FIELD) peo. w79 2906 ATENEO DE MANILA UNIVERSITY PRESS Bellarmine Hall, Katipunan Avenue Loyola Heights, Quezon City P.O. Box 154, 1099 Manila, Philippines Tel.: (632) 426-59-84 / Fax: (632) 426-59-09 E-mail: unipress@admu. edu.ph Copyright 2005 by Ateneo de Manila University and Ma. Regina M. Hechanova and Edna P. Franco Book and cover design by JB de la Pefia The editors and publisher wish to thank Dr. Leo Fores, owner of Popo San Pascual’s painting reproduced in the cover. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the written permission of the Publisher. The National Library of the Philippines CIP Data Recommended entry: The way we work : research and best practices in Philippine organizations / edited by Ma. Regina M. Hechanova and Edna P, Franco. - Quezon City : ADMU Press, c2005 iv 1, Personnel management - Philippines. 2. Management - Philippines. I. Hechanova, Ma. Regina M. II. Franco, Edna P. HF5549.2.P5 658.3 2005 P044000648 ISBN 971-550-476-0Table of Contents Foreword Preface . The Psychology of the Filipino Worker Who is the Filipino Worker? .... Ma. Regina M. Hechanova, Marilyn A. Uy, and Alfredo Presbitero Jr. Are there Generational Differences in Work Values? ........... 18 Ma. Valerie Vanessa Claudio-Pascua The Stress of Juggling Work and Family Ma. Regina M. Hechanova Rewards that Matter: What Motivates the Filipino Employee? Karen L. Yao, Edna P. Franco, and Ma. Regina M. Hechanova ». 63 Ramon A. Alampay, Ma. Regina M. Hechanova, and Edna P. Franco Empowering the Service Worker Transformational Leadership and Its Impact on Employee Attitudes ................cccccssecseseneeee 77 Ma. Josephine C. Francisco The Paradoxes of Leadership: A Profile of Successful Filipino Business Leaders ............... 86 Godofredo A. Lanuza and Zarina Yvette Xenelle S. WellsNinn sexnune nme CONtENts Human Resource Management in Philippine Organizations ..................0.ccseseeeeseeeeens 107 Facing the Future in HR: Current Trends and Issues ........ 109 Edna P. Franco Competency Management in Philippine Organizations: A Multicase Study Mendiola Teng-Calleja, Angielyn Lee-Tan Riosa, Mary Lisette Villanueva, and Zarina Yvette Xenelle S. Wells Do Work-Life Balance Programs Work? The Petron Experience .. Jennifer Marie Aguirre-Mateo and Petron HRM Department Flexible Benefits: The Soluziona Experience .................... 162 Peter Paul V. Cauton Managing a Factory Closure: The Nestlé Experience ... Marcelino C. Pineda, Ma. ery ‘A Alipao, Renee Fajardo-Valdez, and Mendiola Teng-Calleja Managing Computer Resistance ... Ma. Regina E. Estuar, Ma. Regina M. Hechanova, Elizabeth Patricia M. Grozman, and John Benedict C. Que Index... About the ‘Editors and Contributors .Foreword TODAY, MORETHAN EVER, practitioners/professionals in the field of human resource development and management—referred to here as HR practitioners—have been inundated by the sheer number of feature articles, essays, journals, researches, books written by Western and Asian academics and professionals. Most of the authors agree that HR plays a major role as organizations come to grips with the myriad challenges confronting them. However, as one author says, in the absence of clear, quanti- fied measures of what HR actually contributes (unlike revenues and production) the real value of HR has yet to be defined. Still, contemporary experts all highlight the strategic engage- ment of people as a major source of organizational success. At this point one might well ask what the authors of this book have to contribute to already well-discussed and lively debated topics. For one, as the title and even a cursory review of the table of contents of the book indicate, the authors present data and messages that are both provocative and evocative, par- ticularly for Philippine organizations and for all levels of Filipino workers. Appropriately, it is suggested here that Filipino HR professionals use cautious judgment in the application of for- eign-developed technology. This caution is supported by research findings which show that Western technology, implemented as designed, has minimum impact on improving the performance of Filipino workers. It becomes an ethical imperative then that HR practitioners subject foreign technology to a systematic process of adaptation which is suited to the Filipino worker and the Philippine organi- viiviii = _The Way We Work zational culture. Subsequently evaluation and measurement of the effectiveness of the technical intervention will again be the responsibility of the HR professional. All the studies in this book lead the reader to an increased understanding and a deeper appreciation of many aspects of HR concerns and issues. Noteworthy is the article, “Who is the Filipino Worker?” by Hechanova et al. This might well evolve into a solidly integrated formulation of the Psychology of the Filipino Worker. Particularly stimulating is the study by Franco, “Facing the Future of HR: Current Trends and Issues.” The study looks at the present and future of HR, asking precisely where it must go to meet competitive challenges such as global- ization, technology, profitability, growth, and capacity to change. The image of HR now, as mere personnel departments that deal only in policy making, policing, and transacting is outdated. If organizations in the Philippines are to be competitive, HR pro- fessionals must shift from a “what I do” to “what I deliver” mentality; they must fulfill both operational and strategic roles, must become both police and partners, and must take responsi- bility for both qualitative and quantitative goals over the short and long term. The other articles deal with both employee and: human resource management in the Philippine context, among many others: what motivates/empowers Filipino workers; what com- petency models are suited for Filipino business leaders; how is one to go about developing “consumer-intimacy” in Philippine organizations. The preface of this book gives a brief review of each of the case studies. Accordingly, this expanded knowledge of the “human/intellectual capital” of organizations should fa- cilitate the planning and designing of greatly enhanced, and therefore of more effective performance management programs. Another unique contribution of this book is that it goes beyond providing recommendations which are usually a litany of “shoulds” and “musts,” just short of perfect, perfect, perfect! Interested but perplexed readers may comment: Great advice, but how do you make it work? To countermand this, Psyke 2Foreword offers research utilization schemes in specific, doable interven- tions appropriate to the findings of each study. Furthermore, teachers, trainers, and all facilitators of learn- ing are expected to integrate or synthesize life’s experiences within overarching conceptual frameworks, theories, and orga- nized principles applicable to Filipino learners. The research-based studies in this book of industrial-organizational concerns and issues eminently qualify it for this important role in the learning process. Psyke volumes are intended to reflect the Ateneo Depart- ment of Psychology’s areas of concentration. Psyke 2 focuses on the applied field of industrial and organizational psychology- human resource and organizational development and management. The volume has been very ably edited by Edna P. Franco and Regina M. Hechanova, whose own researches and case studies are vital inclusions in this book. A Psyke 2 must have a Psyke 1, and indeed it has. Psyke 1 is composed of creative works of selected thesis-dissertation writ- ers, covering topics in Clinical and Counseling Psychology. An academic paradox reveals whole sets of beautifully bound vol- umes, which earned for the writers their M.A. and Ph.D. degrees, ultimately finding rest on the venerable shelves of the Rizal Library and the Ateneo Department of Psychology where they stay mainly unread. Psyke 1 recalled them to “active duty” by translating the technical language into reader-friendly versions to serve the educated reading public. The charge of writing a foreword for this book, Psyke 2: Research and Best Practices in Philippine Organizations, has been a most delightful experience. I wish to applaud Bopeep Franco and Gina