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INTRODUCTIONTraditionally, Filipinos have come to value certain traits
like hospitality, pakikisama, close family ties, respect for
elders and loyalty. These old cultural values are still relevant
even with the present needs and conditions of the Filipino
people.
In particular, these cultural values, in one way or the
other, affect the nature of the promotional staff of the
Department of Education in Lanao Del Sur and Marawi
City in practicing and performing their day to day functions
as part of the administration. To some extent, these values
influence the manner by which they implement the poli-
cies of the Department of Education or the decisions or
judgments that they make every day as they perform their
tasks and duties as middle managers. The matter is impor-
tant because their performance is critical to the entire
leadership.
In addition, the Filipino culture, like many Asian cul-
tures, is very relationship-oriented. It comes as no surprise,
therefore, that the very core strategy for retaining workers
in the Philippines is to cultivate a friendly and relationship-
building atmosphere. In the family, in the school, and in
the work environment, a group or relationship always
exists. This state of relationships may be one of the reasons
why Filipinos are generally described as hospitable, chari-
table, friendly, caring, and family-oriented. Further, Filipi-
nos join an organization or enter into a relationship for
Ansano M. Ampog,Mindanao State University, Marawi City,
PhilippinesEmail: ansanoampog@yahoo.com
Cultural Values and Job Perfor-mance of the Promotional Staff ofthe Department of Education,Lanao Del Sur and Marawi City,Philippines
ABSTRACTThe study mainly determined whether Filipino cul-tural values influenced the job performance of thepromotional staff of the different divisions of theDepartment of Education in the province of LanaoDel Sur and Marawi City in the Philippines. The datagathered were analyzed using descriptive statistics,Pearson’s product-moment coefficient of correlationand t-test for correlation. Results revealed that mostof the respondents were females, 31-40 years old,married, Muslims, Maranaos, permanently hired byDepEd, had master’s degrees, had been in the ser-vice for 16 years and above, and earned betweenP20,000.00-P24,999.00 per month, the culturalvalues of utang-na-loob (dept of gratitude), balikatanor bayanihan (unity or oneness), pakikitungo(smooth interpersonal relations), galang (respect),pagbabahala, pakikisama or pakikipagkapwa (con-cern for one another), tapang or tibay ng loob (brav-ery or endurance), amor propio or delicadeza (senseof propriety) and awa or malasakit (sympathy) werepracticed by the respondents while their performancelevel was found to be very satisfactory. The test re-sults revealed that only three socio-economic vari-ables namely; age, sex, and length of service hadsignificant relationship with job performance, testedat 0.05 level of significance. Moreover, seven out ofthe nine cultural values had significant relationshipsto the promotional staff’s job performance. Only amorpropio and awa or malasakit had no significant re-lationships to the respondents’ job performance.KEYWORDS: Cultural values, Socio – demographicprofile, cultural practices, job performance, depart-ment of education
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51Journal of Government and Politics Vol.6 No.1 February 2015
reasons such as need for acceptance, reaction to
pressures, employment requirements and others.
Specifically, a relationship or group always has
rules. These rules may be defined. They become
the basis for describing or judging the individual,
as a member of the group or relationship and the
group or relationship itself.
The success of the organization of the relation-
ship mainly depends upon how the members
related to each other and coordinate efforts which
in turn, depend upon how they see the group or
the relationship as an end or means to an end.
There are many Filipino values that interplay in
the life of an organization and in the task of a
managerial leader. First is planning which includes
ningas-cogon, bahal na, and pasahan ng trabaho.
Second is organizing which includes pakikisama,
utang-na-loob, sakop system, bata-bata system. Third is
executing or implementing which includes Filipino
time, palusot, hiya and pakikisama. And fourth is
controlling which includes manloloob, kanya-kanya,
and takipan.
Considering the importance of integrating the
Filipino employees in the life of the organization,
the leader must understand that Filipino values
have positive and negative polarities. Thus, he
must know how to bring out the positive polarity
of the Filipino values.
In particular, the promotional staff acts as the
administrative head of a certain section at the
DepED. As a leader, he must have positive values.
If a leader’s values are continually being called in a
question by his subordinates, he cannot continue
to function as a leader. He must consistently set an
example of the values of fairness, integrity, and
high moral character.
Values may be defined as those standards of
which a group or society judges the desirability and
importance of persons, ideas, actions, goals and
other socio-cultural objects. Values are shared
convictions or beliefs in what are considered
contributory to the welfare of the group (Bustos, et
al., 1985).
From these definitions, one can clearly see how
values are affected by society and, in turn, how
society can be affected by the values held by its
members. It is from the way society contributes to
the upbringing of the individual that he gets to
develop a certain set of values. This very same set
of values will determine whether or not he would
become an asset or a liability to the social group
where he belongs. It is, therefore, the role of the
school, as an agent of education, to interfere and
perform its parts in the development of whole-
some attitudes and values in the learners. Truly,
values education has an immeasurable role to play
in national development. Research Objectives /
Problems
Ø Determine the socio – demographic Profile of
the Promotional Staff of the Department of
Education in Lanao Del Sur and Marawi City,
Philippines.
