factor

on the overall outcome of school safety planning; h. After practicing for an intruder,

feedback from staff and community responders must be examined and shared for the

safety plans to be effective.

REFERENCES
 40

Abell, N., Springer, D. W., & Kamata, A. (2019). Developing and validating rapid

Acram, D. L. R. (2021). Probability sampling. In N. J. Salkind (Ed.),

Encyclopedia of research design (pp. 1110–1112). Thousand Oaks, CA: SAGE.

Agere, S. & Jorm, N. (2015). Designing performance appraisals: Assessing needs

and designing performance management systems in the public sector. London:
Commonwealth Secretariat.

Ahmed, I., Sultana, I., Paul, S. K., & Azeem, A. (2020). Employee performance
evaluation: a fuzzy approach. International Journal of Productivity and Performance
Management, 62(7), 718–734.

Bell, B. S, Ryan, A. M., & Wiechmann, D. (2020). International Journal of

Selection and Assessment, 12(1–2), 24.

Berry, C. M., Ones, D. S., & Sackett, P. R. (2020). Interpersonal deviance,

organisational deviance, and their common correlates: a review and meta-analysis.
Journal of Applied Psychology, 92, 410–424.

Julnes, P. (2020). Performance-based management systems: Effective

implementation and maintenance. New York, NY: Routledge.

Chintalloo, S & Mahadeo, J. (2019). Effect of motivation on employees’ work

performance at Ireland Blyth Limited: Proceedings of 8th Annual London Business
Research Conference Imperial College, London, UK, 8, Retrieved from
http://bit.ly/2UJnNIY

Day, D. V. (2020). Leadership development: A review in context. The leadership

quarterly, 11(4), 581-613. Retrieved from http://bit.ly/ 2ImCY4g

Eraut, M. (2020). Informal learning in the workplace. Studies in continuing

education, 26(2), 247-273. Retrieved from http://bit.ly/ 2G1sIeS

Graphite, M. (2020). Performance management system. Retrieved from

https://goo.gl/T2Rxg8

Greiling, D. 92020). Performance measurement in the public sector: The German

experience. International Journal of Productivity and Performance Management, 54(7),
551-567. Retrieved from http:// bit.ly/2YZnpFB

Harrison, R. (2020). Employee development. Beekman Publishing, Silver Lakes

Pretoria.
 41

Kandula, S. R. (2020). Performance management. In performance management

Strategy intervention drivers (1st Ed.). Retrieved from http://bit.ly/2WZXtb3

Kristof-Brown, A. L. & Stevens, C. K. (2020). Goal congruence in project teams:

Does the fit between members’ personal mastery and performance goals matter? Journal
of Applied Psychology, 86(6), 1083-1095. Retrieved from http://bit.ly/2Z9hcae

Lawler, E. E. (2020). Reward Practices and performance management system

effectiveness. Center for Effective Organizations. Retrieved from
https://goo.gl/7KwU6E.

Lindblad, M. (2020). The impact of work-related goals on employee

commitment. Retrieved from http://bit.do/ekKAu.
 42

SECURITY SURVEY OF BICOL COLLEGE MAIN CAMPUS IN DARAGA,

ALBAY: PRESCRIPTION FOR ENAHNCING SCHOOL SECURITY

An Undergraduate Research Presented to the

Faculty of College of Criminal Justice
Education, Bicol College

In Partial Fulfillment of the

Requirements for the Degree Bachelor of
Science in Industrial Security Management (BSISM)

JHON ALEXIS M. DONOGA

NATHANIEL KEN N. GUALBERTO

JONEL B. BANDAGOSA

JULIUS VHAN A. PAMA

2023
 43

TABLE OF CONTENTS

TITLE PAGE

TABLE OF CONTENTS

INTRODUCTION

Rationale of the Study 3

Objective of the Study 4

Assumption 5
Literature Review 5
Theoretical Framework 7
Theoretical Paradigm 8
Conceptual Framework 9
Conceptual Paradigm 10
Scope and Delimitation of the Study 11

