PROF. DAVID CABABARO BUENO, AB, MA, MPM, MBA, Ed.D., DBAc
Dean, Graduate School & Director, Research and Publication Office
Columban College, Inc., Olongapo City
and
PROF. JEFFERSON MENDOZA SADERA, AB, MPM, DPA
Professor, MPM Program & Program Chair, Social Science Department
Columban College, Inc., Olongapo City
jeffersonsadera.yahoo.com.ph
ip

Few organizations can evaluate their
performance accurately by averaging
the performance of their employees.

In most cases, the performance of an
organization is determined by the
productivity and efficiency of higherlevel organizational entities such as
departments.
 One
aspect of performance that has
attracted particular attention from
public researchers is human resource
management.
 In
this venture, the researchers
focused on the impact of human
resource management practices
(HRMP) on the work performance
of the employees.
Furthermore,
Huselid (1995) found that
HRMP such as employee recruitment
and selection procedures,
compensation and performance
management systems, employee
involvement, and employee training
have a significant impact on
employee turnover and productivity,
and on short- and long-term
corporate performance.
 Dean
(1996) showed that, particularly
in the context of a quality strategy,
employee productivity is higher
where the human resource
management system is focused on
enhancing human capital.
 Similarly,
Patterson (1998) found
significant influences of job design
and employee skill development on
the productivity and profitability of
small- and medium-sized
departments.
A
conceptual model of this research
has been described by Kopelman
(1990).
 He
argued that HRMP designed to
improve productivity also influence
one or more dimensions of work
climate.
 Changes
in pay and promotion
policies might be expected to alter
employee perceptions of reward
orientation and, possibly, of equity
and fairness.
 Similarly,
the introduction of training
programs is likely also to have a
positive influence on employee
perceptions of task support.
 Thus,
the influence of HRMP on
performance cannot be explained
without identification of suitable
intervening variables, and
understanding the joint and
interacting roles of HRMP variables
and performance is therefore a vital
element in furthering understanding
of performance in the LGUs in Subic,
Zambales.
P
E
R
S
O
N
N
E
L
P
R
A
C
T
I
C
E
S
Job Description
Selection
Performance
Appraisal
Training
EMPLOYEE
PERFORMANCE
Compensation
Career Planning
Employee
Participation
Figure 1. The Conceptual Framework of the Research
 The
study aimed to determine the
relationship of human resource
management practices (HRMP) and
employees’ performance in the
Local Government Units of Subic,
Zambales.
 Specifically,
the study sought to
answer the following questions:
1. How may the HRMP in the various
departments of the local government be
described in relation to Job Description;
Selection Process; Performance
Appraisal; Training; Compensation;
Career Planning; and Employee
Participation?
2. How may the employee performance
form the various departments be
described based on the previous and
latest performance evaluation
conducted by the Human Resource
Office?
3. Is there a significant relationship
between HRMP and employee
latest performance?
4. What implications can be drawn
from the findings of the study
toward effective and efficient
utilization of personnel?
 The
researchers utilized the
descriptive-survey method of
research to assess the relationship
of HRMP on work performance of
employees at the various
departments in the Local
Government Unit of Subic,
Zambales.

There were eighty-six (86) permanent
or civil service appointee-employees
involved as respondents of the study
taken from the different departments
in the Municipality of Subic, Zambales.