Ø Determine the extent of adherence of the
promotional staffs to cultural values and prac-
tices.
Ø Identify the promotional staff’s job perfor-
mance.
Ø Establish the significant relationships between
promotional staff’s socio – demographic profile
and their level of job performance.
Ø Determine the significant relationships between
the promotional staffs’ extent of adherence to
cultural values and practices and their level of
job performance.
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Ø Identify the related issues and problems encoun-
tered relevant to cultural values and practices.
Ø Establish solutions to issues and problems on
cultural values that may affect their job perfor-
mance.
THEORETICAL FRAMEWORKThe perspective of Filipino cultural values was
utilized in the conceptualization of this paper.
Filipino cultural values are widely held beliefs
which make some activities, relationships, goals
and feelings important to the Filipino people’s
identity. When these Filipino values coalesce and
mesh in a mutually supportive system, it is called
“Filipino value system”.
In the Philippines, it is obvious that culture has
a tremendous impact on the management of
Filipino organization and companies. Thus, the
national culture is an important ingredient in
shaping organizational values and practices for the
workforce to adopt in the work environment. For
example, pakikitungo (sense of being civil with) as a
cultural value may affect job performance of the
employee but it is the role of the management to
call the attention of the person concerned to
correct such practices. This value can be labeled as
positive value if it is appropriate and acceptable to
the existing rules and policies of any organization
(Andres, 1998).
Furthermore, the Filipino holds some cultural
values in high esteem. Amor propio (self- respect),
pakikitungo (transacting of being civil with),
pakikipagkapwa (sense of fellow being), delicadeza
(propriety), hiya (shame), utang-na-loob (debt of
gratitude), pakikisama (getting along) and religiosity
are ingredients of every day interpersonal relations
inside and outside the organization. These lend
unique qualities to his relationship with his fellow-
men (Bautista, V. 1993).
Valera (1987) cited by Jovita (2012) emphasizes
that Filipinos hold their cultural values in high
regard and some of these values are honor (amor
propio), propriety (delicadeza), shame (hiya), debt of
gratitude (utang-na-loob), and getting along
(pakikisama) which are vital factors in their inter
and intra personal relations within communities.
As these values affect the function of those in the
organization, it seems that the dissatisfaction of the
members of the society towards those working in
any organization has become rampant and what
aggravates the impact of this trend (dissatisfaction)
is the fact that there are many different faces of
Filipino organizational culture.
The importance of studying cultural values is
enhanced by the fact that it may affect the kind of
performance that individual in an organization
has. Therefore, these Filipino cultural values are
sources or bases of decision making in any group of
people in organization. Such decisions affect the
performance of that particular group or organiza-
tion.
Hence, Byars, et. al. (2000) cited by Jovita (2012)
define performance as the degree of accomplish-
ment of the tasks that make up an employee’s job.
It reflects how well an employee is fulfilling the
requirements of a job. They further explained that
performance is often confused with effort, which
refers to energy expended and that performance is
measured in terms of results. However, according
to Deblois and Corriveau (1994) a strong outcome-
oriented culture and an obsession with quantitative
performance indicators coupled with unethical
behaviors may be detrimental to an organization’s
effectiveness.
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Meanwhile, the frequency of an employee’s
performance is directly related to his personal
knowledge of the job, attributions or value, com-
mitment, and his technical knowledge of the
assignment (Ignilan, 2001).
Also, the job performance of an employee
represents his moral standards or values, like
honesty. This value may be tested in the integrity
or the tendency of an employee to either succumb
to bribery, cheating, or stealing inside the work-
place (Sutaria, 1996).
The practice of cultural values in the work place
if put in a proper perspective, does affect job
performance among employees. Most often than
not, these cultural values may make or break their
performance in the work place. In the exercise of
the functions of the promotional staff, sometimes
these cultural values affect their own decision
making. The schematic diagram in Figure 1 pre-
sents the relationships of the variables in this study.
The following terms are defined either concep-
tually or operationally in order to facilitate easy
understanding on the various concepts used in this
study. The terms that are necessary to be under-
stood are defined for the purpose of clarity.
Amor Propio/Delicadeza. This refers to self-
esteem. It is sensitivity of the self-centered type
(Andres, 1981). It is shown in the sensitivity of a
person to hurt feelings or insult-real or imagined.
Awa/Malasakit. This is crisis-oriented. Andres
(1981) defines it as pity, compassion, mercy, charity,
kindness, loyalty, sincerity and faithfulness.
Balikatan/Bayanihan. This means burden shar-
ing and cooperation. It is shown through the
cooperative endeavor of the school administrators,
the teachers and parents in the school and in the
community (Andres, 1981). In this study, this
describes, among others, whether the promotional
staff sees to it that work of teachers is coordinated,
accepts new ideas in formulating policies for school
improvement, solicits teamwork in achieving goals,
or acts on school problems after due consultation
with the teachers.