Significance of the Study 11

Definition of Terms 12

METHODOLOGY

Research Design 13
Research Instrument 14
Data Gathering Procedure 15
Respondents of the Study 16
Research Locale/Study Site 16
Data Analysis Plan 17
References 19
 44

APPENDICES
 45

APPENDIX A

Transmittal Letters
 46

APPENDIX B

Security Survey Instrument

Table 1

Guard Force and Guard System (Monday to Friday)

POST DAY SHIFT NIGHT SHIFT

(Monday to Friday) (0700H-1900H) (1900H-700H)
1. ADMIN/LOBBY 1 1
2.GATE 1 1 1
3.ROVING 1 1 1
4.ROVING 2 1 1
5. GATE 2 1 1
TOTAL

Table 2

Guard Force and Guard System (Saturday)

POST DAY SHIFT NIGHT SHIFT 1

(Saturday) (0700H-1900H) (900H-0700H)
1. ROVING 1
2.ROVING 2
3.ADMIN/LOBBY
4.GATE 1
TOTAL
 47

Table 3

Guard Force and Guard System (Sunday& Holiday)

POST DAY SHIFT NIGHT SHIFT

(Sunday & Holiday) (0700H-1900H) (1900H-0700H)
1.GATE 1
2.ADMIN/LOBBY
3.ROVING 1
4.ROVING 2
TOTAL

Table 4

Protective Lighting

SITUATION AS SURVEYED RECOMMENDATION

1. No protective lighting in the 1. Installation of protective
perimeter fence in front of the lighting.
admin building.

2. Blur protective lightning 2. Repair the protective lighting

behind the campus along the behind the campus.
St.
 48

Table 5
Alarm and Communication System

SITUATION AS SURVEYED RECOMMENDATION

1. Alarm systems installed in 1. Repair or replacement of alarm
every building are defective or system particularly in Admin,
not functional. ST and BED building.
2. Lack of CCTV cameras in the 2. Installation of CCTV cameras
Admin building. along strategic places in each
building.
3. No centralized public address 3. Installation of centralized public
system. address system.
4. No policy on proper receiving, 4. Create policies on proper
handling and responding to receiving, handling and
different types of responding to different types of
communication. communication and orient and
train the employees with respect
to this policy.

Table 6
Restricted Areas

SITUATION AS SURVEYED RECOMMENDATION

1. The generator set/powerhouse 1. Installation of signage to warn
is not properly fenced or unauthorized person especially
enclosed and without signage the students from entering and
to warn people to keep out constructing fence or enclosure
from such installation. of said generator set.
2. The basement which served as 2. Visible signage to warn
the bodega has no sign of unauthorized persons to keep out
restriction or structural barriers from said premises and put-up
to prevent unauthorized person structural barriers to prevent
from intruding. illegal intrusion.
 49

Table 7
Utilities

SITUATION AS SURVEYED RECOMMENDATION

1. Defective emergency light 1. Installation of emergency lights
along the hallways of 2nd floor
ADMIN building.
2. Damaged and rusted railings 2. Repair of damaged and rusted
along the stairs of 3rd floor railings.
ADMIN building.
3. Damaged of flooring at the 3. Repair the damaged flooring to
computer LAB rooms in 3rd avoid accident of the employees
floor ADMIN building and the student.

Table 8
Document and Information Security

SITUATION AS SURVEYED RECOMMENDATION

1. All documents and 1. Continue the existing policy on
communication of every document and information
department and office are security.
properly kept and filed. And
only authorized personnel and
allowed to access these files
and documents. After the
documents are no longer of use
or importance, they are
properly disposed by
shredding.
 50

Table 9

Emergency Planning

SITUATION AS SURVEYED RECOMMENDATION

1. An emergency response team 1. Conduct regular meeting and
composed of the security and updating of the emergency
safety officer, non-teaching and management knowledge and
teaching personnel is existing. skills of the members of the
members of the emergency
team.