The identification of the various
departments and determination of the
total number of respondents was
secured and done with the help of the
Human Resource Officer of the local
government.
 The
survey-checklist was the main
instrument used to assess the
HRMP of the departments.
 Documentary
analysis was done
for the work performances of
employees.
 All
data gathered through were
tallied, tabulated, analyzed and
interpreted accordingly using both
descriptive and inferential statistics.
Departments
Mayor’s Office
Market and Slaughterhouse
Budget
Planning and Development
Civil Registrar
Treasurer
Accounting
Engineering
Agriculture
DSWD
Health Unit
Assessor
Total
Frequency
11
9
3
4
5
12
4
12
5
4
15
2
86
Percentage
12.79
10.46
3.48
4.65
5.81
13.95
4.65
13.95
5.81
4.65
17.44
2.32
100
Table 1. Number of Respondents Per Department
RESULTS
Job Description
WX DR
1. The duties of every job are clearly defined in our department.
4.40
SA
2. Each job in our organization has an up-to-date job description.
4.23
SA
3. The job description for each job contains all the duties performed by
individual employee.
4. The actual job duties are shaped more by the employee than by the
formal job description.
4.44
SA
4.56
SA
5. The job specification for each position in clearly defined.
4.40
SA
6. The duties and responsibilities of the position are matched with the job
4.34
SA
7. The defined duties in the department are strictly implemented.
4.59
SA
8. Other responsibilities assigned to the employees are related to his/her
4.57
SA
4.22
SA
4.56
SA
specification.
area of specialization.
9. Provision of extra responsibilities given to the employees are reflected in
his/ her job description.
10. Extra responsibilities and duties given to the employees are efficiently
accomplished.
Selection Process
WX DR
1. The selection systems followed in our department are highly scientific and
rigorous.
2. Department head and HR manager participate in selection.
3.78
3. Valid and standardized tests are used when required in the selection
process.
4. Selection system in our department selects those having the desired
knowledge, skills and attitudes.
5. Applicants undergo structured interviews (job-related questions, same
questions asked of all applicants and rating scales) before being hired.
6. Qualified employees have the opportunity to be promoted to positions of
greater pay and/or responsibility within the unit.
7. Applicants for this job take formal tests (paper and pencil or work sample)
before being hired.
8. The rules governing promotion of qualified employees are followed.
3.80
A
4.10
A
9. The qualification requirements for promotion are strictly implemented.
4.00
A
10. There is a clear policy on pre-selection process to come up with the short 3.90
list of qualified candidates.
Average Mean
4.04
A
A
4.34 SA
4.21 SA
4.20 SA
3.92
A
4.23 SA
A
Performance Appraisal
WX
DR
1. Performance of the employees is measured on the basis of objective
quantifiable results.
2. Appraisal system in our department is growth and development
oriented.
3. Employees are provided performance-based feedback and counseling.
4.50
SA
4.32
SA
4.21
SA
4. Employees have faith in the performance appraisal system.
4.36
SA
5. Appraisal system has a strong influence on individual and team
behavior.
6. The appraisal data are used for making decisions like job rotation and/
or promotion.
7. The objectives of the appraisal system are clear to all employees.
4.33
SA
4.21
SA
4.23
SA
8. Employees in this job regularly (at least once a year) receive a formal
evaluation of their performance.
9. The performance data are used for making decisions like training and
staff development program.
10. The appraisal data are used for making decisions like compensation/
ranking system.
Average Mean
4.78
SA
4.12
A
4.23
SA
4.33
SA
Training
WX
DR
1 Our organization conducts extensive training programs for its
employees in all aspects of quality.
2. Employees in each job will normally go through training programs
every year.
3. Training needs are identified through a formal performance appraisal
mechanism.
4. There are formal training programs to teach new employees the skills
they need to perform their jobs.
5. New knowledge and skills are imparted to employees periodically to
work in teams.
6. Training needs identified are realistic, useful and based on the
business strategy of the department.
7. Sends staff to attend trainings, seminars, conferences and others
from outside source.
8. Supports and develops creativity and innovation among staff.
3.77
A
4.10
A
4.00
A
3.90
A
4.21
SA
3.55
A
3.54
A
4.32
SA
9. There is sharing of acquired knowledge/skills by co-workers.
4.20
SA
10. There is educational or training leave for employees.
3.20
MA
3.88
A
Average Mean
Compensation
WX
DR
1. Job performance is an important factor in determining the incentive
compensation of employees.
4.21
SA
2. Salary and other benefits are comparable to the other unit.
4.23
SA
3. Compensation is decided on the basis of competence or ability of
the employee.
4. The compensation for all employees is directly linked to his/her
performance.
5. Profit sharing is used as a mechanism to reward higher
performance.
6. Pay raises for employees in this job are based on job performance.
4.20
SA
4.21
SA
4.22
SA
4.24
SA
7. Employees have the opportunity to earn individual bonuses for
productivity, performance or other individual performance outcomes.
4.58
SA
8. Salary is received according to the number of hours and days
worked on time.
9. Leave benefits/ compensations are provided by the unit.
4.56
SA
4.55
SA
10. The present salary/ compensation is satisfying.
4.33
SA
4.33
SA
Average Mean
WX
DR
1. Individuals in this department have clear career paths.
3.43
A
2. Employee’s career aspirations within the unit are known by his/ her
immediate superior.
4.22
SA
3. Employees in our unit have more than one potential position for
promotion.
4. Individual growth needs are matched in this unit.
4.12
A
4.23
SA
5. Our department plans for the career and development of employees.
3.59
A
6. Our unit prefers an internal employee whenever a vacancy exists.
4.59
SA
7. Each employee is aware of his/her career path in the unit.
3.26
A
8. Each qualified employee is given opportunity for career growth within
the unit.
4.41
SA
9. Growth needs is matched in this unit.
3.47
A
10. Qualified employees in our unit are directed toward potential position
for promotion.
Average Mean
4.21
SA
3.95
A
Career Planning
Employee Participation
WX
DR
1. Employees in this unit are allowed to make decisions related to cost
and quality matters.
2. Employees in this unit asked by their superiors to participate in
operations related decisions.
3. Employees are provided opportunity to suggest improvements in the
way things are done here.
4. Employees have a reasonable and fair complaint process.
4.53
SA
4.22
SA
4.56
SA
4.51
SA
5. Employees are involved in quality improvement groups.
4.32
SA
6. Employees are involved in formal participation process like problem-
4.59
SA
4.76
SA
8. Superiors are respectful to the opinion of their employees.
4.65
SA
9. Decisions endorsed/ suggested by the employees are highly
4.74
SA
4.21
SA
solving groups.
7. Employees are involved in roundtable discussions, or suggestion
systems.
considered.
10. Employees are involved in the formulation and execution of ranking
and promotion system.
Performance
1st
2nd
Descriptive
Rating
4.20 – 5.00
F
%
F
%
Rating
12
13.95
18
20.93
Outstanding
3.40 – 4.19
41
47.67
57
66.27
Very Satisfactory
2.60 – 3.39
29
33.72
11
12.79
Satisfactory
1.80 – 2.59
4
4.65
0
00
Below
Satisfactory
1.00 – 1.79
0
00
0
00
Poor
Total
86
100
86
100
Very
Mean
3.71
4.08
Performance
Previous and Latest Performances of
the Local Government Employees
Satisfactory
Related Variables
rxy Value
Decision
Interpretation
Job Description
.796
Reject Ho
High Correlation
Selection Process
.771
Reject Ho
High Correlation
Performance
Appraisal
.843
Reject Ho
High Correlation
Training
.821
Reject Ho
High Correlation
Compensation
.952
Reject Ho
Very High Correlation
Career Planning
.785
Reject Ho
High Correlation
Employee
Participation
.839
Reject Ho
High Correlation
Table 10. Relationship Between HRMP and Employee Performance
 The
duties of every job were clearly
defined in each department.
Qualified employees have the
opportunity to be promoted to
positions of greater pay and/or
responsibility within the department
and the rules governing promotion of
qualified employees.
 The
employees were definite that the
performance appraisal activity
conducted was oriented toward their
growth and development.
 Likewise,
sharing of acquired
knowledge/skills by co-workers was
imperative for them. They were
satisfied in terms of the salary
received.
 Their
career aspirations within the
unit were known by their
immediate superior, where in each
qualified employee is given
opportunity for career growth and
directed toward potential position
for promotion.
 There
was growing evidence of
employee participation, and they
were allowed to make decisions
related to cost and quality matters,
asked to participate in operationsrelated decisions, and provided
opportunity to suggest
improvements in the way things
were done.