Cultural values. According to Palispis (2000),
cultural values are principles that sustain connec-
tions with one’s cultural roots. They help one feel
connected to a larger community of people with
similar backgrounds.
Emotional Imperative. In this study, these are
values that pertain to one’s courage, steadfastness
and firmness. This is demonstrated by such values
as tapang/tibay ng loob, amor propio/delicadeza,
and awa/malasakit.
Galang. As used in this study, it is one of the
important moral norms in interpersonal relations.
It is used to prevent people from losing face or
from being embarrassed or shamed and to avoid
conflicts. It is respect for the opinions or ideas of
others, respect for elders, courtesy and politeness.
Job Performance. In this study, this pertains to the
ability of the respondents to do their task engage-
ment. According to Campbell as cited by Hooper
(2007), job performance is the behavior or action
that is relevant to organization’s goals which can be
scaled or measured in terms of level of proficiency
or contribution to goals that is represented by a
particular action or set of actions.
Moral Imperative. In this study, the term referred
to personal honor and dignity (Jocano, 1982). In
Filipino, this refers to dangal. Several norms in this
study supportive of dangal include pagbabahala,
galang, and utang na loob (Tina-an, 1999).
Pagbabahala. This is another aspect of the
Filipino values and culture. Enriquez (1988) views
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bahala na as a combination of fatalism and deter-
minism.
Pakikisama. This refers to the concept of good
human relations and implies giving in or yielding
to the wish of the majority even if it contradicts
one’s ideas (Panopio, et. al., 1988). At times, the
word pakikisama is used synonymously with
smooth interpersonal relationships. It means
giving in and following the lead or suggestions of
another, or “concession” (Pascasio, 1996). In this
study, pakikisama is commonly practice by the
promotional staffs especially observed during
gatherings, wherein they give way to the decision
of the majority of their groups.
Pakikitungo. In this study, this means transacting
or being civil with (Mataragnon, 1988). According
to Jocano (1988), it means to adapt to situations
over which one has no control of.
Promotional Staff. In this study, this is also known
as the Education Supervisor. It is defined as a
person who assists the superintendent in carrying
out the education programs in the division and
visits the different districts, elementary and second-
ary schools in the division to provide assistance to
district supervisors, principals, and teachers in
evaluating and improving their work (DECS
Manual, 2000).
Relation Imperatives. In this study, this refers to
the perceived state of being on equal terms with
others, as in being members of the same organiza-
tion, peers group, nationality or race (Jocano,
1982).
Tapang or Tibay ng Loob. This means bravery,
courage and strength of will (English, 1986). In this
study it refers to the school administrator’s way of
showing courage as in giving firm decisions, recom-
mending teachers for promotion and initiating
school programs and projects with determination.
Utang na Loob. This means debt of gratitude or
sense of gratitude which is an almost absolute and
permanent binding relationship one has with the
other. It is established when interactions are
carried out in the name of friendship, is sought
after, or offered voluntarily as in time of crisis.
RESEARCH METHODSThere were 2 sets of respondents for this study.
The first set of respondents included all of the 52
promotional staff of the Department of Education
(DepEd) in the province of Lanao Del Sur and
Marawi City in the philippines. The second set
includes 312 teachers of National High School of
Lanao Del Sur and Marawi City Divisions. Thus,
the sum total of the respondents in the study was
365.
The instrument used in this study was a struc-
tured questionnaire which came in three sets. The
first set gathered information on the socio-demo-
graphic profile of the promotional staff comprising
their age, sex, civil status, religious affiliation,
ethnic affiliation, employment status, educational
attainment, length of service, and salary grade.
The second set covered the Filipino values
(cultural values) arranged by group as: 1) Relational
Imperatives with such values as pakikisama,
balikatan/bayanihan, and pakikitungo; 2) Emotional
Imperatives with such values as tapang/tibay ng loob,
amor propio/delicadeza, and awa/malasakit; and 3)
Moral Imperatives with pagbabahala, galang and
utang-na-loob.
The third set of questionnaire dealt on job
performance which came in three primary sets: 1)
the description of job performance based on their
latest performance evaluation rating (PER); 2)
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identifying cultural related problems encountered
that affect their job performance such as political
intervention, favoritism, nepotism, hiya (shame),
barkada (friend) and others; and 3) respondents
suggestions to remedy the identified cultural
related problems.
The responses were scored in reference to the
cultural values of the promotional staff. The
respondents indicated their answers by checking
any of the five choices as follows:
5 - Always
4 - Often
3 - Sometimes
2 - Seldom
1 - Never
The interpretations of the results adopted the
following categorization (see Table 1):
RESULTS AND ANALYSISSOCIO DEMOGRAPHIC PROFILE OF THE PRO-MOTIONAL STAFF
The profile of the promotional staff of the
Department of Education in the province of Lanao
Del Sur and Marawi City were female (90.38%),
31-40 years old (46.15%), married (86.54%), Mus-
lim (96.15%), Meranao (96.15%), permanently
hired by DepEd (100%), has a master’s degree
(40.38%), has been in the service for 16 years and
above (50%), and earns between P20,000.00-
24,999.00 per month (55.77%).