Hechanova for successfully continuing and even ex- panding the pioneering tradition of the Department of Psychology. This innovative spirit is now embodied in the Center for Organi- zational Research and Development (CORD). Started thirty years ago as a two-desk, two-person office, boldly named Human Resources Center (HRC), it envisioned itself as the practicum arm of the graduate students of psychology who satisfy theirrequirements as apprentices to consultancy programs of the Ateneo faculty and to the Center’s training and development projects. Escalating its research component, it exceeded its original vision in various creative ways. Three years ago HRC was renamed CORD. Its research involvements gave birth to the publication of this book, Psyke 2. All of us, the faculty, graduate students, graduates of de- gree programs and certificate courses, our multisectoral clientele, are truly grateful beneficiaries of the inspired human transfor- mation labors of the discipline of psychology. Carmela D. Ortigas, Ph.D. Professor of Psychology Cofounder of HRC and Coeditor of Psyke1 June 2004Preface INA DEVELOPING COUNTRY such as the Philippines, and amidst an increasingly global and competitive business environment, the quality of human resources is key to our nation’s progress. Yet what do we know about Filipino workers and how do we harness their capabilities in order to make our organizations successful? Perhaps due to our country’s affinity to the West, it has been fairly easy to transport Western management practices to the Philippine setting. But these practices have been transplanted with little data on whether or not they really work in our cul- ture. Worse, there is a dearth of researches that attempt to create indigenous theories and models on how to manage the Filipino worker and organization. This concern provides the im- petus for this book. When we joined Ateneo de Manila University three years ago as faculty members and as practitioners in what is now Ateneo Center for Organization Research and Development (Ateneo CORD), we realized how little information was available about the psychology of Filipino workers. Our recent review of researches in industrial and organizational psychology reveals that only a quarter of research conducted has been published, mostly in scientific journals that rarely find their way outside academe. That means there is a wealth of knowledge that is not shared with the general public or even with the professionals who could best benefit from them. Thus, we made it our mis- sion to bridge this gap. Last year, we began the Ateneo CORD Trendwatcher Series, a venue for academe to share researches with human resources (HR) practitioners. We received overwhelm- xixii = x The Way We Work ing response and discovered that people were thirsty for knowl- edge, and that a partnership could blossom between academe and industry. We thus decided to put together this book to showcase recent researches about Filipino workers and organi- zations. This book builds upon previous work done by our col- leagues at the Department of Psychology. The first Psyke edition was published in 1993 and was titled Essence of Wellness. Coed- ited by Dr. Carmela D. Ortigas and Dr. Ma. Lourdes Carandang, the book features researches in Clinical and Counseling Psychol- ogy. The dream then was that more researches in other fields of psychology would be featured in subsequent editions. Although more than ten years hence, we are happy to finally be able to continue the endeavor—but this time focusing on researches in industrial and organizational psychology. In the first section of the book, we present researches that examine the psychology of the Filipino workers—their values, motivations, sources of well-being, and others. In the second half, we take an organizational perspective by presenting re- search and case studies in human resource management. We hope that through these articles, heads of organizations, line managers, and HR professionals may be better informed, have a broader understanding of the Filipino workers, and be able to more effectively engage human resources in the Philippines. Acknowledgments We believe there is still much to know about how people and organizations can be managed better. Some of this knowledge is already there and only needs a voice. Other aspects of this knowledge are still waiting to be uncovered. When we first started this project almost two years ago, we just knew there ‘was a vacuum that needed to be filled. We decided to take on the challenge, not realizing how Herculean the task would be. Putting together thirteen articles from various groups of authors ‘was quite a feat. There were many months of just waiting forPreface aS revisions because most of our authors held full- or part-time jobs and had to squeeze in writing of the articles in their already busy schedules. There were times when we were tempted to just let the project go. Yet once we embarked on this journey, there were many whose support and encouragement kept us going. We are grateful to the companies who opened their doors for us to do research. We are also thankful for the handful of organizations who allowed us to document their best practices so these may be shared with others. We were also blessed to have graduate students and colleagues who agreed to accom- pany us on this journey. We are hopeful that this will open the door to more collaboration and knowledge generation in the future. We wish to thank Chin Wong who served as our style edi- tor, giving us valuable feedback on the articles despite working under a very tight schedule. We are grateful to the management board of Ateneo CORD and to our colleagues at the Ateneo de Manila University, especially those in the Department of Psy- chology, for their support. We also wish to acknowledge the visionaries who laid the foundation of the Ateneo Human Re- sources Center thirty years ago, as well as our predecessors who built up what we now call Ateneo Center for Organization Re- search and Development. We are grateful to our mentors who inspired, honed, and challenged us. Many thanks, too, to our friends who supported and cheered us on. This book would not have been possible without the love and support of our fami- lies—Randi, Kai, Laya, and Andre Alampay, and the Francos. Thank you for allowing us the space to pursue our dreams. Finally, we lift this humble contribution to nation building to Him who is the source of all knowledge. Ma. Regina M. Hechanova Edna P. Franco Ateneo CORD C@The Psychology of the Filipino Worker INDIVIDUALS ARE THE BUILDING BLOCKS of organizations. Because they are an organization’s most important resource, it is essen- tial that we understand their needs, values, and motivations. “Who is the Filipino Worker?” uses national survey data to ex- amine the motivations, needs, and wants of a broad spectrum of workers. In the second essay, we answer the question “Are There Generational Differences in Work Values? ,” comparing the work values of parents and their children. “The Stress of Juggling Work and Family” focuses on the plight of working parents and how they cope with their dual roles. What rewards matter to the Filipino worker? This question is answered in a study on what internal and external rewards are valued by employees. The issue of whether empowerment works for the Filipino service worker is tackled in the essay, “Empowering the Service Worker.” The final two essays in this section focus on Filipino leadership. “Transformational Leadership and Its Impact on Employee Atti- tudes” examines how leadership behaviors can influence the commitment of their subordinates. Finally, “The Paradoxes of Leadership: A Profile of Successful Filipino Business Leaders” presents a personality profile of successful business leaders.A ho is the Filipino Worker? Ma. Regina M. Hechanova, Marilyn A. Uy, and Alfredo Presbitero jr. IN A TIME OF UNRELENTING CHANGE and extremely tough com- petition, companies face the daunting task of determining sustainable strategic advantages. However, there are very few competitive advantages that can be maintained for a long time. Strategies can be copied, resources bought, technology created. Hence, more and more organizations