There was an increased or improvement in
the performance of the employees from
the previous and the latest performance
evaluation. The overall performance of the
municipal employees was very
satisfactory.

The HRMP in the various departments of
Local Government have positive impact on
the current performance of the employees.
 Thus,
there was a significant
relationship between HRMP and
employee performance.
 The
performance rating of the
employees was directly influenced y
how they were efficiently and
effectively treated based on the
department’s personnel management
practices as assessed by them.
 HRMP
in the various
departments were geared
toward efficient utilization of
employees in achieving goals
within any department.
 The
Local Government of Subic
should maintain and continue to
provide satisfactory practice
related to job description,
personnel appraisal, compensation,
and employee participation, and
should enhance the selection
process, provision of employee
training, and career planning.
 The
municipal employees should be
continually properly guided by
their specified duties and
responsibilities and work for their
career growth by attending inservice training and active
participation to their respective
department toward excellent
performance.

Provisions of training, compensation,
career planning and employee
participation should be enhanced to
positively affect the municipal
employees.

The Local Government of Subic should
also pursue and support programs that
facilitate the recruitment, selection,
training, and retention of employees
who are professional and sensitive to
the community.
 The
department heads should
likewise employ accepted
techniques of supervision and
discipline to ensure adequate
performance.
A
parallel study should be
conducted in other municipalities of
Zambales to further enhance the
personnel management practices
among local government
employees.
Thank You
Very Much!!!