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 7. Dekwat- nanakaw

8. Chaka-pangit
BALBAL 9. Purita- mahirap
10.Tsongke-marijuana
1. Syota- Kasintahan 11.Lafang-kumain ng marami
2. Chokorandehins- hindi kaibigan 12.Bratinella- babeng pasaway
3. Datung- pera omaldita
4. Mudracles- ina/nanay 13.Lanjut- malandi
5. Todas- patay 14.Bebot- babae
6. Olats- talo 15.Bokal- Kalbo
KOLOKYAL PAMBANSA

1. Mayroon- meron 1. Malaya

2. Dalawa- dalwa 2. Buhay
3. Diyan- dyan 3. Pagkain
4. Kwarta-pera 4. Dangal
5. Na saan- nasan 5. Tao
6. Paano- pano 6. Takdang Aralin
7. Saakin-sakin 7. Umaga
8. Kailan-kelan 8. Simbahan
9. Ganoon-ganun 9. Wika
10.Puwede-pede 10.Bansa
11.Kamusta-musta 11.Bayan
12.At saka- tsaka 12.Buhay
13.Kuwarto- kwarto 13.Puso
14.Pahingi- penge 14.Panaginip
15.Naroon- naron 15.Hangrin

LALAWIGANIN PAMPANITIKAN

1. Malakat (Hiligaynon)- aalis 1. Ipamintakasi-ipagdasal

2. Natuod (waray) – naniniwala
3. Mapintas (ilocano) – maganda
4. Nasi (kapampangan)- bigas
5. Bilot (Batangueño) –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
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 pinag-

aralan. 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 iba’t 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,sa’kin,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 worker’s self-esteem and increase worker productivity by changing
the reward system or the job design.
Understanding the Basics of Human Behavior
An organization’s 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 concepts—motivation, or power, politics or organizational
culture—are hard to assess.
3.  Other factors are more easily definable and readily available—data
that can be obtained from an employee’s personnel file and would
include characteristics such as:
Biographical Characteristics

 Age
 Gender
 Marital status
 Length of service, etc.
 Age

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

importance.

 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.

 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.
  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.

 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.

 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.

 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:

 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 employee’s 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

 Women’s quit rates are similar to men’s.

 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:

 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, self-
esteem, 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 person’s 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 spatial-
visualization abilities.
3.  Directing attention at only the employee’s 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
employee’s job satisfaction when the employee’s 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.

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.

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.

 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 self-
determined/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 N-
Affil scorer may tend to nepotism, favoritism or submissive behaviors.
 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.