MEAN RATINGS OF THE CULTURAL VALUESAND PRACTICES IN THE AREA OF PAKIKISAMAOR PAKIKIPAGKAPWA
With mean average of 3.19 described as some-
times practiced. This means that cultural value of
pakikisama or pakikipagkapwa was sometimes
practiced by the promotional staff.
While the promotional staffs were observed to
have always used polite language when talking to
teachers; were seen as friendly and just and fair in
their dealings and relationships with teachers,
parents, pupils and people in the community; used
persuasive words to avoid conflict with teachers, it
was still largely observed that they sometimes
TABLE 1. CATEGORIZATION FOR THE INTERPRETATION OF THE RESULTS OF THE STUDY
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settled disagreement in a loud/domineering voice.
The respondents also revealed that the promo-
tional staffs seldom practiced threatening of pupils
or teachers who contradict their ideas, openly
criticizing poor work performance of teachers, not
participating in community activities, and repri-
manding teachers in front of pupils.
Pinangot (1985) affirmed that while pakikisama
is the ability to get along with others in such a way
as to avoid signs of conflict, when carried to ex-
tremes, pakikisama can be a detrimental tool for
leadership. The leader should know, when, where
and how to use pakikisama. Otherwise, the benefits
that could be derived from this value would be
offset by its apparent weaknesses.
MEAN RATINGS OF THE CULTURAL VALUESAND PRACTICES IN THE AREA OF BALIKATANOR BAYANIHAN
The table exhibits an average mean rating of
3.34 described as sometimes. This means that the
cultural value of Balikatan or Bayanihan was some-
times practiced by the promotional staffs. This
indicates that while the promotional staffs were
observed to have often seen to it that work of
teachers is coordinated; participated, cooperated
and contributed to the development of their
school and community; accepted new ideas in
formulating policies for school improvement;
solicited teamwork in achieving goals; and acted on
school problems after due consultation with the
teachers; they likewise manifested values not often
described as indicators of balikatan or bayanihan.
For example, the promotional staff were ob-
served to have worked hard in arriving at a deci-
sion for their personal recognition; accounted
school improvement/accomplishment as their own
work; worked independently in making action
plans for the school; refused open communication
in the formulation of policies for school improve-
ment; and decided by themselves what should be
done on school projects without consulting the
PTCA or Parent-Teachers’ Community Association.
This finding is affirmed by Anders (1989) who
mentioned that the value of bayanihan still remains
in every Filipino but the initiative of intensifying
and expressing it has become so dormant that
people seem to care only in times of crisis and
calamities. Bayanihan is a value that can play a big
role in team building. It is the Filipino value that
denotes camaraderie among the people in the
community; and connotes helping one another in
time of need. A Filipino adage that depicts this
value is “kung sama-sama, kayang-kaya.”
MEAN RATINGS OF THE CULTURAL VALUESAND PRACTICES IN THE AREA OFPAKIKITUNGO
The over-all mean average of 3.16 described as
sometimes means that the cultural value of
pakikitungo was sometimes practiced by the promo-
tional staff.
In particular, this shows that the promotional
staffs were observed to have often given sugges-
tions which are easy to understand; given praises to
good work done by the teachers; found time to
listen to ideas/opinions of the teachers; allowed
teachers freedom in their work; and looked into
the personal welfare of others.
The findings, however, shows that the promo-
tional staff sometimes made teachers feel that their
observations are final. They sometimes treated
people they do not know with discrimination. They
sometimes lacked sense of humor and they some-
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times ignored pupil’s suggestions concerning school
activities. Further, they seemed unfriendly to their
subordinates.
Indeed, looking at the definition of pakikitungo
very closely which means “to act humbly, to be
civil, to conduct oneself in the most appropriate
way with people, to have proper attitude,” it can be
deduced that the promotional staffs did not prac-
ticed this value always. As a norm, pakikitungo was
ego-oriented. It governs how an individual Filipino
should personally behave towards others in specific
situations (Manila Bulletin, 2003).
MEAN RATINGS OF THE CULTURAL VALUESAND PRACTICES IN THE AREA OF TAPANG ORIBAY NG LOOB
The average mean rating of 3.15 described as
sometimes means that the cultural value of tapang
or tibay ng loob was sometimes practiced by the
promotional staff.
In particular, the table shows that the promo-
tional staff were observed to have provided post
observation conferences with teachers; initiated or
set projects with determination to finish them;
allowed teachers to used their own solutions to set
problems without questions; did not question the
teacher’s decisions; and did not elaborate issues on
school policies set during assemblies.
