ISSN (Online): 2455-3662

EPRA International Journal of Multidisciplinary Research (IJMR) - Peer Reviewed Journal

Volume: 10| Issue: 5| May 2024|| Journal DOI: 10.36713/epra2013 || SJIF Impact Factor 2024: 8.402 || ISI Value: 1.188

IDENTIFYING FACTORS FOR EMPLOYEE PERFORMANCE IN

PUBLIC SERVICE

Hanna Patricia R. De Ramos

Master in Public Administration, Laguna State Polytechnic University, Sta. Cruz, Laguna, Philippines

ABSTRACT
This study aimed to determine the level of employee performance in the public service during the calendar year 2023 – 2024. Involved
in the study were one hundred twenty (120) employees from six (6) Local Government Units in Laguna and one hundred twenty
clients (120) determined through random sampling.
Descriptive quantitative research method was employed to determine the relationship of variables such as the demographic
profile, the level of influence of identifying factors to the employees in terms of Organizational Culture, Training and Development,
Employee Motivation and Job Satisfaction and the level of employee performance in terms of Customer Service, Responsibilities
towards the organization, Ethical Conduct and Compassion. Data analysis shows that there are significant correlations between
Organizational Culture, Training and Development, Employee Motivation, and Job Satisfaction with performance in areas such as
Customer Service, Responsibilities Towards the Organization, Ethical Conduct, and Compassion.
Responsibility Towards Organization showed positive relationships with Training and Development, Employee
Motivation, and Job Satisfaction. These results provide valuable perspective on the factors impacting employee performance in public
service in our society.
KEYWORDS: Employee Performance, Public Service, Identifying Factors for Employee Performance

INTRODUCTION variables, hence to determine the relationships between one

In any field, an organization's success is solely dependent on its thing (an independent variable) and another (dependent
employees. Employees play a vital role in any organization, variable) within a population (Babbie, 2010). This study will
representing its most valuable asset. They are the driving force use descriptive quantitative method on gathering numerical
behind the success and growth of businesses, government data and generalizing it across groups of people or to explain a
agencies, and non-profit organizations. Recognizing and particular phenomenon.
valuing their contributions, providing appropriate support and
development opportunities and fostering a positive work According to Posinasseti (2014), descriptive study is one in
environment are essential to overall success and effectiveness which information is collected without changing the
of LGUs. environment (e.i., nothing is manipulated). It is used to obtain
information concerning the current status of the phenomena to
In the public service domain, employee performance directly describe “what exists” with respect to variables or conditions in
impacts the delivery of services and the achievement of a situation. As stated also by Sugiyono (2015) Quantitative
organizational objectives. Public organizations exist to serve methods can be interpreted as research methods based on
the needs of the public, and the quality, efficiency, and positivism philosophy, used to examine in a particular
effectiveness of these services are directly tied to the population or sample, data collection using research
performance of their employees. High-performing employees instruments, quantitative data analysis / statistics, with the aim
can ensure that public services are delivered in a timely manner, to test the hypothesis set.
meet the needs of citizens, and contribute to the overall
development and well-being of society. Correlational method is also a vital component of the research
design employed in the study since it intends as well to
The researcher wanted to uplift and shed light for the worth of determine the relationships between variables and to what
our casual and job order employees through their performance degree, and to test a hypothesis, i.e.; significant relationship
as a part of the forefront of public service delivery. between the Identifying Factors and the Level of Performance
of employees in the Public Service in the 3 rd Class
MATERIALS AND METHOD Municipalities of Laguna; and the significant difference
Descriptive – quantitative research design harmonizes with the between the Identifying Factors and Level of Performance as
purpose of the study of stablishing associations between the perceived by the respondents when grouped according to
profile.

2024 EPRA IJMR | http://eprajournals.com/ | Journal DOI URL: https://doi.org/10.36713/epra2013 -------------------------------------------------------------747

 ISSN (Online): 2455-3662
EPRA International Journal of Multidisciplinary Research (IJMR) - Peer Reviewed Journal
Volume: 10| Issue: 5| May 2024|| Journal DOI: 10.36713/epra2013 || SJIF Impact Factor 2024: 8.402 || ISI Value: 1.188

RESULTS AND DISCUSSIONS

Table 1
Frequency and Percentage Distribution of Employees Profile
Profile f %
Age
26 and below 32 26.7
27 – 36 49 40.8
37 – 46 18 15.0
47 – 56 18 15.0
57 and above 3 2.5
Sex
Male 53 44.2
Female 67 55.8
Educational Attainment
High School Undergraduate 11 9.2
High School Graduate 18 15.0
College Undergraduate 35 29.2
College Graduate 45 37.5
Others 11 9.2
Years in Service
Below 1 year 20 16.7
1 year – 5 years 46 38.3
6 years – 10 years 30 25.0
11 years – 15 years 24 20.0
Employment Status
Casual Employees 41 34.2
Job Order 79 65.8