are looking at human capi- tal as the true source of sustainable competitive advantage. After all, people are the creators of strategy, the caretakers of resources as well as the designers and implementers of technol- ogy. Thus, in a developing country such as ours—where natural resources are dwindling, economic resources are scarce, and technology is lagging—our redemption will be in the wealth of resources that exists within the Filipino worker. There are more than 35 million Filipinos in our work force today. They represent half of the country’s population and two- thirds of the adult population (Philippine Labor Statistics 2003). If our country is to grow economically, we need to harness 3Accom moacan nw The Way We Work these workers to participate and become truly productive members of organizations. How do we do this? The first requi- site is to know who Filipino workers are. What is their demography? What are their values? What do they look for ina job? These are the questions we have attempted to answer in this essay. The Studies We have tried to answer these three questions through second- ary analysis of the existing data. Specifically, we looked at two recent studies of Filipino workers. The first data set we used was the 2001 Philippine Round of the World Values Survey (WVS) conducted by the Social Weather Stations (SWS) for the Inter-University Consortium for Political and Social Research. The Philippine survey had a sample size of 1,200 adult respon- dents (eighteen years old and above). Respondents were evenly divided into four major study areas: National Capital Region (NCR), Luzon (areas outside of the NCR but within Luzon), Visayas, and Mindanao. From this sample, we extracted the data on only those who were working. Thus, a total of 608 working respon- dents were included in our study. The second data set analyzed was the 1997 Work Orienta- tion Study, also conducted by the SWS, this time for the International Social Survey Program (ISSP). As with the WVS, the original data had a sample size of 1,200 adults evenly drawn from NCR, Luzon (areas outside of the NCR but within Luzon), Visayas, and Mindanao. We again used responses only from those who were currently working. This resulted in an effective sample size of 636, two-thirds of whom were male. These re- spondents represented 113 classifications of occupations. In addition to these surveys, additional information was obtained from the Bureau of Labor and Employment Statistics, National Statistics Coordination Board, National Commission on the Role of Filipino Women, and the Securities and Exchange Commission.Who is the Filipino Worker? sneer, The Profile of the Filipino Worker According to the October 2003 Bureau of Labor and Employ- ment Statistics, a quarter of the workforce is twenty-four years old and below. Most of the workers are found in the NCR, Cavite, Batangas, Laguna, Rizal, Quezon, and Central Luzon. Most are in retail and trade (16 percent), manufacturing (9 percent), and transportation, storage, and communication (6 percent). Although literacy rates are high, only half of our work- ers are high school graduates and only about one of five workers has completed college education. Based on data from the 1997 Work Orientation Survey, majority (78 percent) of workers are married with an average of three kids. More than one-third (37 percent) of our workers are in dual-career families where both father and mother work. However, males are still the chief wage earners in four of five families. Although majority (65 percent) of workers are employed full-time, there are around 5 million workers who can be con- sidered underemployed, or people who desire to work more hours but typically work less than forty hours a week. As of August 2003, the median monthly pay of a worker in the non- agricultural setting was P6,764. Workers in unionized organizations receive 29 percent higher pay than those in nonunionized companies. Workers in multinational corporations also receive 54 percent higher pay than those in nonmultinational corporations (Bureau of Labor and Statistics 2003). However, poverty remains a pressing issue in the country. Sadly, more than one-third, or a total of 26.5 million Filipinos, live below the poverty line (National Statistics Coordination Board 2002). Not surprisingly, more than half of workers in the 1997 Work Orientations Survey consider themselves poor. The Meaning of Work Why do people work? For most respondents in the 1997 Work Orientation Survey, work is seen as a person’s most important& : oop eWay We Work activity (88 percent). However, three-fourths also agree that a job is just a way of earning money. Given the high incidence of poverty, work is primarily seen as a means of meeting basic needs. Other than a means to survive, however, work also pro- vides a venue for individual growth. Majority of respondents in the 2001 World Values Survey agree that one needs to have a job to fully develop one’s talents (94 percent). In fact, 65 per- cent also believe that people who don’t work become lazy. In a focus group discussion (FGD) conducted by the Personnel Man- agement Association of the Philippines (2000) one FGD participant stated, “Work is core to my existence as an indi- vidual because I have tested myself. I tried staying at home . . . parang something was missing. . . . I was always a working wife . so for me work is a vehicle for fulfillment in terms of talents and abilities coming out.” What Workers Look for in a Job When asked about things that are of primary importance in looking for a job, 78 percent of workers in World Values Survey said that the most important element was good job security, that is, the company has very minimal risk of closing down. With the increasing incidence of mergers, acquisitions, downsizing, and closures, the value for job security is understandable. In fact, only 28 percent of respondents in the Work Orientation Survey did not worry about the possibility of losing their jobs. Disturb- ingly, one-third of respondents also reported that they do not have written contracts with their employers. Other than job security, 38 percent of the World Values Survey respondents mentioned “good pay” as a primary consid- eration. Indeed, having a job with handsome pay is extremely important for most Filipino workers, as most are concerned with making both ends meet. This reality is clearly supported by the 1.06 million overseas Filipino workers (OFWs) all over the world (National Statistics Office 2003).Who is the Filipino Worker? _ I Beyond pay and job security, workers listed many other characteristics that are important for them. These are summa- rized in table 1 below. Table 1. What Filipino Workers Look for in a Job E Factor Good pay Job security A job that meets one’s abilities A position of responsibility A job respected by people in general A job in which you can achieve something A job that is interesting Good hours Not too much pressure An opportunity to use initiative Generous holidays OONDOAAONHE a oO Although workers appear to be quite clear on what they want in a job, it seems that many do not have the jobs they want. Although 87 percent of the Work Orientation Survey re- spondents affirm that they are proud of the work they do, more than half (54 percent) also agree with the statement, “Given the chance, I would change my present type of work for something different.” The reasons for such an attitude are evidently due to the discrepancy between the factors they think are important and what they actually have. Although workers agree that their current jobs allow them to help others and are useful to society, they perceive job security, income, and career opportunities as limited. In fact, 40 percent of workers in the Work Orientation Survey reported that their jobs use little or almost none of their skills or experiences. Such discrepancies are perhaps the driving force in the increase in migration and overseas workers.De Way We Wark If given a choice, three of four respondents in the Work Orientation Survey prefer to be self-employed rather than be an employee. The lure of self-employment is perhaps explained by a twenty-three-country study which shows that the self-employed are more satisfied