However, the promotional staffs sometimes
practiced the cultural value of tapang or tibay ng
loob. They sometimes waited for the teachers or
parent-teachers’ community association to initiate
projects; sometimes gave firm decisions concerning
teachers and school matters; sometimes gave
mostly positive comments during class visitations;
seldom recommended observing teachers for
promotion; and seldom reading to give explana-
tion on formulated school policies. In other words,
using Guevara’s (2004) interpretation of tibay ng
loob, it can be said that the promotional staff
sometimes practiced only being strong and firm in
idealism and goodwill.
TABLE 2. PROFILE OF THE RESPONDENTS
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MEAN RATINGS OF THE CULTURAL VALUESAND PRACTICES IN THE AREA OF AMORPROPIO OR DELICADEZA
With an average mean rating of 3.09 described
as sometimes. This means that the cultural value of
amor propio or delicadeza was sometimes practiced by
the promotional staff. In particular, the promo-
tional staffs were observed to have often operated
in the same way without elevating its results and
rated teachers objectively to avoid negative re-
marks from teachers.
Amor propio means “self-esteem” pricked amor
propio can cause sudden violence in Filipino inter-
personal relations. A Filipino is actually expected by
other Filipinos to be sensitive to feelings of others,
to avoid hurting the amor propio (Tingog.com,
2009). In this case, the promotional staffs were not
always sensitive to the feelings of the teachers and
the community. It can be seen here that the
promotional staffs were not very cautious of their
dealings. Amor propio or delicadeza has not discour-
aged the inefficiencies and ineffectiveness in their
leadership behavior (http://
edlinesses.multiply.com/jounal/item/5, 2006).
MEAN RATINGS OF THE CULTURAL VALUESAND PRACTICES IN THE AREA OF AWA ORMALASAKIT
The average mean rating of 2.99 described as
sometimes indicated that the cultural value of awa
or malasakit was sometimes practiced by the promo-
tional staff. This means that the promotional staff
had not regularly shown awa or malasakit to the
teachers and students. They seemed to be unmind-
Scaling:1.00 – 1.80 = Never (N)1.81 – 2.60 = Seldom (Se)
TABLE 3. MEAN RATING OF CULTURAL VALUES AND PRACTICES AS PERCEIVED BY THE RESPONDENTSIN THE AREA OF PAKIKISAMA OR PAKIKIPAGKAPWA
2.61 – 3.40 = Sometimes (So)3.41 – 4.20 = Often (O)4.21 – 5.00 = Always (A)
59Journal of Government and Politics Vol.6 No.1 February 2015
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Scaling:1.00 – 1.80 = Never (N)1.81 – 2.60 = Seldom (Se)
TABLE 4. MEAN RATING OF CULTURAL VALUES AND PRACTICES ON BALIKATAN OR BAYANIHAN
2.61 – 3.40 = Sometimes (So)3.41 – 4.20 = Often (O)4.21 – 5.00 = Always (A)
Scaling:1.00 – 1.80 = Never (N)1.81 – 2.60 = Seldom (Se)
TABLE 5. MEAN RATING OF CULTURAL VALUES AND PRACTICES ON PAKIKITUNGO
2.61 – 3.40 = Sometimes (So)3.41 – 4.20 = Often (O)4.21 – 5.00 = Always (A)
60Journal of Government and Politics Vol.6 No.1 February 2015
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ful of the concerns of teachers such as workload or
the concerns of students such as teachers collecting
unauthorized fees.
According to Claver (1986), in the Filipino
culture, there are two sources of social strength:
lakas and awa. The first is possessed by the power-
ful; it is their capacity to get what they want be-
cause of politico-economic-military resources. The
second, awa, belongs to the apparently powerless; it
stems from their vulnerable position which stimu-
lates intense compassion in others. At EDSA, the
two forms of power fused with the Christian
notion of altruism: “power not for personal advan-
tage alone, but for the common good; compassion
not for action out of charity alone, but more
fundamentally out of justice.”
MEAN RATINGS OF THE CULTURAL VALUESAND PRACTICES IN THE AREA OFPAGBABAHALA
The average mean rating of 3.04 described as
sometimes means that the cultural value of
pagbabahala was sometimes practiced by the promo-
tional staff.
This finds affirmation from Ignilan (2001) who
looked into the comparative effects of the cultural
values of Muslim and Christian non-teaching
personnel on job performance. The findings of her
study showed that the Muslim and Christian non-
teaching personnel of Iligan City School seldom
practiced the cultural value of bahala na.
On the other hand though, this value strength-
ens the Filipino’s ability to survive and endure
despite difficult times and often little resources.