Table 1 presents the age distribution of the casual employees. In addition to this, it shows the educational attainment
As reflected in the table, 49 out of 120 employees were mostly distribution of the employees who were respondents of the
in the range of 27 – 36 years old or 40.8 % of the respondents. study. As reflected in the table, 45 out of 120 employees were
Second were in 26 years old and below or 26.7% of the mostly college graduates or 37.5 % of the respondents. Second
population. Third were 37 – 46 years old and 47 – 56 years old were college undergraduates or 29.2%. Third were High school
or 15.0%. Lastly, 57 years old and above or 2.5 % of the graduates or 15.0%. Lastly, eleven were high school
respondents fall on this age. This information is vital as age can undergraduates or 9.2% of the respondents. Eleven respondents
be a factor that affects level of influence of identifying factors fall under the category “others”.
to the employees in the public service, and it offers insights for
possible further analysis on the relationship between age and Moreover, in terms of the years in service of the respondents,
work performance of employees in the study. It also presents 46 out of 120 rendered 1 year to 5 years or 38.3%; 30 or 25.0%
the sex distribution of the employees who took part in the rendered 6 years to 10 years; 24 or 20.0% were 11 years to 15
research. As shown in the table, 67 out of 120 respondents were years in service and 20 or 16.75% were below 1 year in service.
female or 55.8% of the research participant. On the contrary, 53 Furthermore, the employment status of the respondents was
or 44.2% of the respondents were males. also presented in the table. It revealed that out of 120
employees, 79 or 65.8% were job orders and 41 or 34.2% were
casual employees.
Table 2
Frequency and Percentage Distribution of Clients Profile
Profile f %
Sex
● Male 56 46.7
● Female 64 53.3
Community Sector
● Teenagers (13-19) 1 0.8
● Adult (20 – 59) 108 90
● Senior (60 and above) 11 9.2
Frequency of Visit
● Daily 4 3.3
● Monthly 17 14.2
● Quarterly 40 33.3
● Annually 59 49.2
2024 EPRA IJMR | http://eprajournals.com/ | Journal DOI URL: https://doi.org/10.36713/epra2013 -------------------------------------------------------------748
 ISSN (Online): 2455-3662
EPRA International Journal of Multidisciplinary Research (IJMR) - Peer Reviewed Journal
Volume: 10| Issue: 5| May 2024|| Journal DOI: 10.36713/epra2013 || SJIF Impact Factor 2024: 8.402 || ISI Value: 1.188

respondents. Second were senior who are 60 years old and

Table 2 presents the sex distribution of the clients who took part above or 9.2% of the population. Lastly, teenager in the range
in the research. As shown in the table, 64 out of 120 respondents of 13 to 19 years old or 0.8% of the respondents fall on this age.
were female or 53.3% of the research participants. On the
contrary, 56 or 46.7% of the respondents were males. Additionally, the table presents the frequency of visit of the
clients. Out of 120 respondents, 59 or 49.2% of respondents
Moreover, it shows the age distribution of the clients. As visit annually; 40 or 33.3% of respondents visit quarterly; 17 or
reflected in the table, 108 out of 120 employees were mostly 14.2% of respondents visit monthly; and 4 or 3.3% of
adults in the range of 20 – 59 years old or 90% of the respondents visit daily.

Table 3
Level of Influence of Identifying Factors to the Employees in the Public Service in terms of Organizational Culture
Indicative Statement Mean SD Remark
1. Open communication and transparency are promoted. 4.19 1.06 Influential
2. Initiative and innovation are encouraged. 4.09 0.97 Influential
3. Collaboration and teamwork are valued and promoted. 4.06 0.99 Influential
4. A strong commitment to client satisfaction is emphasized. 4.34 0.73 Influential
5. Diversity and inclusion are actively fostered within the 3.98 0.94 Influential
organization.
6. Opportunities for professional growth and development are 3.98 1.19 Influential
provided.
7. Decision-making process are fair and inclusive. 4.04 0.93 Influential
8. Work-life balance and employee well-being are valued. 4.15 0.88 Influential
9. A strong sense of pride and commitment among employees 4.19 0.88 Influential
toward the organization is practiced.
Overall Mean 4.11 0.95 Influential
Note. N = 240. The mean is interpreted as follows: 4.20 – 5.00 = Highly Influential; 3.40 – 4.19 =
Influential; 2.60 – 3.39 = Moderately Influential; 1.80 – 2.59 = Slightly Influential; 1.00 – 1.79 = Not
Influential.

Table 3 suggests that the employees in the 3rd Class This implies that employees have a strong commitment to client
Municipalities of Laguna exhibit a high level of influence to satisfaction. This is supported by the study of El-Rawas, A., &
public service in terms of organizational culture. The mean Yassein, S. (2017) Some aspects of organizational culture like
score of 4.11 (SD = 0.95) shows that the level of influence of acting sociable to customers are easy to monitor.
organizational culture in public service to the employees are Organizational culture in the modern era significantly impacts
verbally interpreted as “Influential” in terms of having open organizational performance by influencing innovation
communication and exhibiting fairness and inclusivity in capabilities. Innovation, driven by individuals within
decision making. The highest mean score of 4.34 (SD = 0.73) organizations, can be either enhanced or hindered by the
for the statement “A strong commitment to client satisfaction is organizational culture in which they operate. This culture
emphasized.” suggests that employees were able to show strong provides an environment for business activities and innovation,
commitment in doing their work and meeting client ultimately affecting organizational performance through
satisfaction. The lowest mean score of 3.98 (SD = 1.19) for the indirect and mediated pathways such as knowledge
statement “Opportunities for professional growth and management and job satisfaction. All organizations have
development are provided.” suggests that employees may be unique methods of operation influenced by their organizational
less likely given focus on this matter. culture, which encompasses fundamental values, beliefs, and
management practices. These practices endure over time as
Overall, the high mean score and verbal interpretation of they have proven successful and are perceived to continue to be
“Influential” suggests that the employees in LGU display a effective in the future.
strong level of influence to public service in terms of
organizational culture which is very important in their day-to-
day work.

