Ang wika ang pinakamabisang instrumento ng komunikasyon at wikang Filipino para sa mga Filipino.

Ang wika ay mayroong apat na antas. Ito ay ang sumusunod: 1. Balbal - ito ang pinakamababang antas. Ito ay binubuo ng mga salitang kanto na sumusulpot sa kapaligiran. Halimbawa: epal (mapapel), istokwa (layas) haybol (bahay) 2. Lingua Franca o Panlalawigan - Kabilang sa antas na ito ang mga salitang katutubo sa lalawigan. 3. Pambansa - salitang madalas gamitin sapagkat nauunawaan ng buong bansa. 4. Pampanitikan - Ito ang antas na may pinakamayamang uri. Madalas ito ay ginagamitan ng mga salitang may iba pang kahulugan. Idiyoma, eskima, tayutay, at iba't ibang tono, tema, at punto ay ginagamit sa pampanitikan.

Mga Antas ng Wika BALBAL 1. Syota- Kasintahan 2. Chokorandehins- hindi kaibigan 3. Datung- pera 4. Mudracles- ina/nanay 5. Todas- patay 6. Olats- talo

7. Dekwat- nanakaw 8. Chaka-pangit 9. Purita- mahirap 10.Tsongke-marijuana 11.Lafang-kumain ng marami 12.Bratinella- babeng pasaway omaldita 13.Lanjut- malandi 14.Bebot- babae 15.Bokal- Kalbo

KOLOKYAL 1. Mayroon- meron 2. Dalawa- dalwa 3. Diyan- dyan 4. Kwarta-pera 5. Na saan- nasan 6. Paano- pano 7. Saakin-sakin 8. Kailan-kelan 9. Ganoon-ganun 10.Puwede-pede 11.Kamusta-musta 12.At saka- tsaka 13.Kuwarto- kwarto 14.Pahingi- penge 15.Naroon- naron LALAWIGANIN 1. Malakat (Hiligaynon)- aalis 2. Natuod (waray) naniniwala 3. Mapintas (ilocano) maganda 4. Nasi (kapampangan)- bigas 5. Bilot (Batangueo) tuta 6. Igsura (bisaya) ulam 7. Sinsilyo (Bicolano)- barya 8. Luslus (kapampangan)- luwas 9. Amo (Aklanon)- unggoy 10.Hinigugma (Bisaya) maha l11.Ilol (pangalatok)- laway 12.Manog (Kiniray-a) ahas 13.Kalibutan (Bisaya)- Mundo 14.Maupay (bisaya)- maganda 15.Magakal (Maranao)-magsinungaling

PAMBANSA 1. Malaya 2. Buhay 3. Pagkain 4. Dangal 5. Tao 6. Takdang Aralin 7. Umaga 8. Simbahan 9. Wika 10.Bansa 11.Bayan 12.Buhay 13.Puso 14.Panaginip 15.Hangrin PAMPANITIKAN 1. Ipamintakasi-ipagdasal 2. Isulat sa tubig- makalimutan 3. Makati ang dila- madaldal 4.naniningalang-pugad nanliligaw 5.maitim ang dugo salbahe 6.paham- matalino 7.katoto- kaibigan 8.mapagkandili- mapag alaga 9.pakikihamok- pakikipaglaban 10.siniphayo-inapi 11.panibugho-pagkainggit 12.mawatasan-maintindihan 13.Pang-uuyam paglait 14.Nanghihilakbot Natatakot 15. pag-aglahi- paghamak

Ang WIKA kasangkapang ginagamit ng lahat ng uri o antas ng tao sa lipunan. Nagagamit ito sa iba't - ibang aspekto ng pamumuhay ng tao; pang- ekonomiya, pangrelihiyon, pampulitika, pang-edukasyon at panlipunan. Limang antas ng wika 1.Pabalbal- ay ginagamit sa lansangan, ang wikang sinasalita ng mga walang pinagaralan. Ito ang pinakamababang antas ng wika. 2.Kolokyal- ito ang wikang sinsalita ng pangkaraniwang tao ngunit bahagya ng tinatanggap sa lipunan. 3.Lalawiganin- kabilang sa uri o antas na ito ay ang mga salitain o dayalekto ng mga katutubo sa lalawigan o panlalawigang salita. 4.Pambansa- ay isang wika na natatanging kinakatawan ang pambansang pagkilanlan ng isang lahi o bansa. 5.Pampanitikan-ay isang uri ng wika ito ang pinakamayaman na uri. Kadalasay ginagamit ang mga salita sa ibang pakahulugan.