with their work compared to employed per- sons because of the autonomy that being one’s own boss affords (Benz and Frey 2003). When asked about where they would rather work, majority of the Work Orientation Survey respondents said they prefer to work in a large firm (72 percent) than in a small firm (28 percent). This is quite understandable because large firms are perceived to be more stable than small ones. Compensation and benefits also tend to be higher in larger firms. In addition, opportunities for advancement tend to increase with organiza- tion size. Interestingly, work in government or civil service is preferred (52 percent) over working in a private business (38 percent). One explanation for this is that the increasing downsizing among private firms has made workers perceive the government as the most stable employer in the country. Happiness and Satisfaction Despite the grim economic picture, the positive spirit of the Filipino still shines through. Based on the Work Orientation Survey, Filipino workers are generally happy with their situa- tion. However, level of happiness is significantly correlated with their income, and satisfaction with their financial condition. That is, happy workers are those who are satisfied with their financial situation and their earnings. The results also reveal that happiness is a function of job level. Those who are in the higher ranks are happier than those in lower-level jobs. This is understandable because higher-level jobs often mean greater autonomy, challenge, and compensa- tion—factors that Filipinos look for in a job. Perhaps this also explains why one-third of OFWs are laborers and unskilled work- ers—individuals who would typically hold low-level jobs (NationalStatistics Office 2002). On the other hand, there are some differences between gender and industries. Females in the agri- cultural sector register the lowest happiness scores. Perhaps it is in this group of workers that we find the widest gap between work preferences and actual working conditions. In terms of job satisfaction, workers appear to be some- what satisfied with their current jobs. Workers in urban areas report greater satisfaction than those in rural areas. Why is this so? One possible explanation is that work tends to be concen- trated in urban areas, so that workers in cities have a much wider choice in terms of jobs. Indeed, the Work Orientation Survey results reveal that urban workers have higher incomes and report more opportunities for advancement in their jobs. Urban workers—compared to rural workers—rate their jobs as more interesting, meaningful, and useful to society. What is Important for Filipino Workers? The family holds a very significant place in the Filipino culture as reflected in the World Values Survey where 99 percent of par- ticipants rated family as “very important.” Work comes in a close second with almost 96 percent of the respondents rating it as a very important element in their life. The crucial role of religion in the lives of most Filipinos is evident as it was rated “very impor- tant” and “rather important” by 96 percent of the respondents. Service to others is also rated quite highly, garnering 93 percent for the “very important” and “rather important” responses com- bined. Only 38 percent of the participants of this study consider their friends as “very important,” whereas half of them rate friends as “rather important.” Leisure and politics are least im- portant to workers. These findings validate a research study conducted by the Resources and Inner Strategies for Excellence, Inc. (RISE, Inc.) for the Personnel Management Association of the Philippines (PMAP) which reveals that the common priorities of Filipino workers are family, relationships and friends, work and career, personal development, spirituality, and health.Le Way We Wor Although the value for family and work is true across all workers, certain differences did emerge by age. In the PMAP study one respondent remarked, “When I was younger, work would be on top. Now family is at the top.” Relationships or friends are also mentioned as a priority. Younger workers, how- ever, value friends more than older workers do. Service to others is valued more by older workers than younger ones. All these findings are consistent with individual development theories that explain how people’s values change with life stages. Work vs. Leisure Filipinos, in general, place a substantial premium on work com- pared to leisure or recreation. Both females and males agree that it is work, not leisure, that makes life worth living. Indeed, 82 percent of respondents to the World Values Survey agree that work should always come first even if it means less spare time. Attitudes toward leisure, however, appear to be influenced by educational attainment and income level. The World Values Survey reveals that workers with more education and higher incomes place a higher value on leisure than those with less education and income. One explanation for this is that educa- tion and income are related; generally, the more educated have higher paying jobs. Consequently, the higher the income, the more likely they are to have discretionary funds for leisure. On the other hand, the relationship between educational attainment and value for leisure may also be attributed to the liberal educa- tion received in college that espouses a holistic understanding of quality of life, which includes noneconomic pursuits such as arts and recreation. Yet another way of looking at this is through the lenses of Maslow’s hierarchy of needs. Maslow (1970) proposed that people’s needs fall into a hierarchy with the most basic being physiological needs (food, shelter, relief from pain). This is fol- lowed by safety and security needs (freedom from threats or surroundings), belonging (friendship, affiliation, love), esteemis the Filipino Worker? (self-esteem and respect from others), and self-actualization (ful- filling oneself by maximizing use of abilities, skills, and potentials). Maslow says lower-order needs must be satisfied before higher- order needs. Although there have been questions about whether this is true for all individuals, the results do suggest that for lower-income workers, survival takes priority over leisure. Well-being and Work-Life Balance Given the amount of time work occupies in our lives, it is not surprising that it is a major source of stress. A quarter of the workers in the Work Orientation Survey report that they always come home from work exhausted. Twenty-two percent report that this often happens to them, too. Stress level and exhaustion are highest among lower-income workers. Workers in rural ar- eas are more stressed and likely to feel exhausted at the day’s end compared to those in urban areas. This is likely since these workers tend to have jobs that entail manual labor and not have as much flexibility in terms of work hours. There is also a positive correlation between work stress and number of hours worked. The World Values Survey asked workers about the frequency of activities outside work. Results show that workers spend time with friends, work colleagues, and parents or relatives. When asked about their membership in voluntary organizations, 34 percent of workers say they belonged to and volunteer in a religious organization. However, beyond that, a great majority of workers do not belong to any voluntary organization. Only 11 percent of workers are members of unions (Bureau of Labor and Employment Statistics 2003). When asked what they wish they could spend more time on, 77 percent of the respondents wanted to spend more time with family. Gender Roles The past decades have seen an increasing number of women in the workplace. In the 1960s, less than a third of the women12 oo __.The Way We Work worked; today, more than 50 percent of female adults work (Bureau of Labor and Employment Statistics 2003). Perhaps this has led to a change in gender roles. Although males are predominantly the chief wage earners, nine out of ten workers in the World Values Survey agree that both husband and wife should contribute to the household income. With such a change, it is not surprising that there is more openness toward working women. Although