2024 EPRA IJMR | http://eprajournals.com/ | Journal DOI URL: https://doi.org/10.36713/epra2013 -------------------------------------------------------------749

 ISSN (Online): 2455-3662
EPRA International Journal of Multidisciplinary Research (IJMR) - Peer Reviewed Journal
Volume: 10| Issue: 5| May 2024|| Journal DOI: 10.36713/epra2013 || SJIF Impact Factor 2024: 8.402 || ISI Value: 1.188

Table 4
Level of Influence of Identifying Factors to the Employees in the Public Service in terms of Training and Development
Indicative Statement Mean SD Remark
1. Received sufficient training to perform job effectively. 4.00 1.00 Influential
2. Opportunities are provided to enhance skills and 4.02 1.24 Influential
knowledge.
3. Professional development as a casual/ job order employee 4.09 0.90 Influential
is supported.
4. The organization offers relevant and valuable training for
casual/ job order employees. 4.04 0.98 Influential
5. Participation in training and development activities is
encouraged. 4.13 0.92 Influential
6. The organization recognizes and rewards casual/job order
employees who engage in training and development. 3.77 1.11 Influential
7. Training and development initiatives contribute to overall
job satisfaction. 4.06 0.99 Influential
Overall Mean 4.02 1.02 Influential
Note. N = 240. The mean is interpreted as follows: 4.20 – 5.00 = Highly Influential; 3.40 – 4.19 =
Influential; 2.60 – 3.39 = Moderately Influential; 1.80 – 2.59 = Slightly Influential; 1.00 – 1.7 = Not
Influential.

Based on the results in Table 4, it shows that there is a high Generally, the level of influence to public service in terms of
level of influence to public service in terms of training and training and development can be verbally interpreted as
development. The mean score of 4.02 (SD = 1.02) suggests that “Influential”.
the employees were provided with opportunities to enhance
their skills and knowledge and were recognized for This implies that employees are recognized and encouraged to
participating in trainings and development. The highest mean participate, showing commitment to client satisfaction. This is
score of 4.13 (SD = 0.92) was obtained from the statement supported by the study of Hoti, I., & Fejza, J. (2019) that
“Participation in training and development activities is training employees is very much needed to empower them.
encouraged.”, indicating that employees prioritize the Training and Development is essential for enhancing employee
participation in training and development activities which is skills and performance to meet current and future business
important in enhancing their skills and knowledge. needs. It is a valuable opportunity to increase knowledge among
all employees, but cost can be a barrier for some employers. A
At the same time, the lowest mean score of 3.77 (SD = 1.11) structured program ensures consistent experiences and
was obtained from the statement “The organization recognizes knowledge. Employees should be informed about company
and rewards casual/job order employees who engage in training expectations, including safety, discrimination, and
and development.”, indicating that there is a room for administrative procedures, to effectively perform their jobs.
improvement for the organization to give recognition to casual
or job order employees who participate in trainings.
Table 5
Level of Influence of Identifying Factors to the Employees in the Public Service in terms of Employee Motivation
Indicative Statement Mean SD Remark
1. The organization provides recognition and rewards for a 3.72 1.30 Influential
job well done.
2. I feel motivated to perform at my best as a casual/job 4.09 0.83 Influential
order employee.
3. The organization fosters a positive work environment that 3.89 1.01 Influential
encourages motivation.
4. I receive constructive feedback and support from my 3.94 1.22 Influential
supervisor to enhance my performance.
5. The organization values and appreciates the contributions 3.96 1.00 Influential
of casual employees.
6. I have clear goals and expectations that help drive my 4.15 0.91 Influential
motivation.
7. The organization provides opportunities for growth and 3.94 1.01 Influential
advancement as a casual/job order employee.
8. I feel a sense of purpose and fulfillment in my work as a 3.94 0.96 Influential
casual/job order employee.
2024 EPRA IJMR | http://eprajournals.com/ | Journal DOI URL: https://doi.org/10.36713/epra2013 -------------------------------------------------------------750
 ISSN (Online): 2455-3662
EPRA International Journal of Multidisciplinary Research (IJMR) - Peer Reviewed Journal
Volume: 10| Issue: 5| May 2024|| Journal DOI: 10.36713/epra2013 || SJIF Impact Factor 2024: 8.402 || ISI Value: 1.188

9. The organization promotes a healthy work-life balance, 4.00 0.93 Influential

which contributes to my motivation.
10. I believe that my efforts and hard work as a casual/job 4.00 0.96 Influential
order employee are recognized and valued by the
organization.
Overall Mean 3.96 1.01 Influential
Note. N = 240. The mean is interpreted as follows: 4.20 – 5.00 = Highly Influential; 3.40 – 4.1 =
Influential; 2.60 – 3.39 = Moderately Influential; 1.80 – 2.59 = Slightly Influential; 1.00 – 1.7 = Not
Influential.

Table 5 shows that there is a high level of influence to public Generally, the level of influence to public service in terms of
service in terms of employee motivation. The mean score of employee motivation can be verbally interpreted as
3.96 (SD = 1.01) suggests that the organization fosters a “Influential”.
positive work environment that encourages motivation. The
highest mean score of 4.15 (SD = 0.91) was obtained from the This implies organization fosters positive work environment
statement “I have clear goals and expectations that help drive with clear goals. This study is supported by Ochola, G.O.
my motivation.” indicating that employees’ motivation is aided (2019). States that organizations aim for goal achievement to
by having expectations and goals that are clear to them. boost productivity to motivate employees. Motivation is crucial
for employee performance and job satisfaction. Different
At the same time, the lowest mean score of 3.72 (SD = 1.30) individuals are motivated by various factors such as money,
was obtained from the statement “The organization provides recognition, and rewards. Employee motivation directly affects
recognition and rewards for a job well done.” indicating that productivity, with motivated workers completing tasks
there is a room for improvement for the organization to provide efficiently and producing high-quality work. Overall,
recognition and rewards to employees who performs well with motivation levels in the workplace play a significant role in
their duties and responsibilities. employee productivity and job satisfaction.