Ang wika ay nahahati sa ibat ibang katigorya sa antas na ginagamit ng tao batay sa kanyang pagkatao, sa lipunang kanyang ginagalawan, lugar na tinitirhan, panahon, katayuan at okasyong dinadaluhan. Pormal. Ito ay antas ng wika na istandardm kinikilala/ginagamit ng nakararami. 1. Pambansa. Ito ay ginagamit ng karaniwang manunulat sa aklat at pambalarila para sa paaralan at pamahalaan. Halimbawa: Asawa, Anak, Tahanan 2. Pampanitikan o panretorika. Ito ay ginagamit ng mga malikhain manunulat. Ang mga salita ay karaniwang malalim, makulay at masining. Halimbawa: Kahati sa buhay Bunga ng pag-ibig Pusod ng pagmamahalan Impormal. Ito ay antas ng wika na karaniwan, palasak, pang araw-araw, madalas gamitin sa pakikipag-usap at pakikipagtalastasan.

1. Lalawiganin. Ito ay gamitin ng mga tao sa partucular na pook o lalawigan, makikilala ito sa kakaibang tono o punto. Halimbawa: Papanaw ka na ? (Aalis ka na?) Nakain ka na? (Kumain ka na?) Buang! (Baliw!) 2. Kolokyal. Pang araw-araw na salita, maaring may kagaspangan nang kaunti, maari rin itor refinado ayon sa kung sino ang nagsasalita. Ang pagpapaikli ng isa, dalawa o higit pang titik sa salita. Halimbawa: Nasan, pa`no,sakin,kelan Meron ka bang dala? 3. Balbal. Sa Ingles ito ay slang. Nagkakaroon ng sariling codes, mababa ang antas na ito; ikalawa sa antas bulgar. Halimbawa: Chicks (dalagang bata pa) Orange (beinte pesos) Pinoy (Pilipino) Karaniwang paraan ng pagbuo ng salitang balbal: 1. Paghango sa mga salitang katutubo Halimbawa: Gurang (matanda) Bayot (bakla) Barat (kuripot) 2. Panghihiram sa mga wikang banyaga Halimbawa: Epek (effect) Futbol (naalis, natalsik) Tong (wheels) 3. Pagbibigay ng kahulugan ng salitang tagalog Halimbawa: Buwaya (crocodiles greedy) Bata (child girlfriend) Durog (powdered high in addiction) Papa (father lover) 4. Pagpapaikli Halimbawa: Pakialam paki Tiyak tyak 5. Pagbabaliktad Buong Salita Halimbawa: Etned bente Kita atik Papantig

Halimbawa: Dehin hindi Ngetpa Panget Tipar Parti 6. Paggamit ng Akronim Halimbawa: G get, nauunawaan US under de saya 7. Pagpapalit ng Pantig Halimbawa: Lagpak Palpak Bigo Torpe Tyope torpe, naduwag 8. Paghahalo ng salita Halimbawa: Bow na lang ng bow Mag-jr (joy riding) Mag-gimik Mag-MU 9. Paggamit ng Bilang Halimbawa: 45 pumutok 1433 I love you too 50-50 naghihingalo 10. Pagdaragdag Halimbawa: Puti isputing Kulang kulongbisi 11. Kumbinasyon A. Pagbabaligtad at Pagdaragdag Halimbawa: Hiya Yahi Dyahi B. Pagpapaikli at pag-Pilipino Halimbawa: Pino Pinoy Mestiso Tiso, Tisoy C. Pagpapaikli at Pagbabaligtad Halimbawa: Pantalon Talon Lonta Sigarilyo Siyo Yosi D. Panghihiram at Pagpapaikli Halimbawa: Security Sikyo Brain Damage Brenda E. Panghihiram at Pagdaragdag Halimbawa: Get Gets/Getsing Cry Crayola

Preamble of the 1987 Constitution We, the sovereign Filipino people, imploring the aid of Almighty God, in order to build a just and humane society and establish a Government that shall embody our ideals and aspirations, promote the common good, conserve and develop our patrimony, and secure to ourselves and our posterity the blessings of independence and democracy under the rule of law and a regime of truth, justice, freedom, love, equality, and peace, do ordain and promulgate this Constitution.

