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Chapter 2

REVIEW OF RELATED STUDIES AND LITERATURE

Several readings were made by the researcher to find out what has been done

about this field.

Related Literature

The School Health and Nutrition Personnel play a major role in the Department of

Education particularly in the provision of health and nutrition services to pupils because

of the interrelationship between health and learning.

For all students, health problems impair academic performance. Those students

who experience health disparities also often experience education disparities. Some of

the major health problems that confront American children and adolescents include

overweight and obesity, asthma and other respiratory afflictions, HIV/AIDS, and

psychosocial and behavioral disorders. Parents worry that a child who has had an asthma

attack may not receive prompt medical attention at school. Adolescent depression may

result not only in sadness, but also to irritability or boredom, with implications for school

performance (Education Development Center, Inc., 2004)

In the article, Effects of School Health and Nutrition in Developing Countries,

The Save the Children Organization which works for School Health and Nutrition

Program in 16 countries in Africa, Asia, Latin America and the Middle East, stated that

school age children in the developing world are heavily affected by worm infestation and

nutritional deficiencies in iron, iodine and Vitamin A. Save the Children works closely

with schools and their communities to ensure proper sanitation through building latrines,
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appropriate hand washing facilities and access to safe drinking water. Most importantly,

through education, students learn how to adapt their daily habits to improve their health,

nutrition, hygiene and prevent HIV/AIDS and gain these important skills and behavior

for life (Save the Children Organization, 2008).

According to California Department of Education which publishes “Healthy

Children Ready to Learn”- A White Paper on Health, Nutrition and Physical Education,

healthy, active and well-nourished children and youths are more likely to attend school

and are more prepared and motivated to learn. To ensure that California children grow

up to be healthy, active and productive members of society, schools and child care

agencies must provide an environment and culture to develop healthy habits and practices

(California Department of Education, 2005).

Thompson (2006) compiled and edited an article “Building a Community for

Learning an Integrated School-Based Services” an integrated approach between schools,

home and community in providing services to children. In advocating integrated

services, children are at the center of the vision. Children would be ready to learn

emotionally, physically, spiritually and intellectually. The community would be at the

heart of all services offered. Programs and services would be designed to reflect

community priorities. The school as the facility for life-long learning is seen as the

center of a community where a large number of programs, services and resources can be

provided for children and their families. The school would be an equal partner in

planning services for children. It would cooperate with other agencies that also have

responsibilities for children. Although many services might be offered through the
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school, some might be offered through other mechanisms as well. Educators would

participate in making decisions about the best way to offer each particular service.

Schools can meet these student needs by offering prompt and efficient on-site

access to school-based health services. School health services are screening, diagnostic,

treatment, and health counseling. Such services are provided by school nurses and by

school health centers either on-site or on the campus. Optimally, school nurses and

school-based health centers work in partnership to maximize access to care and use of

scarce resources (Education Development Center, Inc., 2004).

From the cited situations the importance of health and nutrition services in the

school setting is very vital. Hence the performance of the School Health and Nutrition

Personnel in the Department of Education has to be evaluated to ensure that they deliver

the service expected of them. (DepED Order No.12, s. 2013).

One way of determining the employee’s performance is through a conduct of

Performance Evaluation. Performance Evaluation is necessary because it is the basis for

all personnel actions like promotion, reassignment, job rotation, training disciplinary

action and scholarship grants. It is also the basis for other incentives and awards. All

departments and agencies are required to have a performance evaluation system which

will continuously foster improvement of employee performance and efficiency, will

enhance organization productivity and will provide an objective performance rating

which shall serve as basis of incentives and rewards, promotion, training and

development, personnel actions and administrative sanctions (CSC MC no. 25, s. 1999).
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According to Moseley, et al. (2010) on Handbook of Improved Performance in

the Workplace, - Strengthening government performance is improving productivity,

quality, timeliness, responsiveness. Effectiveness of policies and programs are important

to all beneficiaries of public service.

Performance Evaluation is a tool to help enhance the efficiency of the work unit.

This tool is a means to help ensure that employees are being utilized effectively.

Employees can use it as a clear indication of what is expected of them, how well they are

doing, and then as feedback of how well they did their work. (Performance Evaluation:

Performance Management: www.nd.gov/hrms/managers/guide/perfeval.html)

Recently, as cities and counties try to do more work with fewer resources, there

have seen a resurgence in public entities wanting to focus on performance management,

including a recommitment to the use of annual performance evaluations. Performance

evaluations serve as a valuable tool for recognizing the performance of performers, for

providing redirection to employees who may not be performing as expected in a

particular area, and for taking the first step in dealing with the problematic performer

(Municipal Research and Services Center of Washington, 2013).