Table 6
Level of Influence of Identifying Factors to the Employees in the Public Service in terms of Job Satisfaction
Indicative Statement Mean SD Remark

1. I am satisfied with my current role as a casual/job order 4.00 1.00 Influential

employee.
2. The organization provides a supportive and inclusive 4.04 0.98 Influential
work environment.
3. I feel valued and appreciated for the work I do. 4.02 1.03 Influential
4. The organization offers opportunities for growth and 3.87 1.03 Influential
advancement.
5. I have a good work-life balance as a casual/ job order 4.06 1.05 Influential
employee.
6. I am satisfied with the level of compensation and 3.79 1.18 Influential
benefits as a casual/ job order employee.
7. The organization recognizes and rewards my 3.87 1.30 Influential
contributions as a casual/ job order employee.
8. I have the necessary resources and tools to perform my 4.02 0.94 Influential
job effectively.
9. I have a positive relationship with my colleagues and 4.17 0.96 Influential
supervisors.
10. Overall, I am satisfied with my experience as a 3.98 1.15 Influential
casual/job employee in this organization.
Overall Mean 3.98 1.06 Influential
Note. N = 240. The mean is interpreted as follows: 4.20 – 5.00 = Highly Influential; 3.40 – 4.19 =
Influential; 2.60 – 3.39 = Moderately Influential; 1.80 – 2.59 = Slightly Influential; 1.00 – 1.79 =
Not Influential.

Table 6 shows that there is a high level of influence to public their experience as an employee. The highest mean score of
service in terms of job satisfaction. The mean score of 3.98 (SD 4.17 (SD = 0.96) was obtained from the statement “I have a
= 1.06) suggests that the organization provides a supportive and positive relationship with my colleagues and supervisors.”
inclusive work environment, and employees were satisfied with indicating that employees have a favorable rapport with their
2024 EPRA IJMR | http://eprajournals.com/ | Journal DOI URL: https://doi.org/10.36713/epra2013 -------------------------------------------------------------751
 ISSN (Online): 2455-3662
EPRA International Journal of Multidisciplinary Research (IJMR) - Peer Reviewed Journal
Volume: 10| Issue: 5| May 2024|| Journal DOI: 10.36713/epra2013 || SJIF Impact Factor 2024: 8.402 || ISI Value: 1.188

managers and colleagues. At the same time, the lowest mean A happy worker is often more productive. Job satisfaction is
score of 3.79 (SD = 1.18) was obtained from the statement “I crucial because people spend a significant amount of time at
am satisfied with the level of compensation and benefits as a work. It also impacts employees' overall well-being, as satisfied
casual/ job order employee.”, indicating that there is a room for workers are content and happy. Ultimately, satisfied employees
improvement for the organization to provide increase in the tend to be more productive.
salary of the employees as well as their benefits.
Moreover, Herzberg's Motivation-Hygiene Theory, also known
Generally, the level of influence to public service in terms of as the Two-Factor Theory, distinguishes between motivation
job satisfaction can be verbally interpreted as “Influential”. and hygiene factors affecting job satisfaction. Hygiene factors
This implies that employees go well with their colleagues and are less important, related to avoiding unpleasantness, while
supervisors. This is supported by the study of Guruprasad, M. motivation factors satisfy the individual's need for self-growth.
(2020) that job satisfaction is crucial for employees and Widely used in job satisfaction research, this theory highlights
organizations influencing productivity and over-all well-being the importance of both factors in understanding and improving
in the workplace. workplace satisfaction.

Table 7
Composite Table on the Level of Influence of Identifying Factors to the Employees in the Public Service
Identifying Factors Over All Mean VI

1. Organizational Culture 4.11 Influential

2. Training and Development 4.02 Influential

3. Employee Motivation 3.96 Influential

4. Job Satisfaction 3.98 Influential

Total Mean 4.02 Influential

Note. N = 240. The mean is interpreted as follows: 4.20 – 5.00 = Highly Influential; 3.40 – 4.19 =
Influential; 2.60 – 3.39 = Moderately Influential; 1.80 – 2.59 = Slightly Influential; 1.00 – 1.79 = Not
Influential.

Table 7 shows the composite results of the study on the level of the view of the employees in organizational culture of system
influence of identifying factors to the employees in the public values and beliefs that are shared by people who interact in an
service assessed by the respondents with respect to organization serves as an identity and as a reference behavior to
organizational culture, training and development, employee achieve organizational goals. It implied that among the four
motivation and job satisfaction. aspects on the level of influence of identifying factors, though
all have verbal interpretation of much influential, employee
Findings showed that among the four aspects composing the motivation is the lowest which means that employees should be
extent level of influence of identifying factors to the employees, given ample attention to that matter.
organizational culture gets the highest mean. This reveals that

Table 8
Level of Performance of Employees in the Public Service as to Customer Service
Indicative Statement Mean SD Remark
1. Provide excellent customer service. 4.65 0.51 Highly Performed
2. Work well with clients. 4.72 0.49 Highly Performed

3. Resolve customer issues and provide satisfactory 4.57 0.59 Highly Performed
solutions on time.
4. Value feedback from clients to improve the quality of 4.48 0.67 Highly Performed
service.
5. Access necessary tools and resources to deliver high- 4.53 0.69 Highly Performed
quality customer service.
6. Emphatic and focused listener 4.48 0.63 Highly Performed

2024 EPRA IJMR | http://eprajournals.com/ | Journal DOI URL: https://doi.org/10.36713/epra2013 -------------------------------------------------------------752

 ISSN (Online): 2455-3662
EPRA International Journal of Multidisciplinary Research (IJMR) - Peer Reviewed Journal
Volume: 10| Issue: 5| May 2024|| Journal DOI: 10.36713/epra2013 || SJIF Impact Factor 2024: 8.402 || ISI Value: 1.188

7. Go above and beyond to ensure customer satisfaction. 4.33 0.74 Highly Performed
8. Deals with challenging clients without being aggressive. 4.53 0.74 Highly Performed
9. Skillfully overcomes client’s objections. 4.61 0.55 Highly Performed

10. Redefine the customer service process to meet clients’ 4.48 0.56 Highly Performed
changing needs.
Overall Mean 4.54 0.62 Highly Performed
Note. N = 240. The mean is interpreted as follows: 4.20 – 5.00; Highly Performed; 3.40 – 4.19 =
Performed; 2.60 – 3.39 = Moderately Performed; 1.80 – 2.59 = Slightly Performed; 1.00 – 1.79 = Not
Performed.

