Reynaldo Antonio C. Villar
MS IDD&E – Syracuse University
CONTENT
INTRODUCTION
PURPOSE
AUDIENCE
OVERVIEW OF THE
MODEL
ANALYSIS
DESIGN & DEVELOPMENT
IMPLEMENTATION
EVALUATION
FIGURE 1 – ID Model
FIGURE 2 – Analysis Filter
FIGURE 3 – In-Proc-Out
FIGURE 4 – Innovation –
Decision Process
FIGURE 5 – Mediation
REFERENCES
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The Bangko Sentral ng Pilipinas (BSP) is proud to
be one of the best government agencies in the
Philippines. In fact, according to the Makati
Business Club, the BSP has been the top
performing Philippine Government Agency in its
surveys in 2006 and 2007. The Management of the
bank gives credit to the high level of competency
of its manpower for its continued success. To
further improve the excellence of its workforce, the
BSP created the Bangko Sentral ng Pilipinas
Educational Scholarship and Training Program
(BEST).
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The BEST aims to provide funding and
technical support to qualified employees to
pursue graduate and post-graduate courses in
locally and internationally well-known schools.
All BEST scholars are required and obligated to
return to their respective departments for an x
number of years as specified in their
scholarship contracts and apply what they
have learned in their respective areas of work.
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Since 2004 the BSP has funded 41 local and
international scholarships. Out of the 41 scholarships
granted, 36 are international and 5 are local. There
have been 30 graduates from the program and all of
them have returned to their respective departments
and offices. I have heard a lot of grumblings and
complaints from returning scholars concerning their
experience and expectations once they return from
their studies. There are also some apprehensions and
concern from colleagues of the scholars that took over
the work of the scholar while he was away. These
problems according to the scholars have prevented
them from fully utilizing their newfound knowledge
and thereby, lowering the quality of the work output.
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The purpose of my model is to further scrutinize
and analyze if there is a problem prevailing in the
bank that hinders the BSP BEST program and its
scholars from its desired result of further
improving work competency and quality output.
Depending on the outcome of the analysis and
assuming that there is a gap between the desired
outcomes and the actual outcomes, my model will
design, develop, implement and evaluate a
training that will address the problem.
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The Audience will be made up of the system and
subsystems in the organization of the BSP. The intended
audience of the model are as follows:
The Monetary Board of the BSP (policy making body of the
bank, which is composed of 7 members, including the
Governor of the Central Bank) - has the power to approve
and cancel any program being implemented by the bank.
The Human Resource Sector – made up by the Deputy
Governor (head of the sector), Managing Director and
Director – sector and the departments that handles the
implementation of the BEST program and human resource
development.
All Deputy Governors down to the respective Directors of
the different sectors and departments from where the
scholars come from.
The Scholars that have benefitted from the BEST program
Colleagues of the scholars in his division/ department
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The model is based on Dick and Carey’s ADDIE model.
While the former has a linear structure, my ID Model will
have a circular direction. The circular direction will enhance
the interdependability of the components with each other
and bring out the feedback and revision element of the
model. It will also highlight the importance of the Analysis
component, which will set the general tone and motion of
the model. The prevailing environment and problem of the
organization will originate from this stage and is deemed to
affect and influence how the other components will be
prepared and initiated. The other components are design,
development, implementation and evaluation. There will be
a review between the stages, called formative evaluation
and will act as a checkpoint if each stage is aligned with the
other parts of the model. The pyramid in the middle
symbolizes the GAP, where the most important reasons why
there is a problem will be placed. The Innovation-Decision
Process will also be utilized. The model is an adaptive
model, which can be applied to other government agencies.
C
KS
FE
Analysis
E
FE
Evaluation
Design
FE
PS
Implementation
Development
I
FE
D
FE
Organizational
Climate
Cultural
Climate
Learner
Character.
Environment
Analysis
Prior
Knowledge
Learner
Analysis
Motivation
Training
Performance
Analysis
Focus
Groups
Organization/
Management
Job
Descriptions
Survey
Interview
Observation
Analysis
Questionnaires
Personnel
Records
Current
Outcome
GAP
Desired
Outcome
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The BSP, like most government institutions in the
Philippines have many layers of authority figures,
rules, systems and sub-systems. It is a big
bureaucratic organization and problems that arise
within the organization are very hard to pinpoint.