According to Heathfield (2013) On Why Organizations Do Employee

Performance Evaluation- in some form, most organizations have an overall plan for

business success. The employee performance evaluation process, including goal setting,

performance measurement, regular performance feedback, employee recognition, and

documentation of employee progress, ensures this success. The process — done with

care and understanding — helps employees see how their jobs and expected contributions
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fit within the bigger picture of their organization. The more effective evaluation

processes accomplish these goals and provide additional benefits. Documented

performance evaluations are communication tools that ensure the supervisor and her/his

reporting staff members are clear about the requirements of each employee’s job. The

evaluation also communicates the desired outcomes or outputs needed from each

employee’s job and defines how each employee will be measured.

Related Studies

A. Foreign

Foreign studies similar to this study regarding evaluation on the employees and

organization’s performance had been reviewed to provide background to the present

study.

Pan and Quian (2006) concluded that as a managerial means, the performance

evaluation system can directly reflect the social and cultural environment of a work place

as well as the managerial standards of the administration. They found two types of

problem. The first type of problem was the erroneous implementation of the performance

appraisal (e.g. Evaluation bias and lack of training) and the second type was system-

inherent problems. The authors were quick to admit the importance of appraisal system.

In the study of Nguyen (2003) he found out that extrinsic rewards were such

things as base pay, incentive payments, job status employee benefits, promotions and

gifts of any kind. To the extent possible, these rewards should represent a variety

(something for everybody) and should be contingent upon performance. The stronger the
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performance-extrinsic reward link, the greatest the overall performance –expectation.

Intrinsic rewards are those rewards that are provided directly to the employees as a

function of performing the job.

Thomas (2004), in his study of the General Manager Performance Evaluation

Process, concluded that the lack of an adequate performance evaluation was more likely

to lead to managerial turnover. As reported, general managers stated they would likely

choose to leave if the performance process were inadequate. In such situations, it would

stand to reason that these managers could not see themselves progressing in their

professional careers and would take a move to realize this important piece of the process.

Furthermore, it was expected that the data would support the existence of a

significant relationship between receiving good or bad performance evaluations and

whether club managers would stay or leave their clubs, but this was not the case.

Although there were some evidence that an excellent performance evaluation would

motivate general managers to stay at their clubs, there was no evidence that a poor

performance evaluation would prompt them to leave their club. In fact, the will and

determination of club managers was seen in these results; 86% of respondents stated they

would be motivated to improve upon the areas where they were rated negatively in a

performance evaluation

First Reliance Bank Case Study (2014) on the Performance Evaluation of their

employees gained a stronger understanding of employees' perception of individual and

group performance, including gaps in communication. This helped the company to align

communication and expectations - and from there, more resourcefully ascertained and
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targeted areas for improvement. Their employees were more accountable for their

performance with the increased visibility of goals and resources and management had the

tools to measure clearly associates growth and properly allocate compensation based on

performance

Kumar & Sanga (2011) conducted a case study on the Performance Monitoring

and Evaluation System in India. They concluded that India’ s Performance Monitoring

had succeeded in generating transparency in performance information of ministries and

departments of Governments of India, especially, that of senior management. The results

provided reliable benchmarks to compare public agencies through accountable and

transparent setting of performance targets. The RFD results are expected to enhance

healthy competition among public agencies and thereby improve performance and service

delivery. While real changes can happen only in the medium to long term, continuing the

initiative in the same spirit would be crucial. Over a period, PMES was expected to form

the basis to identify good performance and reward. It could add value in bureaucratic

reforms, encourage agencies to re-engineer their systems for better results, improve

service delivery, and strengthen citizen’s trust in government.

Overeem, et al (2012) conducted a study on the Evaluation of Physicians'

Professional Performance: An iterative development and validation study of multisource

feedback instruments. In this study, they recognized the global need to assess physicians'

professional performance in actual clinical practice. Valid and reliable instruments were

necessary to support these efforts. This study focused on the reliability and validity, the

influences of some sociodemographic biasing factors, associations between self and other
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evaluations, and the number of evaluations needed for reliable assessment of a physician

based on the three instruments used for the multisource assessment of physicians'

professional performance in the Netherlands. The results demonstrated that the three

MSF instruments produced reliable and valid data for evaluating physicians' professional

performance in the Netherlands.