The Filipino faith is related to the concept of
Scaling:1.00 – 1.80 = Never (N)1.81 – 2.60 = Seldom (Se)
TABLE 6. MEAN RATING OF CULTURAL VALUES AND PRACTICES ON TAPANG OR TIBAY NG LOOB
2.61 – 3.40 = Sometimes (So)3.41 – 4.20 = Often (O)4.21 – 5.00 = Always (A)
61Journal of Government and Politics Vol.6 No.1 February 2015
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bahala na (“it’s up to God” or “Leave it to God”),
which has tended to be incorrectly equated with an
expression of fatalism and a passive acceptance or
resignation to fate. Bahala na can instead be viewed
more positively as determination in the face of
uncertainty or stressful, problematic conditions.
Although it is an indication of an acceptance of the
nature of things, including one’s own inherent
limitations, bahala na operates psychologically to
elevate one’s courage and conviction to persist in
the face of adversity and to improve one’s situation
(Enriquez, 1987; Okamura and Agbayani, 1991).
MEAN RATINGS OF THE CULTURAL VALUESAND PRACTICES IN THE AREA OF GALANG
The findings exhibits an average mean rating of
3.04 described as sometimes. This indicated that
the promotional staffs sometimes practiced the
cultural value of galang.
The table enumerates the observations that the
promotional staff have always or often trusted
teachers in their respective works; respected the
teachers’ dignity or rights; let members know what
he expected from them; and just and fair in deal-
ing with teachers, pupils and parents.
Andres (1989) explained that the value of galang
has its origins in the family. Authority in the
Filipino family is determined not only by sex but
also by age, with the grandparents playing an
influential role. After the parents, the oldest child
exercises authority over the rest, and this principle
holds true down the line.
In addition, any other brother or sister has
authority over the younger and cannot be treated
disrespectfully. Hence, paggalang sa nakakatanda or
respect for elders is observed where respect for
seniority is given much value rather than to one’s
ability, skill or education. This value extends to
other organizations hence some young supervisors
find it hard to implement policies over elder
subordinates.
Scaling:1.00 – 1.80 = Never (N)1.81 – 2.60 = Seldom (Se)
TABLE 7. MEAN RATING OF CULTURAL VALUES AND PRACTICES ON AMOR PROPIO OR DELICADEZA
2.61 – 3.40 = Sometimes (So)3.41 – 4.20 = Often (O)4.21 – 5.00 = Always (A)
62Journal of Government and Politics Vol.6 No.1 February 2015
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Scaling:1.00 – 1.80 = Never (N)1.81 – 2.60 = Seldom (Se)
TABLE 8. MEAN RATING OF CULTURAL VALUES AND PRACTICES ON AWA OR MALASAKIT
2.61 – 3.40 = Sometimes (So)3.41 – 4.20 = Often (O)4.21 – 5.00 = Always (A)
Scaling:1.00 – 1.80 = Never (N)1.81 – 2.60 = Seldom (Se)
TABLE 9. MEAN RATING OF CULTURAL VALUES AND PRACTICES ON PAGBABAHALA
2.61 – 3.40 = Sometimes (So)3.41 – 4.20 = Often (O)4.21 – 5.00 = Always (A)
63Journal of Government and Politics Vol.6 No.1 February 2015
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MEAN RATINGS OF THE CULTURAL VALUESAND PRACTICES IN THE AREA OF UTANG NALOOB
With the average mean rating of 3.15 inter-
preted as sometimes. This indicates that the pro-
motional staffs sometimes practiced the cultural
value of utang na loob. This value was characterized
by unequal repayment with no prior agreement,
explicit or implicit, on the form or quantity of the
return. Hence, this value demands that a Filipino
repay the favor that was done to him. The Filipino
had been coaxed to do things against his will for
the sake of this value.
OVER-ALL MEAN RATINGS OF THE CULTURALVALUES AND PRACTICES
All of the cultural values of utang na loob (3.15),
balikatan or bayanihan (3.34), pakikitungo (3.16),
galang (3.04), pagbabahala (3.04), pakikisama or
pakikipagkapwa (3.19), tapang or tibay ng loob (3.15),
amor propio or delicadeza (3.09), and awa or malasakit
(2.99) were sometimes practiced by the promo-
tional staff.
TABLE 12. OVER-ALL MEAN RATING OF CULTURAL VALUES AND PRACTICES
Scaling:1.00 – 1.80 = Never (N)1.81 – 2.60 = Seldom (Se)2.61 – 3.40 = Sometimes (So)3.41 – 4.20 = Often (O)
4.21 – 5.00 = Always (A)
Scaling:1.00 – 1.80 = Never (N)1.81 – 2.60 = Seldom (Se)
TABLE 10. MEAN RATING OF CULTURAL VALUES AND PRACTICES ON GALANG
2.61 – 3.40 = Sometimes (So)3.41 – 4.20 = Often (O)4.21 – 5.00 = Always (A)
64Journal of Government and Politics Vol.6 No.1 February 2015
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It can be implied that the promotional staffs
have learned how to compartmentalize their
feelings or emotions, while these cultural values of
utang na loob, pakikisama, bayanihan,
pakikitungo, galang, and others were so ingrained
in their system, they were able to manage it and
have taken great leaps to put responsibility over
and above relationships.