Translation of current Filipino version I love the Philippines, the land of my birth, The home of my people, it protects me and helps me To become strong, hardworking and honorable. Because I love the Philippines, I will heed the counsel of my parents, I will obey the rules of my school, I will perform the duties of a patriotic citizen, Serving, studying, and praying faithfully. I will offer my life, dreams, successes To the Philippine nation. Original version I love the Philippines. It is the land of my birth; It is the home of my people. It protects me and helps me to be strong, happy and useful. In return, I will heed the counsel of my parents; I will obey the rules of my school; I will perform the duties of a patriotic, law-abiding citizen; I will serve my country unselfishly and faithfully I will be a true Filipino in thought, in word, in deed.

UNDERSTANDING THE BASICS OF HUMAN BEHAVIOR Overview Organizational behavior is not a designated function or area. Rather, it is a perspective or set of tools that all managers can use to carry out their jobs more effectively. The ability to use the tools of organizational behavior to understand behavior in organizations is one reason for studying this topic. A second reason is to learn how to apply these concepts, theories, and techniques to improve behavior in organizations so that individuals, groups, and organizations can achieve their goals. Managers are challenged to find new ways to motivate and coordinate employees to ensure that their goals are aligned with organizational goals. A manager supervises one or more subordinates. Managers include CEOs, who head top-management teams of high-ranking executives responsible for planning strategy to achieve top-level managers might be responsible for thousands of workers. But managers are also found throughout the lower levels of organizations and often are in charge of just a few subordinates. All managers face the challenge of helping the organization achieve its goals. Knowledge of organizational behavior increases effectiveness by providing managers with a set of tools. Managers can raise a workers self-esteem and increase worker productivity by changing the reward system or the job design. Understanding the Basics of Human Behavior An organizations human resource policies and practices represent important forces for shaping employee behavior and attitudes. In this chapter, we specifically discussed the influence of selection practices, training and development programs, performance evaluation systems, and the existence of a union. Human resource policies and practice influence organizational effectiveness. Human resource management includes: employee selection, training performance management, and

union-management relations and how they influence organizations effectiveness. Biographical Characteristics 1. Finding and analyzing the variables that have an impact on employee productivity, absence, turnover, and satisfaction is often complicated. 2. Many of the conceptsmotivation, or power, politics or organizational cultureare hard to assess. 3. Other factors are more easily definable and readily availabledata that can be obtained from an employees personnel file and would include characteristics such as: Biographical Characteristics
y y y y y

Age Gender Marital status Length of service, etc. Age

1. The relationship between age and job performance is increasing in importance.

y y

First, there is a widespread belief that job performance declines with increasing age. Second, the workforce is aging; workers over 55 are the fastest growing sector of the workforce.

2. Employers perceptions are mixed.

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They see a number of positive qualities that older workers bring to their jobs, specifically experience, judgment, a strong work ethic, and commitment to quality.

y y

Older workers are also perceived as lacking flexibility and as being resistant to new technology. Some believe that the older you get, the less likely you are to quit your job. That conclusion is based on studies of the age-turnover relationship.

3. It is tempting to assume that age is also inversely related to absenteeism.

y

Most studies do show an inverse relationship, but close examination finds that the age-absence relationship is partially a function of whether the absence is avoidable or unavoidable. In general, older employees have lower rates of avoidable absence. However, they have higher rates of unavoidable absence, probably due to their poorer health associated with aging and longer recovery periods when injured.

4. There is a widespread belief that productivity declines with age and that individual skills decay over time.
y y

Reviews of the research find that age and job performance are unrelated. This seems to be true for almost all types of jobs, professional and nonprofessional.

5. The relationship between age and job satisfaction is mixed.

y y

Most studies indicate a positive association between age and satisfaction, at least up to age 60. Other studies, however, have found a U-shaped relationship. When professional and nonprofessional employees are separated, satisfaction tends to continually increase among professionals as they age, whereas it falls among nonprofessionals during middle age and then rises again in the later years.

B. Gender 1. There are few, if any, important differences between men and women that will affect their job performance, including the areas of:

y y y y y y

Problem-solving Analytical skills Competitive drive Motivation Sociability Learning ability

1. Women are more willing to conform to authority, and men are more aggressive and more likely than women to have expectations of success, but those differences are minor. 2. There is no evidence indicating that an employees gender affects job satisfaction. 1. There is a difference between men and women in terms of preference for work schedules. 2. Mothers of preschool children are more likely to prefer part-time work, flexible work schedules, and telecommuting in order to accommodate their family responsibilities. 3. Absence and turnover rates
y y y

Womens quit rates are similar to mens. The research on absence consistently indicates that women have higher rates of absenteeism. The logical explanation: cultural expectation that has historically placed home and family responsibilities on the woman.