Studies by Pan & Quian (2006), Nguyen (2003), Thomas (2004) Kumar and

Sunga (2011) and Overeem, et all (2012) recognized the importance of the performance

evaluation in improving the performance of employees in various organizations which

could be beneficial to their clientele. All these studies were similar to the present study.

Local Studies

The researcher reviewed local studies related to the present study to enrich the

conceptual basis.

Javier (2005) in the Philippine Health Industry Salary Survey 2005, stated that

health service providers are in a race for providing the best possible services to its

clientele- with the ultimate goal of capturing bigger share of the market. However with

limited resources and funding, health service providers must face the challenge of

keeping its external and internal stakeholders both satisfied. Quality people are the

“pillars” without them, the best processed and technology would be rendered useless.

Thus, it must have the ability to attract and keep quality people to enable an organization

to provide continuously quality service.

Onda (2010 ) in her study on “An Evaluation of Faculty Teaching Performance

Expertise: Training Program, found that there was a significant difference in instructional
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of selected faculty members between two semesters after having attended the

instructional expertise training program. She recommended creating a year round

program Instructional Expertise Training to maintain and increase the instructional

expertise of faculty members as this could be very crucial in the learning process of the

students.

Quiambao (2009) in his study “Implementation of Performance Evaluation

System of the Civil Service Commission for Doctors in Government in the Province of

Tarlac,“ found out that almost all doctors had a satisfactory to very satisfactory

performance. In the evaluation of critical factors, majority of the doctors had a very

satisfactory rating. All the doctors had an overall performance rating of very satisfactory.

It was also found out that there were a variety of problems encountered in the

implementation of the PES but most of these problems could be clustered into the

problems of implementation such as not well-oriented, not regularly done, rater bias,

target activities not discussed, different targets or performance standards used by other

centers, rating not discussed, rating by the client, peer and subordinate were not done and

not implemented as originally conceived.

Quilicot (2005) in her study of the Administrative Profile Performance Levels

and Training Needs of the Faculty Staff of Siquijor State University, found that the

faculty needed training to oral communication, use of appropriate teaching methodology

and instructional technology but felt that trainings pertaining to classroom management

and teacher personality and human relations were less needed by them.
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Ventanilla (2010) in her study on “Employee Performance Evaluation as

Correlates to Job Satisfaction: Basis for Upholding Company Values, found that there

was a relationship between performance evaluation and job satisfaction. This means that

that job satisfaction could create an impact on the performance evaluation of an employee

though this may not always be true to all instances.

The studies of Onda (2010), Ventanilla (2010), and Quilicot (2005) were mainly

concerned with the evaluation of the performance of the employees and faculty members

based on job satisfaction, instructional expertise and training needs.

The studies of Javier (2005) and Quiambao (2009) were in the same focus as the

current study; the evaluation of the performance of the Health Personnel particularly the

Doctors and Nurses and the quality of the health services to its clientele. The difference

were on the scope and setting for the present study delved on the performance evaluation

of the School Health and Nutrition Personnel in the Department of Education in the

provision of health and nutrition services to pupils and pupils as its primary client and it

also focused on the promotion of health and prevention of illnesses which made this

study broader than the aforementioned studies.

Conceptual Framework

The study focused on the Evaluation of the Performance of the School Health and

Nutrition Personnel of the Department of Education in Region III. The Input-Output

Evaluation model was used in the study.

It is believed that the performance of the School Health and Nutrition Personnel

may relate their demographic profile such as personal and work –related factors, and the
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problems encountered- needs to be addressed.

From the results of the study, a proposed plan of action was developed to improve

and enhance further their performance which could serve as inputs to human resources

and management and development. Implications to Public Health Management were also

drawn.

INPUTS OUTPUT

1. Demographic Profile of 1. Performance of the School

the School Health Personnel Health and Nutrition INPUTS
Personnel
1.1 Personal Factors IMPLICATIONS
1.1.1 Age
1.2.1 Gender TO
1.2.3 Educational 2.)Accomplishments in:
Attainment 1.) Medical Health TO
Program
1.1. Work Related Factors 2.) Dental Health HUMAN
1.2.1 Position Program
1.2.2 No. of yrs.in 3.) School Health PUBLIC
the service Nursing Program
1.2.3 Educational RESOURCES
Attainment
HEALTH

2. Ratio of SHNP to the MGT. AND

Pupils being served DEV.T.
MANAGEMENT

PROBLEMS ENCOUNTERED
(Needs of the School Health and Nutrition
Personnel
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Fig. 1 Paradigm of the Study

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