LEVEL OF THE PROMOTIONAL STAFF’S JOBPERFORMANCE
The average mean rating of 77.71 indicated that
the promotional staff’s job performance level was
very satisfactory.
In particular, this suggests that the promotional
staff plan and organized their work and they get it
done at specific times (75.26). They analyze their
problems before they even arrive at decisions
(75.77). Their leadership and personnel manage-
ment skills are great (85.77). They have good public
relations and are actively involved in community
activities (79.81). They may need more effort to
accurately and promptly submit reports, statistics
and budget proposals (71.92) and utilize or allocate
resources to target groups (71.54). Indeed, the
promotional staffs are doing a great job team
working with the nation’s desire to increase pupil
performance.
CORRELATION BETWEEN THE PROMOTIONALSTAFF’S SOCIO-DEMOGRAPHIC PROFILE ANDTHEIR JOB PERFORMANCE
Among the nine socio-demographic characteris-
tics of the promotional staff, only three namely age
(r value of 0.2923 = LC, t-test value of 3.6674 > 2.25),
sex (r value of 0.3676 = LC, t-test value of 4.7437 >
Scaling:1.00 – 1.80 = Never (N)1.81 – 2.60 = Seldom (Se)
TABLE 11. MEAN RATING OF CULTURAL VALUES AND PRACTICES ON UTANG NA LOOB
2.61 – 3.40 = Sometimes (So)3.41 – 4.20 = Often (O)4.21 – 5.00 = Always (A)
65Journal of Government and Politics Vol.6 No.1 February 2015
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2.25), and length of service (r value of 0.2237 = LC,
t-test value of 2.7539 > 2.25) have significant rela-
tionships with their job performance. The rest of
the variables namely, civil status, religious affilia-
tion, ethnic affiliation, employment status, educa-
tional attainment, and salary grade do not have
significant relationship to their job performance.
These results show that the promotional staff’s job
performance level is affected or influenced by their
age, gender, and length of service while the rest of
the variables do not affect their level of job perfor-
mance.
CORRELATION BETWEEN THE PROMOTIONALSTAFF’S CULTURAL VALUES AND THEIR JOBPERFORMANCE
Seven out of the nine cultural values have
significant relationships to the promotional staff’s
job performance namely, in descending order,
utang na loob (r value of 0.2741 = LC, t-test value of
3.4195 > 2.25), balikatan or bayanihan (r value
0.2624 = LC, t-test value of 3.633 > 2.25), pakikitungo
(r value 0.2623 = LC, t-test value of 3.2621 > 2.25),
galang (r value of 0.2618 = LC, t-test value of 3.2547 >
2.25), pagbabahala ( r value of 0.2398 = LC, t-test
value of 2.9645 > 2.25), pakikisama or
pakikipagkapwa (r value of 0.2361 = LC, t-test value of
2.9157 > 2.25), and tapang or tibay ng loob ( r value of
0.2330 =LC, t-test value of 2.8752 > 2.25). Hence,
the leading cultural value was utang na loob and the
least to affect job performance was tapang or tibay
ng loob. Only Amor propio or delicadeza (r value of
0.1537 = VLC, t-test value of 1.8664 < 2.25) and Awa
or malasakit (r value of 0.1962 =VLC, t-test value of
2.2007 < 2.25) have no significant relationships to
the promotional staff’s job performance. This is
affirmed by Roughton (2008) who considers eight
factors affect performance and one of which is
attitude and behaviors which are basically shaped by
one’s cultural values.
MEAN RATINGS OF ISSUES AND RELATED PROB-LEMS ENCOUNTERED BY THE PROMOTIONALSTAFF
With an average mean rating of 3.56 interpreted
as disagree. This suggests that the respondents did
not agree that such problems as political interven-
tion, favoritism, nepotism, hiya (shame), and
barkada (friend), were encountered in the perfor-
mance of their duties and tasks. This means that
there could be other problems that were encoun-
tered but not these problems.
This finding contradicts what Jocano (1981)
theorized that personalism, familism, and particu-
larism (or popularism) are the three elements that
underlie Filipino values and value orientation.
Hence, based on this theory, Filipinos tend to give
more emphasis to interpersonal relations or to face-
to-face encounters and emphasizes the welfare and
interest of the family over the welfare and interest
of the community.