Table 8 shows the level of performance of employees in the the study of Meel, P. (2020) that service quality can deliver a
public service as to customer service. The statement “Work good measurement means to forecast customer satisfaction.
well with clients.” obtained the highest mean score of 4.72 (SD There are (3) three key aspects of customer service are affect,
= 0.79) indicating positive behavior of the employees towards customer mistreatment, and customer service behaviors. Affect
the clients in providing excellent customer service. Lastly, involves emotional labor and contagion. Mistreatment is poor
statement “Go above and beyond to ensure customer treatment from customers to employees. Service behaviors
satisfaction.” obtained lowest mean score of 4.33 (SD = 0.74). include customer orientation and service-oriented citizenship
The overall score of 4.54 (SD = 0.62) indicates that the level of behaviors. Customers driven by needs expect excellent service,
performance of the employees in the public service as to enhancing their quality of life. They demand faster, better
customer is highly performed, suggesting that the respondents service and are loyal to organizations with high service levels.
place a high importance on the providing excellent customer Customer satisfaction and loyalty are crucial for business
service and value feedback from clients to improve the quality success. Similarly, individuals must meet customer needs to
of service. succeed. Organizations serve others to prosper through service.

It implies that clients are satisfied with the service given by the Organizations, big and small, are prioritizing customer service
government employees of their municipality. It is supported by as a key competitive edge. Providing excellent service not only
benefits customers but also drives organizations success.
Table 9
Level of Performance of Employees in the Public Service as to Responsibilities Towards the Organization
Indicative Statement Mean SD Remark
1. Understand their responsibilities and roles within the 4.83 0.44 Highly Performed
organization.
2. Committed in fulfilling their responsibilities and meeting 4.55 0.58 Highly Performed
organizational expectations.
3. Take ownership of their work and strive for excellence. 4.60 0.56 Highly Performed
4. Actively seek opportunities to contribute to the success of 4.67 0.52 Highly Performed
the organization.
5. Prioritize the organization’s goals and objectives through 4.78 0.48 Highly Performed
their words and actions.
6. Communicate openly and honestly with colleagues and 4.79 0.50 Highly Performed
supervisors.
7. Proactive in identifying and addressing challenges that 4.59 0.65 Highly Performed
may impact the organization.
9. Committed to improve their service to achieve their goal. 4.68 0.55 Highly Performed
10. Actively seek professional growth and development to 4.80 0.46 Highly Performed
better serve the organization.
Overall Mean 4.70 0.53 Highly
Performed

Note. N – 240. The mean is interpreted as follows: 4.20 – 5.00 = Highly Performed; 3.40 – 4.19 =
Performed; 2.60 – 3.39 = Moderately Performed; 1.80 – 2.59 = Slightly Performed; 1.00 – 1.79 = Not
Performed.

Table 9 shows the level of performance of employees in the within the organization.” obtained the highest mean score of
public service as to responsibilities towards the organization. 4.83 (SD = 0.44) indicating that the employees recognize their
The statement “Understand their responsibilities and roles roles and duties and prioritize the organization’s goals and

2024 EPRA IJMR | http://eprajournals.com/ | Journal DOI URL: https://doi.org/10.36713/epra2013 -------------------------------------------------------------753

 ISSN (Online): 2455-3662
EPRA International Journal of Multidisciplinary Research (IJMR) - Peer Reviewed Journal
Volume: 10| Issue: 5| May 2024|| Journal DOI: 10.36713/epra2013 || SJIF Impact Factor 2024: 8.402 || ISI Value: 1.188

objectives through their words and actions. Lastly, statement management of interdependencies among agents' activities
“Committed in fulfilling their responsibilities and meeting determines responsibilities within an organization, highlighting
organizational expectations.” obtained lowest mean score of the need for clear decision-making and resource usage. Work
4.55 (SD = 0.58). The overall score of 4.70 (SD = 0.53) commitment is the deep involvement both physically and
indicates that the level of performance of the employees in the psychologically in fulfilling one's responsibilities within an
public service as to responsibilities towards the organization is organization. It consists of affective, ongoing, and normative
highly performed, suggesting that the respondents to actively commitments, reflecting emotional attachment, the impact of
seek opportunities to contribute to the success of the work on one's life, and alignment of personal interests with
organization. work responsibilities. Providing incentives for employees who
excel in their duties can help increase their work commitment.
This is supported by the study of Syahril (2019) that people who Those with strong work commitments strive to achieve
have work commitments will always strive to carry out tasks satisfactory results and achievements in their tasks. Overall,
that are their responsibility well in order to obtain satisfactory promoting accountability, effective management of
results or achievement. interdependencies, and nurturing work commitment are
essential for enhancing performance in public organizations.
Emphasizing accountability for public employees is crucial for
improving work outcomes in public organizations. The
Table 10
Level of Performance of Employees in the Public Service as to Ethical Conduct
Indicative Statement Mean SD Remark
1. Consistently uphold ethical standards and conduct in their 4.70 0.51 Highly Performed
role in public office.
2. Prioritize the public interest and act in the best interest of 4.55 0.53 Highly Performed
the community.
3. Handle office resources and supplies with transparency 4.59 0.54 Highly Performed
and accountability.
4. Adhere to legal and regulatory requirements governing 4.76 0.45 Highly Performed
public office.
5. Avoid conflicts of interest and act impartially in decision- 4.67 0.52 Highly Performed
making process.
6. Maintain confidentiality and protect the privacy of 4.68 0.52 Highly Performed
individuals in accordance with the law.
7. Engage in ethical decision-making and consider the 4.68 0.50 Highly Performed
potential impact on clients.
8. Actively promote and contribute to a culture of ethical 4.65 0.59 Highly Performed
conduct within the public office.
9. Report any unethical behavior or misconduct he/she can 4.52 0.55 Highly Performed
observe or become aware of.
10. Believe that ethical conduct is essential for maintaining 4.73 0.48 Highly Performed
public trust and confidence in the office.
11. Adhere to ethical standards and conduct self with 4.63 0.53 Highly Performed
integrity in all aspects of their work.
Overall Mean 4.65 0.52 Highly Performed
Note. N = 240. The mean is interpreted as follows: 4.20 – 5.00 = Highly Performed; 3.40 – 4.19 = Performed;
2.60 – 3.39 = Moderately Performed; 1.80 – 2.59 = Slightly Performed; 1.00 – 1.79 = Not Performed.