majority (85 percent) of respondents in the Work Orientation Survey believe that being a housewife is just as fulfilling as working for pay, most (72 percent) respondents agree that working mothers can establish a warm and secure relationship with their children as those who do not work. Despite the openness to women joining the workforce, how- ever, there is still gender inequality in the workplace. Women in the Work Orientation Survey report less job satisfaction than men. They agree less than male workers that their work pro- vides them with high income and opportunities for advancement, and allows them to work independently. Although females slightly outpace males in terms of lit- eracy rate, there still appears to be a “glass ceiling” or an invisible barrier for women vis-a-vis important positions in many organizations. The latest data from Securities and Exchange Com- mission (SEC) show that only 5 percent of chief executive officers of the top 500 Philippine corporations are women (SEC 2003). In addition, according to the National Commission on the Role of Filipino Women, or NCRFW (1995), women, on the average, make less than half of what men make even in female-domi- nated industries. Aside from a glass ceiling, there is evidence of “glass walls” that limit women to certain specific sectors or occupations. In the Philippines, women workers dominate service as well as educa- tion organizations and tend to be in traditional occupations such as teachers, nurses, social workers, and sales clerks (Ilo 1997). Moreover, there appears to be gender stereotyping inside the household. Two of three female workers who responded toWho is the Filipino Worker? ___ 7 ; somal 3, the Work Orientation Survey said they are mainly responsible for domestic duties, 24 percent say they share duties with their partners and 10 percent report that others are responsible for domestic duties. Interestingly, among male workers, only 9 per- cent report that they are mainly responsible for domestic duties, whereas 35 percent claim they share domestic duties. Not sur- prisingly, although majority, or 65 percent, of workers would prefer full-time work, there is a gender difference, nevertheless. Seventy percent of male workers, but only 54 percent of women, want a full-time job. HR Implications The findings from the various studies suggest a number of impli- cations on how best to manage the Filipino worker. In a business environment where closures and downsizing happen everyday, it is not surprising that job security has become an important issue among workers. Organizations that are able to assure stability will have an advantage in attracting and retaining talent. Yet the paradox is that in the dynamic world of business, the key to organizational survival is flexibility. Gone are the days of life- time employment and more organizations are seeking to prepare workers for change. How does one reconcile these two appar- ent contradictions? The secret might just be in being able to strike a balance in doing both—making sure that workers’ wel- fare is considered and that downsizing is done only as a last resort. At the same time, it is important that organizations help workers change their paradigm of the company as a source of security in equipping themselves to ensure their marketability as individuals. The various studies show that money still does matter. With more than one-third of the people living below the pov- erty line, the first priority among Filipino workers is to meet their basic needs. Offering enticing compensation and benefits is still a valid means of attracting, retaining, and motivating workers.dh esas cmc Ne Way. We Work Beyond job security and compensation, however, Filipino workers are clearly looking for jobs that are interesting and meaningful. In the best of worlds, people get the jobs they want. In reality, this is not always possible. Nevertheless, find- ing a good job-person fit is one of the responsibilities of human resource management, implying the need for effective recruit- ment and placement practices. This likewise suggests that organizations should effectively design jobs because the job itself can be a source of motivation. According to Hackman and Oldham’s Job Characteristics Theory (1980), high internal work motivation is a function of the extent to which workers feel that their work is meaningful; that they are responsible for the outcome of their work; and that they can see the results of their work. These psychological states are created by jobs that allow workers to practice a variety of skills. Workers find it more meaningful and fulfilling if a job is as- signed in its entirety compared to piecemeal or assembly type of work. Tasks that are significant are more motivating than me- nial jobs. Jobs that provide workers autonomy and discretion in decision making and work processes make workers feel more responsible and will, therefore, be more motivated. Yet all of these are dependent on the growth needs of an individual. That is, work that has challenge, autonomy, skill variety, task significance, and identity will work best for work- ers who are motivated by the individual’s growth needs. This implies that managers need to get to know their workers on a more personal level in order to determine their needs and find effective ways to motivate them. Workers cited the need for career growth and learning on the job. Employers are thus challenged to provide mechanisms and venues for this. Providing training programs, facilitating career planning, communicating career paths and promotion criteria, and creating structures for career growth are some ways that organizations can meet this need. Beyond career growth and learning on the job, education in itself is a vital element in our efforts toward economic progress.Who is the Filipino Worker? As Education expands one’s opportunities for earning good income. Sadly, only half of our workers are high school graduates. If our country is to compete with the world for investments and jobs, we need to upgrade our workers’ competencies through voca- tional or formal education. Employers can help by providing educational assistance and scholarships for those who wish to finish their studies or pursue higher education. Despite the increasing number of women in the work force, gender inequality in the workplace appears to remain. Women’s incomes are generally less than men’s in similar positions. Men, moreover, tend to have higher-level jobs than women even if literacy and educational levels are about the same across gen- ders, suggesting the need to promote and ensure greater gender equality in the workplace. Organizations need to look closer into their recruitment, selection, compensation, and career de- velopment systems to determine the source of this inequality. That women tend to congregate in specific sectors (service and education) and traditional jobs indicates that the discrimination may be coming from a culture that propagates traditional gen- der roles. Such gender roles are often created early in an individual’s life, suggesting that change needs to start in families and schools. However, organizations can propagate such culture, too, with the presence of an “old boys’ club” network among their leaders. Organizations need to realize the impact of such prac- tices, and create structures and systems to ensure gender equality. The increasing number of women entering the workplace and the rise in dual-career couples call organizations to imple- ment systems and structures to aid working parents. The recent decade has seen the rise of family-oriented programs such as flexitime, family leaves, and flexible benefits. The ability of or- ganizations to provide these will not only address the unique needs of working parents but also convey the message that the organization cares about the worker. Because Filipino workers are very family-oriented, organizations that support this value will be able to gain the commitment of not just their workers but of their families as well.a — eee he Way We Work The results moreover suggest the need for greater attention to the plight of workers in rural areas. These workers have half the income of workers in the urban areas and report greater