This is the reason why my model will have a
substantive analysis stage. I created a sub model
for the analysis component, which I call the
Analysis Filter Model (AFM). This model will help
track the different elements that are needed to
discover what is causing the gap between the
current performances of the returning BEST
scholars from their desired output. The resulting
data from the AFM will be processed in Figure 3.
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The blue stage contains the three types of analysis: Environmental,
Learner and Performance Analysis.
The pink stage contains what is included within the 3 main analyses.
1.) Learner Analysis – What are the characteristics of the BEST
Scholar? Is he knowledgeable when it comes to his current job?
2.) Environmental Analysis – In what type of environment is the
learner in? What is the cultural and organizational climate
surrounding him? Can this have any effect in the way he is
performing?
3.) Performance Analysis – Is it an incentive, motivation, training or
organizational management problem that is causing the gap?
The green stage contains the tools and methods in conducting frontend analysis.
Focus groups
Interviews
Questionnaires
Job Descriptions
Personnel Records
Observation
Inputs: 1.) Returning Scholars –
Expectations and Experience, 2.)
Organizational Reality – Job Placement, Org.
needs, Organizational decision making & 3.)
Current employees that stayed behind Expectations
Process: 1.) Personal Motivation,
2.) Organizational Policies, 3.) Job
Design
Outputs: 1.) Better Matching of
Employee to Job/position, 2.) Increase
Motivation, 3.) Increase Employee
Satisfaction, 4.) Increased Organizational
Effeciency
KS
PS
D
I
C
From Figure 2, there is a clear and complete view of the input and the
process to achieve the needed outcomes. The Innovation-Decision process
(based on Everett M. Roger’s work) will start with its first component after
the Analysis of the problem has been done. The steps of the Innovation Decision Process are as follows:
1.) Knowledge Step (KS)
2.) Persuasion Step (PS)
3.) Decision (D)
4.) Implementation (I)
5.) Confirmation (C)
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I included the Innovation-Decision process in my model, because
it satisfies the need to inform and include the decision makers.
This is needed specifically for government organizations such as
the BSP as every movement that affects the employees must be
done with the proper confirmation of a decision maker.
Knowledge Step: Presentation of the problem and basic
explanation of the model.
Persuasion Step: Present the design, and development of the
model in more detail and how it can address the problem.
Decision: Decision maker finally decides whether to go through
with the implementation of the model
Implementation: Implementation component of the model is
executed.
Confirmation: Depending on the result of the evaluation of the
program, the Decision maker, either adopts the model or
discontinues it.
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Through the analysis stage, the problem is centered on
the lack of motivation, due to the current organizational
policies and job design structure. The objectives of the
instruction are: a.) Better matching of employee to
position or job design, b.) Increase motivation of learners,
c.) Increase employee satisfaction and, d.) Increase
organizational efficiency. These objectives must be
reached to close the gap. I will design a Mediation Model
to facilitate the instruction. It will be made up by a
number of meetings and the entire process will last a
maximum of 2 months. The meetings will feature an open
forum,
role-playing
activities,
simulation
and
presentation of case studies.
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There will be invited guests, preferably decision makers
in the organization mid level, BSP scholars and different
staffs from departments where the scholars come
from. The mediation model’s aim is to let the different
parties see why the output of the BEST scholars are below
from what is expected and hopefully be able to address
organization polices and job design to increase
motivation of the BEST scholars. The Bangko Sentral ng
Pilipinas Institute (BSPI) being the training department of
the Bank, will be the department to conduct the program
and will be in charge of all administrative work and also
provide the staff to help the instructional designer
facilitate the instruction program.
Meeting
1
Meeting
7
Meeting
2
Meeting
6
Meeting
3
Meeting
5
Meeting
4
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There will be a number of meetings but the main meetings
are as follows:
Meeting 1 (day 1)
Guests:
Director - Bangko Sentral ng Pilipinas Instititute (BSPI)
Director – Human Resource Development (HRD)
Managing Director – Human Resource Sector (HRS)
Instructional Designer
5 BEST Scholars (completed) from different departments
The place will be the meeting room C in the 17th floor of the
BSPI-BSP Complex
Time will be set for 2 hours from 1:30-2:30pm
Matters to be discussed: Open forum on what ails the BEST
scholars
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Meeting 2 (day 2)
Guests:
Director - Bangko Sentral ng Pilipinas Instititute (BSPI)
Director – Human Resource Development (HRD)
Managing Director – Human Resource Sector (HRS)
Instructional Designer
Between 5-10 colleagues of BEST Scholar
The place will be the meeting room C in the 17th floor of the BSPI-BSP
Complex
Time will be set for 2 hours from 1:30-2:30pm
Matters to be discussed: Open forum on concerns by the employees
towards the BEST Scholar
Synthesis of day 1 and day 2 meetings (1 hour) 2:30-3:30pm
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Meeting 3 (1 week after 2nd meeting)
Guests:
Director and Staff of BSPI (Training Department)
Staff of Director of HRD
Plan to conduct series of questions that will launch Role Playing
Activities, Simulations and Case Studies related to subject matter.