Table 10 shows the level of performance of employees in the respondents to always engage in ethical decision-making and
public service as to ethical conduct. The statement “Adhere to consider the potential impact on clients.
legal and regulatory requirements governing public office.” This implies that employee performance on ethics in public
obtained the highest mean score of 4.76 (SD = 0.45) indicating service has high adherence to legal requirements promoting
that the employees consistently uphold ethical standards and ethical conduct. This is supported by the study of Khan, N.A.,
conduct in their role in public office. Lastly, statement “Report Salleh, A.M., Rahman, A.L., & Ahyat, M.M. (2018) that
any unethical behavior or misconduct he/she can observe or workplace ethics are one of the advantages in helping
become aware of.” obtained lowest mean score of 4.52 (SD = organizations to remain a good reputation and increase work
0.55). The overall score of 4.65 (SD = 0.52) indicates that the productivity.
level of performance of the employees in the public service as
to ethical conduct is highly performed, suggesting that the Ethics is essential in organizational culture. A strong ethical and
spiritual culture leads to better performance. Organizational
2024 EPRA IJMR | http://eprajournals.com/ | Journal DOI URL: https://doi.org/10.36713/epra2013 -------------------------------------------------------------754
 ISSN (Online): 2455-3662
EPRA International Journal of Multidisciplinary Research (IJMR) - Peer Reviewed Journal
Volume: 10| Issue: 5| May 2024|| Journal DOI: 10.36713/epra2013 || SJIF Impact Factor 2024: 8.402 || ISI Value: 1.188

culture impacts human functioning, shaped by external and should include ethics and spirituality. Workplace ethics help
internal influences like values, attitudes, and beliefs. The maintain a good reputation and increase productivity. Better
workforce's behavior is influenced by these norms. performance and reputation is the importance of ethics in
Organizational behavior is linked to corporate culture, which fostering a positive organizational culture.

Table 11
Level of Performance of Employees in the Public Service as to Compassion
Indicative Statement Mean SD Remark
1. Demonstrate empathy and understanding towards their 4.73 0.46 Highly
clients. Performed
2. Actively listen to the concerns and needs of the public 4.81 0.42 Highly
and strive to address them compassionately. Performed
3. Treat all individuals with respect and dignity, regardless 4.79 0.47 Highly
of their background or circumstances. Performed
4. Prioritize the well-being and welfare of those affected by 4.73 0.51 Highly
the decisions and policies I am involved in. Performed
5. Sensitive to the unique challenges and circumstances 4.68 0.61 Highly
faced by different individuals or groups within and outside Performed
his/her workplace.
6. Actively seek opportunities to support and assist clients 4.86 0.40 Highly
who require additional help or resources. Performed
7. Communicate in a compassionate and considerate 4.68 0.50 Highly
manner, taking into account the emotions and feelings of Performed
others.
8. Proactive in identifying ways to improve the quality of 4.84 0.45 Highly
services and support provided to the public. Performed
9. Collaborate with colleagues and stakeholders to find 4.92 0.31 Highly
compassionate and inclusive solutions to public issues. Performed
10. Believe that compassion plays a crucial role in 4.81 0.44 Highly
enhancing the overall effectiveness and impact of public Performed
office.
Overall Mean 4.78 Highly 0.46
Performed
Note. N = 240. The mean is interpreted as follows: 4.20 – 5.00 = Highly Performed; 3.40 – 4.19 =
Performed; 2.60 – 3.39 = Moderately Performed; 1.80 – 2.59 = Slightly Performed; 1.00 – 1.79 = Not
Performed.

Table 11 shows the level of performance of employees in the This study is supported by Plitt Donaldson, L. (2017) states that
public service as to compassion. The statement “Collaborate compassion is a core virtue in social work.
with colleagues and stakeholders to find compassionate and Compassion is a social emotion that reveals the strength of our
inclusive solutions to public issues.” obtained the highest mean moral connections to others. It is a fundamental value in social
score of 4.92 (SD = 0.31) indicating that the employees Work work and can be linked to religion and macro practice.
together with coworkers and interested parties to resolve public Compassion is triggered by recognizing our shared humanity
concerns in a way that is inclusive and caring. Lastly, statement and is a driving force for achieving sustainable goals and
“Communicate in a compassionate and considerate manner, promoting sustainable environment.
taking into account the emotions and feelings of others.”
obtained lowest mean score of 4.68 (SD = 0.50). The overall Displaying compassion in the workplace not only leads to
score of 4.78 (SD = 0.46) indicates that the level of performance individual benefits but also results in overall advantages such
of the employees in the public service as to compassion is as increased levels of shared positive emotions (e.g., pride and
highly performed, suggesting that the respondents to actively gratitude; Dutton et al. 2006) along with higher collective
listen to the concerns and needs of the public and strive to commitment and reduced turnover rates (Grant et al. 2008,
address them compassionately. Lilius et al. 2008).
\