stress and less-motivating jobs. The problem of congestion in urban areas will continue unless development reaches the coun- tryside and rural workers get more employment choices. Special attention should be paid to workers in lower-level jobs. These are the workers who typically earn less and are likely to feel more stressed. Sadly, these are also the same workers who do not feel the need for leisure. Is leisure then a luxury only for those who can afford it? Our answer is no. Stephen Covey (1989) calls it “sharpening the saw.” He says that renewing ourselves physically, spiritually, mentally, and socioemotionally is the single most powerful investment we can ever make in our life. Toward this end, organizations can help workers with training programs and work-life balance programs to help sharpen their physical, spiritual, mental, and socioemotional selves and become happier, more productive individuals with better quality of lives. All in all, the results of the various studies show that the plight of Filipino workers leaves much to be desired. Lack of job security, long work hours, low wages, and lack of job fit are but some of the typical issues that the typical Filipino worker faces. Despite this, we see a picture of the Filipino worker as a gener- ally happy, family-oriented individual who values work that will provide both economic rewards and growth. To this end, there are many things organizations can do not only to improve work- ing conditions but also to harness the Filipino workers’ motivations and competencies. Many other countries have benefited from the capabilities and work ethic of the Filipino worker. It is high time that we did the same. References Benz, M. and B. S. Frey. 2003. The value of autonomy: Evidence from self-employed in 23 countries. Working Paper No. 173. Institute for Empirical Research in Economics, University of Zurich.he Filipino Worker? Bureau of Labor and Employment Statistics. 2004. The 2003 employ- ment situationer: The year in review. Labstat updates 8, no. 1 (January). Manila, Philippines. Covey, 8. 1989. The seven habits of highly effective people. NY: Simon and Schuster. Hackman, J. R. and G. Oldham. 1980. Work redesign. Reading, MA: Addison-Wesley. Ilo, J. F. 1997. Women in the Philippines. Asian Development Bank. Maslow, A. H. 1970. Motivation and personality. NY: Harper and Row. National Commission on the Role of Filipino Women (NCRFW). 1995. Filipino women: Issues and trends. Manila, Philippines. National Statistics Coordination Board Fact Sheet. 2003. 4.3 million Filipino families are living below the poverty line (October). National Statistics Office. 2002. 2002 survey on overseas Filipinos. Manila, Philippines (April). Personnel Management Association of the Philippines (PMAP). 2002. A study on perspectives of work-life balance: Its meaning and pro- cess. Manila, Philippines. Securities and Exchange Commission (SEC). 2003. Philippines top 5000 corporations. Manila, Philippines.fre there Generational Differences in Work Values? Ma. Valerie Vanessa Claudio-Pascua COMPANIES HAVEALWAYS HAD to deal with change. Innovative ones have continuously adopted new “best practices” in management to achieve organizational excellence. However, the breakdown of geographical barriers in the last decade has changed the focus of organizational change, making it broader in scope and more fundamental. With competition shifting from merely local to global, companies are starting to realize that to remain in the game, they must revisit their core mission and business strate- gies, and completely reinvent themselves. One outcome of this process is that companies have flattened out their organizations to become more flexible, enabling them to respond more quickly to business changes and customer de- mands. As a result of this evening out, boundaries that used to separate older workers from younger workers have dissolved and workers of different generations are finding themselves working side by side. On the one hand, such diversity can bring together wisdom with innovation, balance idealism and pragmatism, andAre. > there Generational Differences _ in Work Values? . 19 combine risk-taking with stability. On the other hand, differences between the generations may also. cause conflict and misunder- standing. Clearly, companies need to identify and understand the differences between older and younger workers to maximize the value of diversity in generations. Why are Work Values Important? Generational diversity can be defined in a number of worker attributes—communication style, need for achievement, job sat- isfaction, or preferences in the work environment, to name a few. This study focuses on work values because they form a basic and central part of an individual’s personality. Work val- ues are enduring beliefs about what is personally desirable, independent of the unique circumstances of a particular work situation (Rokeach 1973). When any employee joins a company he or she carries a “psychological contract,” or a set of expectations about what he or she will do for the company, and what the company should do in return. These expectations are, to a large extent, shaped by the employee’s work values. Organizations also have unwrit- ten expectations of their employees and assumptions about how they should be treated. These are normally manifestations of an organization’s values and culture. Research has shown that em- ployees are most productive, satisfied with their jobs, and committed to a company when their own values are compatible with those of the organization’s (Acufia 1998). This indicates that employees first need to recognize some connection between their company’s value system and their personal beliefs before they can fully commit themselves at work. How Values are Formed There are a number of theories of how work values are formed. Three major theories will be presented here: generational dif- ferences, life-cycle model, and occupational perspective.One school of thought states that the years from secondary to college education are formative years for the development and establishment of values and world values. As young people are socialized into the world and exposed to various ideals and behavioral norms, they assimilate and test these beliefs and standards. Throughout their formative years, members of a certain generation hear the same messages from the family, school, media, and religious institutions, resulting in a shared ideology that sets them apart from other generations. Genera- tions have ideological differences because the social context in which each generation grew up is different. Thus, every era is usually marked by dominant societal values that shift with changes in the political and economic environment. The char- acteristics of each generation have been linked to their unique socialization experiences as adolescents and young adults (Pine and Innis 1987). Whereas the previous models argue that value orientations are “locked in” at a particular stage in a person’s development, others contend that our values continue to change even after early adulthood. Changes typically occur at particular phases in our life, which also correspond to certain ages. The life-cycle model challenges cross-sectional research that rely on a genera- tional explanation when accounting for differences in young and older employees’ work values because the variation can be equally explained by life-stage differences (Rokeach 1973). In other words, value differences may be more a matter of age than generation. Like the life-cycle model, the occupational perspective be- lieves that our values do not remain stable after a critical period. The main premise of this perspective is that work values can be shaped by work experiences. Job positions, for example, carry corresponding role expectations to which we might align our values (Super 1957). For example, a rank-and-file employee may value equality and feel that everyone should get the same re- wards. However, a manager whose responsibility is to manage performance may value equity where better performers are re-Are there Generational warded more than nonperformers. Thus, the occupational per- spective provides an alternative explanation for