C. Marital Status 1. There are not enough studies to draw any conclusions about the effect of marital status on job productivity. 2. Research consistently indicates that married employees have fewer absences, undergo fewer turnovers, and are more satisfied with their jobs than are their unmarried coworkers. 3. More research needs to be done on the other statuses besides single or married, such as divorce, domestic partnering, etc..

D. Tenure 1. The issue of the impact of job seniority on job performance has been subject to misconceptions and speculations. 1. Extensive reviews of the seniority-productivity relationship have been conducted:
y y y y

There is a positive relationship between tenure and job productivity. There is a negative relationship between tenure to absence. Tenure is also a potent variable in explaining turnover. Tenure has consistently been found to be negatively related to turnover and has been suggested as one of the single best predictors of turnover.

The evidence indicates that tenure and satisfaction are positively related. Individual differences can be divided into personality and ability differences. Understanding the nature, determinants, and consequences of individual differences is essential for managing organizational behavior. An appreciation of the nature of individual differences is necessary to understand why people behave in certain ways in an organization. 1. Organizational outcomes predicted by personality include job satisfaction, work stress, and leadership effectiveness. Personality is not a useful predictor of organizational outcomes when there are strong situational constraints. Because personality tends to be stable over time, managers should not expect to change personality in the short run. Managers should accept workers personalities as they are and develop effective ways to deal with people. 2. Feelings, thoughts, attitudes, and behaviors in an organization are determined by the interaction of personality and situation. 3. The Big Five personality traits are extraversion (positive affectivity), neuroticism (negative affectivity), agreeableness, conscientiousness, and

openness to experience. Other personality traits particularly relevant to organizational behavior include locus of control, self-monitoring, selfesteem, Type A and Type B personality, and the needs for achievement, affiliation, and power. 4. In addition to possessing different personalities, workers also differ in their abilities, or capabilities. The two major types of ability are cognitive and physical ability. 5. Types of cognitive ability can be arranged in a hierarchy with general intelligence at the top. Specific types of cognitive include: verbal, numerical, reasoning, deductive, ability to see relationships, memory, spatial, and perceptual. 6. There are two types of physical ability: motor skills (the ability to manipulate objects) and physical skills (a persons fitness and strength). 7. Both nature and nurture contribute to determining physical and cognitive ability. A third, recently identified, ability is emotional intelligence. 8. In organizations, ability can be managed by selecting individuals who have the abilities needed to accomplish tasks, placing workers in jobs that capitalize on their abilities, and training workers to enhance their ability levels. The Ability-Job Fit 1. Employee performance is enhanced when there is a high ability-job fit. 2. The specific intellectual or physical abilities required depend on the ability requirements of the job. For example, pilots need strong spatialvisualization abilities. 3. Directing attention at only the employees abilities, or only the ability requirements of the job, ignores the fact that employee performance depends on the interaction of the two.

4. When the fit is poor employees are likely to fail. 5. When the ability-job fit is out of sync because the employee has abilities that far exceed the requirements of the job, performance is likely to be adequate, but there will be organizational inefficiencies and possible declines in employee satisfaction. 6. Abilities significantly above those required can also reduce the employees job satisfaction when the employees desire to use his or her abilities is particularly strong and is frustrated by the limitations of the job.

Motivation What is:Motivation is energy behind attainment of a particular desire. As per Arnold J. Robertson (Work Psychology, 1991) Motivation is a behavior that consists of: 1. Direction of desire 2. Effort for that attaining that desire 3. Persistence for attaining that desire It is to be noted that it is variability of above 3 elements Direction, Efforts, Persistence that will determine the direction & extent of Motivation in a person. Theory:Motivation has been a part of numerous researches, experiments and studies. From as old as Indian Scriptures like Vedas describing Motivation as basic desires which drives ego to achieve intended results or Aristotle that it was "the real or the apparent good" of some anticipated consequence, or image of "what is to come" derived in "reference to what is present," that simulated a living organism to pursue it (if positive) or avoid it (if negative). Famous theories which have left their impregnating effect on HR scenario are:

Theroy X and Theory Y (Douglas McGregor): Theory X and Theory Y are about working style of a supervisor/organization in relation to their subordinates/employees.
y