2024 EPRA IJMR | http://eprajournals.com/ | Journal DOI URL: https://doi.org/10.36713/epra2013 -------------------------------------------------------------755

 ISSN (Online): 2455-3662
EPRA International Journal of Multidisciplinary Research (IJMR) - Peer Reviewed Journal
Volume: 10| Issue: 5| May 2024|| Journal DOI: 10.36713/epra2013 || SJIF Impact Factor 2024: 8.402 || ISI Value: 1.188

Table 12
Significance of Difference between the Identified Factors and Performance of Employees in the Public Service
Performance
Responsibilities
Identified Factors Customer
Towards the Ethical Conduct Compassion
Service
Organization

r = 0.214* r = 0.154ns r = 0.237* r = 0.252*

Organizational low slight low low
Culture p = .019 p = .092 p = .009 p = .005

r = 0.241* r = 0.182* r = 0.286* r = 0.277*

low slight low low
Training and
p = .008 p = .046 p = .002 p = .002
Development

r = 0.231* r = 0.195* r = 0.261* r = 0.227*

Employee low slight low low
Motivation p = .011 p = .033 p = .004 p = .013

r = 0.238* r = 0.174ns r = 0.273* r = 0.283*

low slight low low
Job Satisfaction
p = .009 p = .058 p =.009 p = .002

Note: *p <.05, **p <.01, ***p< .001

Table 12 presents the significant relationship between the Service, rs = .241, p = .008, Responsibility Towards the
identified factors and performance of employees in public Organization rs = .182, p = .046, Ethical Conduct rs = .286, p =
service wherein the computed r values and the p-values .002, and Compassion rs = .277, p = .013. However, there is no
between Organizational Culture, Training and Development, statistically significant correlation between Organizational
and Performance variables obtained were less than the Culture and Responsibility Towards the Organization based on
significance level of .05, indicating that there is a statistical the obtained value, rs = .154, p = .092 which is greater than the
significance among these variables except between 0.05 level of significance.
Organizational Culture and Responsibility Towards
Organization wherein p-value is higher than .05 level of Moreover, there is a statistically significant correlation between
significance. Furthermore, it shows that between Employee Employee Motivation and Performance wherein the obtained
Motivation, Job Satisfaction and Performance variables value of Customer Service is rs = .231, p = .011, Responsibility
obtained were less than the significance level of .05, indicating Towards the Organization rs = .195, p = .033, Ethical Conduct
that there is a statistical significance among these variables rs = .261, p = .004, Compassion rs = .227, p = .013. Same result
except between Job Satisfaction and Responsibility Towards between job Satisfaction and Customer Service, rs = .238, p =
Organization wherein p-value is higher than .05 level of .009, Ethical Conduct rs = .273, p = .009, and Compassion rs =
significance. .283, p = .002. However, there is no statistically significant
correlation between Job Satisfaction and Responsibility
There is a statistically significant correlation between Towards the Organization based on the obtained value, rs =
Organizational Culture and Performance wherein the obtained .174, p = .058 which is greater than the 0.05 level of
value of Customer Service is rs = .214, p = .019, Ethical significance.
Conduct rs = .237, p = .009, Compassion rs = .252, p = .005.
Same result between Training and Development and Customer

2024 EPRA IJMR | http://eprajournals.com/ | Journal DOI URL: https://doi.org/10.36713/epra2013 -------------------------------------------------------------756

 ISSN (Online): 2455-3662
EPRA International Journal of Multidisciplinary Research (IJMR) - Peer Reviewed Journal
Volume: 10| Issue: 5| May 2024|| Journal DOI: 10.36713/epra2013 || SJIF Impact Factor 2024: 8.402 || ISI Value: 1.188

Table 13
Significance of Difference in the Identified Factors When Respondents are Grouped According to Profile
Identifying Factors
Profile Organizational Training and Employee Job
Culture Development Motivation Satisfaction

F = 1.08 F = 1.13 F = 1.09 F=1.10

Age not significant not significant not significant not significant
p = .380 p = .363 p = .378 p=.377

t = 1.79 t = 2.18 t=2.47

t = 2.55*
Sex not significant not significant not significant
p= .117
p = .187 p = .146 p = .123

F = 0.10 F = 0.17 F = 0.05 F = 0.15

Educational
not significant not significant not significant not significant
Attainment
p = .957 p = .910 p = .983 p = .922

F = 2.57
F = 3.92* F = 4.61* F = 4.72*
Years in Service not significant
p = .49 p = .034 p = .032
p = .124
t = 3.17 t = 1.92 t = 2.48 t = 3.08
Employment Status not significant not significant not significant not significant
p = .141 p = .230 p = .178 p = .144
Note: *p <.05, **p <.01, ***p< .001

Table 13 presents the significant difference in the identified obtained were less than the significance level of .05, indicating
factors when respondents are grouped according to profile that there is a statistical significance among these variables
wherein the computed F values and the p-values between Sex except between Years in Service and Training and
and Organizational Culture obtained were less than the Development wherein p-value is higher than .05 level of
significance level of .05, indicating that there is a statistical significance.
significance among these variables. However, there is no
statistically significant difference between Sex, Training and Furthermore, it shows that Age, Educational Attainment and
Development, Employee Motivation and Job satisfaction based Employment Status have no statistically significant difference
on the obtained values which were greater than the .05 level of with any of the identifying factors based on the computed F
significance. In addition to this, the computed F values and the values and p-values which obtained greater than .05 level of
p-values between Years in Service and Identifying Factors significance.