The place will be the meeting room C in the 17th floor of the BSPI-BSP
Complex
Time will be set for 3.5 hours from 1:00-4:30pm
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Meeting 4 (1 week after 3rd meeting)
Guests:
Director and Staff of BSPI (Training Department)
Staff of Director of HRD
Plan to conduct series of questions that will launch Role Playing
Activities, Simulations and Case Studies related to subject matter.
The place will be meeting room C in the 17th floor of the BSPI-BSP
Complex
Time will be set for 3.5 hours from 1:00-4:30pm
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Meeting 5 (1 week after 4th meeting)
Guests:
Director & Staff- Bangko Sentral ng Pilipinas Instititute (BSPI)
Director & Staff– Human Resource Development (HRD)
Managing Director – Human Resource Sector (HRS)
Instructional Designer
2-3 BEST scholars and 3-5 colleagues of the BEST scholars
Conduction of Role playing, simulations done through guided questions
Presentation of case studies
The place will be meeting room C in the 17th floor of the BSPI-BSP
Complex
Time will be set for 3.5 hours from 1:00-4:30pm
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Meeting 6 (1 week after 5th meeting)
Director - Bangko Sentral ng Pilipinas Instititute (BSPI)
Director – Human Resource Development (HRD)
Managing Director – Human Resource Sector (HRS)
Instructional Designer
Synthesis concerning meeting 5
The place will be meeting room C in the 17th floor of the BSPI-BSP
Complex
Time will be set for 3.5 hours from 1:00-4:30pm
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Meeting 7 (2 weeks after the 6th meeting)
Deputy Governor of the Resource Management Sector (RMS)
Director - Bangko Sentral ng Pilipinas Instititute (BSPI)
Director – Human Resource Development (HRD)
Managing Director – Human Resource Sector (HRS)
Instructional Designer
Presentation of the findings and observations
The place will be meeting room C in the 17th floor of the BSPI-BSP
Complex
Time will be set for 3 hours from 1:30-4:30pm
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All meetings should be done after lunch as to
be cost effective. Snacks will be served for all
meetings that goes beyond 3pm. The money
will come from the BSPI budget. The rooms
will be reserved by the BSPI staff.
Microphones, speakers and other equipments
needed for the meetings will also be provided
by the BSPI.
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With the help of the BSPI office, the mediation
model will be implemented.
The time of the meetings should be followed as
not to “steal” time from the officials of the BSP.
Make sure that the model is followed.
All guests mentioned in the development stage
must be notified before hand of the series of
meetings.
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Formative Evaluation (FE) is done in between the stages of
Analysis, Design, Development and Implementation. FE is a
very important part of the entire ID model as it will work as
a check point, that all the stages are aligned to the purpose
of the ID model. Are the stages concerned working to close
the gap?
The final evaluation or Summative evaluation is done after
the implementation stage. The methods used in the analysis
stage in the AFM will be used again to assess if the
participants, by going through the process of meetings,
simulations and role playing are motivated enough to
produce quality output. More importantly, will the decision
makers after going through the process are convinced
enough to change organizational polices regarding job
design that can affect the BEST scholars and their colleagues
in their departments.
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If the decision makers do not see any problems
and as a result of the non-action of the officials,
the BEST scholars and their colleagues continue
to underperform, then a review of the entire
process must be done.
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http://www.e-learningguru.com/articles/art2_3.htm
http://www.instructionaldesign.org/models/addie.html
http://psych.hanover.edu/vygotsky/krauss.html
http://www.arcsmodel.com/pdf/Motivational%20Design%20
Rev%20060620.pdf
Romiszowski, A.J.(1981). Designing Instructional Systems.
Newyork, NY: Nichols Publishing