differences in work values between generations because individuals belonging to different generations are likely to differ in job positions as well. This is especially true in societies, like the Philippines, where age is closely tied to position. Both the life-cycle and the occupational perspectives main- tain that values may continue to change in time. However, these arguments cannot completely dismiss the existence of real gen- eration-based differences because there is evidence from research showing qualitative changes in values every decade, even after age has been taken into account (Smith 2000). Generational Differences in the West In the United States, many comparative studies have focused on generations that have been labeled Baby Boomers and Gen Xers. Although researchers do not share the exact same definition, Baby Boomers are individuals who were born between the late 1940s and early 1950s, while Gen Xers are those born be- tween the late 1960s and early 1970s. Both generations have been shown to value a balance be- tween work and personal life, but Baby Boomers have been found to place higher importance on work. Baby Boomers have also been described as being more people-oriented. A study on organizational leadership showed that younger leaders put more importance on developing their own abilities and careers, whereas older leaders are more concerned with developing people under them. Gen Xers’ leadership approach has been described as more self-focused, less open to compromise, and more strongly results-oriented. Conversely, the Baby Boomers’ approach is characterized as calmer and more democratic, and conscious of organizational traditions (Kabacoff and Stoffey 2000). Researchers explain these differences along two lines. First, in terms of experiences while growing up, Gen Xers had more solitary experiences as a result of having Baby Boomer parents. ne The Way We Work who both worked (the so-called “latchkey kids”). Having grown accustomed to doing things on their own, they tend to seek some amount of independence at work. Gen Xers were also more frequently exposed to modern ideas such as those that challenge authority and that emphasize individual over group achievement. They were raised during a period of greater and faster change and hence, they have a stronger bias for action and quick decisions. Second, the two generations entered the workforce at different times and under different expectations. If Baby Boomers believe that the company will take care of them throughout their careers, Gen Xers see their job as secure so long as they continue to produce. This may be why some re- searchers have labeled Gen Xers as “competitive pragmatists” who perceive the world as having limited opportunities yet are determined to get their share (Boyatzis and Skelly 1995). Generational Differences among Filipino Workers? The main objective of this study was to determine if there are generational differences in the work values of Filipino employ- ees. Although many studies have been conducted on Filipino work values, none has set out to compare work values of Fili- pino employees belonging to different generations. Evidence that generational differences might exist was found in a study on value orientations of two generations of Filipino student activists. The study found that student activists of the martial Jaw era and those involved in the 1986 EDSA Revolu- tion differed in the relative importance they placed on central life values (Montiel 1992). Although Montiel did not look into work values per se, we can assume that differences in life val- ues reflect differences in work values as well. The Study In this study, an individual’s generation was determined by his or her classification as either the parent or the child for everyAre there Generational Differences in Work Values? 23 parent-child pair of respondents. Because both parent and child had to be working to participate in the study, the “parent” generation was largely in their fifties and their children in their twenties. The sample was selected through convenience and pur- posive sampling. The sample size was eighty pairs of parents and children. All were residents of Davao City and worked in various industries as employees, professionals, or entrepre- neurs. The ages of parents ranged from 40-66 years and children’s ages ranged from 16-37 years. About 70 percent of the parents and 27 percent of the children held manage- rial or supervisory positions, while the rest held nonsupervisory positions (i.e., no reporting subordinates). Sixty-three percent and 52 percent of the parents and children, respectively, re- ported monthly family incomes between P30,000 and P100,000, which means that the sample belonged to the middle income classes. Work values were measured using a modified version of Buchholz’s Beliefs about Work (1981) survey questionnaire. Re- visions were necessary because factor analysis and reliability analysis using the Filipino sample produced only four meaning- ful and reliable subscales. This analysis was based on thirty work-related value statements, which were organized into four value systems: ° Humanistic Belief System, consisting of statements about how a job can and should be intrinsically rewarding; ° Marxist-Related Beliefs, measuring egalitarian orienta- tions with statements about how workers are being exploited and alienated by the way work is currently organized; * Leisure Ethic, referring to beliefs about the importance of leisure time in relation to work; * Collectivist Belief System, composed of statements about the importance of teamwork.D4 mn - The Way We Work & - eeceueccmeccamen Ne Way. k Findings: Managing the Generations The results of the study reveal that Filipino workers in their mid-twenties and those in their mid-fifties are more alike than different. Both generations believe that work should promote personal growth and development, and that contributing to and cooperating with the work group is desirable. Results indicate that parents and children disagree only when it came to Marxist- related beliefs. The younger generation more strongly agrees with Marxist statements, an indication that they favor greater worker participation and empowerment. The results have implications on how the Filipino workers expect to be managed. For example, there is no difference in how much young and more senior workers value learning and challenges on the job. This indicates that both generations are willing to try out new things. Companies that are committed to innovation can capitalize on this enthusiasm and may only need to make sure that training formats are aligned with the unique learning styles of young and older workers. Also, the importance placed on individual growth and de- velopment justifies the need to restructure jobs and tasks so that they become steady sources of challenge and stimulation for workers. Job rotations and formation of special committees or task forces where workers can be involved are some ways of making jobs more interesting. The moderate stance of the two generations regarding lei- sure suggests that organizations can count on a strong Filipino work ethic so long as employees feel that their personal lives are not being sidelined. It is still important for them to achieve a work-life balance. Companies can make the most of workers’ commitment by rewarding exceptional performance with incentives that appeal to personal concerns and interests, while keeping in mind that young and older workers have different lifestyles and priorities. For instance, employees could be offered time off to pursue their own interests. They might get tickets to concerts or sportsAre there Generational Differences in Work Values? ____ 25 events, gift certificates to restaurants and stores, family vaca- tion packages, or even contributions to charitable institutions. This approach communicates the message that the organization, too, recognizes and supports the importance workers lay on their personal lives outside work. No differences were found between generations in terms of collectivist orientation. This means that group-oriented motivational techniques, such as organizing work around teams, can be effective for both groups of workers. This