Table 14
Significance of Difference in the Performance of Respondents When Grouped According to Profile
Performance
Responsibilities
Profile Customer Ethical
Towards the Compassion
Service Conduct
Organization
F = 2.19 F = 1.88 F = 1.17 F = 1.92
not significant not significant not significant not significant
Age
p = .212 p = .226 p = .359 p = .199

t = -.82 t = -1.34 t = -.67 t = .81

not significant not significant not significant not significant
Sex p = .414 p = .184 p = .505 p = .420

F = .81 F = .1.17 F = 1.75 F = .915

not significant not significant not significant not significant
Educational Attainment p = .907 p = .811 p = .783 p = .922

2024 EPRA IJMR | http://eprajournals.com/ | Journal DOI URL: https://doi.org/10.36713/epra2013 -------------------------------------------------------------757

 ISSN (Online): 2455-3662
EPRA International Journal of Multidisciplinary Research (IJMR) - Peer Reviewed Journal
Volume: 10| Issue: 5| May 2024|| Journal DOI: 10.36713/epra2013 || SJIF Impact Factor 2024: 8.402 || ISI Value: 1.188

F = 5.47* F = 8.06* F = 3.14* F = 6.90*

Years in Service p = .017 p < .001 p = .036 p = .001

t = 1.60 F = 2.83 F = 2.91 F = 2.02

Employment Status not significant not significant not significant not significant
p = .213 p = .078 p = .066 p = .082

Table 14 presents the significant difference in the performance obtained p-values for Age, Sex, Educational Attainment, and
of respondents when grouped according to profile. It was Employment Status as compared to Performance were higher
observed that there is a significant difference between Years than .05 level of significance.
in Service and Performance variables since the obtained p-
values were greater than .05 level of significance. However, the
Table 15
Composite Table on the Level of Performance of the Employees in thePublic Service
Level of Employee Performance Over All Mean VI

1. Customer Service 4.54 Highly Performed

2. Responsibilities Towards the Organization 4.70 Highly Performed

3. Ethical Conduct 4.65 Highly Performed

4. Compassion 4.78 Highly Performed

Total Mean 4.59 Highly Performed

Table 15 shows the composite results of the study on the level 5. Employee customer service performance - "Work well with
of performance of the employees in the public service assessed clients" scored highest while "Go above and beyond"
by the respondents with respect to customer service, scored lowest.
responsibilities towards the organization, ethical conduct and 6. Employees perform well in understanding and prioritizing
compassion. organizational goals but could improve in commitment
towards meeting expectations.
Findings showed that among the four aspects composing the 7. It showcases how employees perform in terms of ethics in
extent level of performance of the employees, compassion gets public service. Adhering to legal requirements results the
the highest mean. This reveals that the view of the clients in highest score.
employee compassion is seen in the organization as it is the core 8. Displays employees' compassionate performance in public
virtue in public service. It implied that among the four aspects service, results show collaboration is highly rated, while
on the level of performance of the employees, though all have proper communication or information dissemination
verbal interpretation of much highly performed, customer within the organization needs to improve.
service is the lowest this suggest a gap between perception and
reality. It displays the correlation between factors and employee
performance in public service. Significant relationships were
CONCLUSIONS found between Organizational Culture, Training and
In view of the summary of findings, the researcher therefore Development, Employee Motivation, Job Satisfaction, and
concluded the following: Performance variables. Results show statistical significance
1. Organizational Culture demonstrates high influence in between most variables, except between Organizational Culture
employee performance in public service emphasizing and Responsibility Towards Organization, and Job Satisfaction
client satisfaction but lacking in professional growth and Responsibility Towards Organization.
opportunities.
2. It reveals high influence on employee motivation in public Recommendations
service. The organization fosters a positive work The following are the recommendations and implications of
environment with clear goals driving motivation. the study:
3. The level of influence of identifying factors on employees' 1. LGUs might consider focusing on further in-house
performance with respect to organizational culture, professional development opportunities, such as mentorship
training, motivation, and satisfaction resulted that programs, targeted training, and career path mapping that could
organizational culture was found most influential while be beneficial to the job order and casual employees.
employee motivation least impactful. 2. Future studies can delve deeper into the specific aspects of
2024 EPRA IJMR | http://eprajournals.com/ | Journal DOI URL: https://doi.org/10.36713/epra2013 -------------------------------------------------------------758
 ISSN (Online): 2455-3662
EPRA International Journal of Multidisciplinary Research (IJMR) - Peer Reviewed Journal
Volume: 10| Issue: 5| May 2024|| Journal DOI: 10.36713/epra2013 || SJIF Impact Factor 2024: 8.402 || ISI Value: 1.188

organizational culture and motivation that have the most

significant impact on employee performance.
3. Future researchers can conduct a comparative analysis to see
if the factors affecting employee performance are consistent or
vary depending on the specific context.

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1. EL-RAWAS, A., & YASSEIN, S. (2017). Organizational
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Review.
2. GURUPRASAD, M. (2020). Job Satisfaction Level: A Case
Analysis of Different Organization.
3. HOTI, I., & FEJZA, J. (2019). The Process of Training of
the Employees. Knowledge International Journal.
4. KHAN, N.A., SALLEH, A.M., RAHMAN, A.L., &
AHYAT, M.M. (2018). Workplace Ethics: The Opposition
of Standards at Workplace. International Journal of
Modern Languages and Applied Linguistics.
5. MEEL, P. (2020). Analysis of the Researches on Service
Quality in Telecom Industry from 2000-2020. Social
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6. OCHOLA, G.O. (2019). Employee Motivation, An
Organizational Performance Improvement Strategy (A
Review on Influence of Employee Motivation on
Organizational Performance).
7. PLITT DONALDSON, L. (2017). Compassion in social
work practice at multiple systems levels. Journal of Religion
& Spirituality in Social Work: Social Thought, 36, 391 -
391.

2024 EPRA IJMR | http://eprajournals.com/ | Journal DOI URL: https://doi.org/10.36713/epra2013 -------------------------------------------------------------759