TABLE 16. MEAN RATINGS OF PROBLEMS AND RELATED ISSUES ENCOUN-TERED BY THE PROMOTIONAL STAFFS
Scaling:1.00 – 1.80 = Strongly Agree (SA)1.81 – 2.60 = Agree (A)2.61 – 3.40 = Undecided (U)3.41 – 4.20 = Disagree (D)
4.21 – 5.00 = Strongly Disagree (SD)
66Journal of Government and Politics Vol.6 No.1 February 2015
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MEAN RATINGS OF RECOMMENDED SOLU-TIONS TO THE ISSUES AND PROBLEMS EN-COUNTERED
With an average mean rating of 4.08 inter-
preted as disagree. This result signifies that the
promotional staffs in Lanao Del Sur and Marawi
City have not encountered problems that result
from the extreme practices of such Filipino values
as utang na loob, awa or malasakit, pagbabahala or
pakikisama. They were cautious in the degree by
which they practiced their work values. These are
Scaling:87 – 100 = Outstanding (O)73 – 86 = Very Satisfactory (VS)
TABLE 13. LEVEL OF THE PROMOTIONAL STAFF’S JOB PERFORMANCE
TABLE 14. CORRELATION BETWEEN THE PROMOTIONAL STAFF’S SOCIO-DEMOGRAPHIC PROFILE AND THEIR JOBPERFORMANCE
Analysis of r: t.v. = 2.25 0.05 = level of significance
r from (+-) 0.00 to (+-) 0.20 = Very Low Correlation (VLC)r from (+-) 0.21 to (+-) 0.40 = Low Correlation (LC)r from (+-) 0.41 to (+-) 0.70 = Moderate Correlation (MC)r from (+-) 0.71 to (+-) 0.90 = High Correlation (HC)r from (+-) 0.91 to (+-) 0.99 = Very High Correlation (VHC)r = (+-) 1 = Perfect Correlation (PC)
35 – 72 = Satisfactory (S)34 and below = Unsatisfactory (U)
67Journal of Government and Politics Vol.6 No.1 February 2015
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the very values that sustained them in the perfor-
mance of their duties as education supervisors. It
should be noted that people have different atti-
tudes and have different kinds of value system
towards work. The attitude of an individual person
towards work is very necessary in efficiently per-
forming duties in the office or in school.
CONCLUSIONS AND RECOMMENDATIONSThe findings which posits that all of the cultural
values of utang na loob, balikatan or bayanihan,
pakikitungo, galang, pagbabahala, pakikisama or
pakikipagkapwa, tapang or tibay ng loob, amor propio or
delicadeza, and awa or malasakit were sometimes
practiced by the promotional staff shows that these
cultural values were not often or always practiced
by the promotional staff.
The leading cultural value that affects the job
performance of the promotional staff was utang na
loob and the least to affect was tapang or tibay ng
loob. Only amor propio or delicadeza and awa or
malasakit have no significant relationships to the
promotional staff’s job performance. This suggests
that these Filipino cultural values have an impact
to the way the promotional staff performed their
duties and responsibilities. These values influence
their behavior towards work to a certain extent. It
can be implied from the results of this study that
these female promotional staff have learned how
to compartmentalize their feelings or emotions.
While these cultural values of utang na loob,
pakikisama, bayanihan, pakikitungo, galang, and
TABLE 15. CORRELATION BETWEEN THE PROMOTIONAL STAFF’S CULTURAL VALUESAND THEIR JOB PERFORMANCE
Analysis of r: t.v. = 2.25 0.05 = level of significance
r from (+-) 0.00 to (+-) 0.20 = Very Low Correlation (VLC)r from (+-) 0.21 to (+-) 0.40 = Low Correlation (LC)r from (+-) 0.41 to (+-) 0.70 = Moderate Correlation (MC)r from (+-) 0.71 to (+-) 0.90 = High Correlation (HC)r from (+-) 0.91 to (+-) 0.99 = Very High Correlation (VHC)r = (+-) 1 = Perfect Correlation (PC)
68Journal of Government and Politics Vol.6 No.1 February 2015
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others were so engrained in their system, they were
able to manage it and have taken great leaps to put
responsibility over and above relationships. There-
fore, training and seminar-workshops where
administrators or supervisors are taught to create a
balance between their cultural values practices and
their job responsibilities should be made more
often since cultural value practices of the promo-
tional staff affect their job performance. Well-
performing promotional staffs should be com-
mended, praised, recognized and rewarded to
inspire and challenge other erring government
officials or employees especially those who repre-
sent the educational system. Maintain the efficient
and effective recruiting policies and procedures
consistent with diversity objectives and equal
employment opportunity. Finally, maintain the
balance between the negative and positive polarity
of the Filipino’s cultural values of utang na loob,
balikatan or bayanihan, pakikitungo, galang,
pagbabahala, pakikisama or pakikipagkapwa, and
tapang or tibay ng loob to sustain a very satisfactory
job performance from all employees.
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TABLE 17. MEAN RATINGS OF RECOMMENDED SOLUTIONS TO PROBLEMS AND ISSUES ENCOUNTERED BY THE PROMOTIONAL STAFFS
Scaling:1.00 – 1.80 = Strongly Agree (SA)1.81 – 2.60 = Agree (A)
2.61 – 3.40 = Undecided (U)3.41 – 4.20 = Disagree (D)4.21 – 5.00 = Strongly Disagree (SD)
69Journal of Government and Politics Vol.6 No.1 February 2015
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