1. Theory X assumes that an employee by nature is unproductive therefore has to be motivated to work better through coercion only. 2. Theory Y goes exactly opposite and assumes that employee when committed will be self-directed and highly productive. Observation:It is to be noted that though Theory X has been shown by research to be counter-productive, conclusive research on Theory Y has NOT been conducted till date. Therefore author's view is that one cannot solely rely on either of them for basing one's decisions. Herzberg's 2-Factor Theory (Herzberg): The Herzberg 2-Factor theory contemplates about what an employee perceives good and bad about in a working environment.
y

1. Satisfiers (Motivator):Employees feel good about job content, public recognition, challenge, development opportunities, working culture in the working environment. 2. Dissatisfiers (Hygiene Factor):Employees feel bad about supervision, policy and administration, salary and working conditions. Observation: When surveys are conducted then high score in Motivators indicates that employee takes that self-initiated steps or work an extra mile out of Commitment. High score in Hygiene factor is just indicator that employee is not dissatisfied yet since high score doesn't add to Commitment by employee. While going through complete research of Herzberg, readers will observe that this theory can be claimed as one of the first base on which HR Departments initiated Job Enrichment and Intrinsic Motivation workshops.
y

Hierarchy of Needs (Maslow):Maslow argued that there are 5 needs of every person and person acts on them as per his position in hierarchy model. As per Maslow's hierarchy the needs of person always starts at bottom of 1st level and only when this level is satisfied employee shall move to higher level.

5th level: Self Actualization: Challenge, creativity, realization of potential etc. 4th level: Esteem Needs: Self-esteem, confidence, respect etc. 3rd level: Belonging Needs: Relationships including social circles etc. 2nd level: Safety Needs: Security of self, family, resources etc. 1st level: Physiological Needs: Food, water, air etc. Observation: It is to be noted that researches show that this hierarchy is not always strictly followed and model itself appears to be inconsistent with same experiment repeated in society based in Asian countries like India. It is also observed that needs at lower levels does not disappear once a person is on higher level, making a person always vulnerable to variables of environment. 1. McClelland's Achievement Model:Author has found Achievement Model to be one of the least understood concepts on Motivation but one of the most powerful in application. McClelland used Thematic Appreciation Test (TAT) for arriving at research results. This theory states that every person has 3 dominant needs and that each need can measured: 2. Need for Achievement (N-Ach):Need for achievement indicates the need of individual to continually keep on achieving and excelling at their endeavors. This need is benchmarked against selfdetermined/accepted performance standards. 3. Need for Affiliation (N-Affil):Need for affiliation indicates need of an individual for belonging to groups, teams, society, relationships. 4. Need for Power (N-Pow):This indicates need for having Institutional or Personal power. This may be redefined as need for having control over people and situations. High N-Pow (institutional power) is requisite for effective leadership. Observation: McClelland focused primarily on Need for Achievement. His assertion mentioned following combinations: 1. For high standards of excellence employee should have High N-Ach.

2. Good managers should have High N-Pow and low N-Ach. 3. N-Affil should be lower than N-Pow for effective behaviors, as high NAffil scorer may tend to nepotism, favoritism or submissive behaviors. y Diverse Research on Motivation Understanding & appreciation of Motivation is the basis on which HR Professional conceptualizes, develops and implements Organization policies. Experiments by Dan Ariely (Predictably Irrational, Harper Collins ed. 2009, Pg: 67-88), by Margaret S Clark (Record keeping in two types of relationships, Journal of Personality and Social Psychology, Volume 47, Issue 3, September 1984, Pages 549-557) and Alan Fiske (Four Elementary Forms of Sociality, Psychological Review, 1992) one can observe that there exists primarily two separate categories of Relationships in every individual's mind: 1. Exchange or Market normswhere individual thinks only in terms of money, trading for any service given or provided. Essence is of Give & Take. 2. Community or Social normswhere requests are friendly requests on the basis of strength of relationships and need only without any thought to monetary value. Essence is To Give As Much As I Can. Observation:Above 2 relationship spheres operates in different manner. It was found that Communal Norm is more productive but highly susceptible to mutate into Exchange Norm even if an iota of Exchange Norm is involved. These experiments indicate following implications for HR: 1. Dependence on Monetary benefits only as a motivator leads to trade thinking only without any increase in commitment, engagement or motivation as desired. 2. Employees' relatedness with their Organizations, Peers, Superiors and Subordinates are Social Exchange. Social exchanges work best when kept away from any type of monetary exchanges. Social Rewards, Appreciation and Commitment work best when kept separated from any type of monetary benefit. 3. Social Rewards are much better motivators than monetary rewards.