is because a team-based work structure addresses the need to be part of a collective. A collectivist orientation emphasizes personal relationships and nonmaterial rewards (Acufia 1998). Management and leadership styles that have a “personal touch” have a good chance of successfully motivating people, as do fellowship activities that allow coworkers to interact with each other nonprofessionally. Praise and recognition for a job well done are just some examples of nonmaterial rewards. Companies may hold peri- odic recognition programs or give internal media coverage for notable performers. Nonmaterial rewards are especially effective since they bond people to the company and not to financial rewards, which might heighten their sense of freedom and mobility. It should be pointed out, however, that even as there are no differences in collectivism in terms of generation, there is a difference in orientation according to age. Younger workers are less collectivistic (and more individualistic) than older workers. In fact, the strength of collectivist beliefs is correlated with age. These findings imply that group-oriented motivational techniques may work for the younger generation as a general rule, but companies may want to handle them a little differently by pay- ing more attention to their need for autonomy. The only area where the two generations differ is in Marx- ist-related beliefs. Younger workers tend to favor greater participation and decision making in the work place. An egalitar- ian orientation often comes with a tendency to relate withne coe The Way We Work authority figures less formally. Thus, organizational leaders may have to adjust their communication style when dealing with the new generation of workers. More frequent feedback and per- sonal communication as opposed to signed letters or memos might be more appropriate for this generation of workers. An egalitarian orientation likewise implies a desire for mean- ingful participation and involvement in organizational matters. This suggests that younger workers will be happier in organiza- tions that are participative and empowering. To address these sentiments, managers and supervisors may want to regularly invite their subordinates to be part of decision making on mat- ters that affect them. Moreover, participation in decision making usually creates a shared commitment to the work that follows. Another option is to hold mentoring sessions where work- ers can have more personal dialogue with their superiors. Discussion topics can range from career issues to information about the business and the company’s plans. Aside from ad- dressing workers’ need to participate and be involved, mentoring creates the opportunity for fresh ideas and wisdom from years of working experience to come together. This convergence be- comes a potential source of initiatives that could help improve the organization and its business. All in all, the study shows that the generations are alike as much as they are different. The key to managing generations is to collectively harness similar values as well as employ different approaches when necessary. References Acuiia, J. E, 1998. Is there a Filipino way of achieving productivity? In Readings in human behavior in organizations, ed. J. E. Acuiia, R. A. Rodriguez, and N. N. Pilar, 157-65. Mandaluyong, Metro Manila: Diwa Publishing. Boyatzis, R. E. and F, R. Skelly. 1995. The impact of changing values on organizational life. In The organizational behavior reader, ed.Are there Generational Differences in Work Values? aT D. A. Kolb, J. S. Osland, and I. M. Rubin, 1-17. 6th ed. New Jersey: Prentice Hall. Kabacoff, R. I. and R. W. Stoffey. 2000. Age differences in organiza- tional leadership (Management Research Group Report). Retrieved February 28, 2002, from http://www.mrg.com/articles/ Age_and_Leadership.pdf Montiel, C. J. 1992. Factor analysis of ideological and generational differences in value orientation among Filipino student activ- ists. Philippine Journal of Psychology 2.4:12-21. Pine, G. J. and G. Innis. 1987. Culture and individual work values. Career Development Quarterly 35:279-87. Rokeach, M. 1973. The nature of human values. New York: The Free Press. Smith, T. W. 2000. Changes in the generation gap, 1972-1998. Uni- versity of Chicago GSS Social Change Report No. 43. Retrieved March 7, 2002, from http://www.norc.uchicago.edu/online/ gengap.pdf Super, D. 1957. The psychology of careers. New York: Harper & Row Publishers.‘\/he Stress of Juggling Work and Family Ma. Regina M. Hechanova IFYOU ASK ADULTS WHAT THEIR LIVES revolve around, most would probably give you two answers: work and family. A great major- ity (78 percent) of Filipino workers are married. In addition, ‘women’s participation in the workforce has greatly increased in the past decades. In the 1960s, less than a third of Filipinas worked. Today, one of two women works. Not surprisingly, there has been a rise in dual-career couples. Currently, both father and mother work outside the home in 37 percent of Filipino families (Hechanova, Uy, and Presbitero; see pp. 3-17, this vol.). With all these developments, it is understandable that establishing a balance between work and family is becoming harder for more Filipinos. As the country adapts to industrialization and the global economy, individuals are often faced with new demands, expec- tations, and roles. Work occupies an increasing portion of people’s lives such that family and social life often revolves around it. With the dynamism and instability of many businesses, workers 28The Stress of Juggling W today are barraged with many sources of stress in the workplace. Job loss is a reality that more and more workers face. Major career transitions due to mergers and acquisitions are another source of anxiety. Beyond these major changes, certain charac- teristics in organizations such as work pressure, poor work climate, office politics, problems with supervisors and peers, and bureaucracy have been shown to affect occupational health. Aside from work-related stress, the average adult faces other forms of stress that emanate from their roles as parent and spouse. Financial concerns, marital strains, childbearing and preg- nancy difficulties, difficulty in managing children, conflict among children, and conflict between parents and children are but some of the sources of stress in families. Given that both work and family are potent sources of stress, this study sought to look at the impact of stress on working parents who must juggle demands of both work and family. Specifically, it examined the sources of stress, stress symptoms, and coping behavior of working parents. rk_and Family : The Study A total of 371 Filipino working parents responded to this household interview/survey conducted in various locations in Metro Manila. The average age of respondents was forty- three and the average number of children was three. Most of the respondents (58 percent) were women, married (87 per- cent), and had college degrees (57 percent). Sixty-nine percent of the respondents belonged to two-income families and the composition of the sample in terms of high, middle, and low income was 38 percent, 25 percent, and 37 percent, respec- tively. A list of work and nonwork sources of stress was provided and respondents were asked to check which among the identi- fied conditions they, their spouse, children, or important family members experienced in the last six months. Respondents were also asked to indicate which of the stress symptoms theyexperienced within the past six months as a result of the stress they underwent. To measure coping behavior, a scale was constructed based on the F-COPES Scale (Olson et al. 1983). The resulting scale measured six coping strategies: problem-focused, reframing, seek- ing spiritual support, seeking social support, passive coping, and seeking formal support. Items used a Likert scale where respondents indicated the extent to which they engage in a particular strategy whenever faced with a stressful situation (4, all of the time; 3, most of the time; 2, some of the time; 1, not at all). Internal consistency reliability estimates ranged from -65 to .75. Study Results Sources of Stress of Filipino Working Parents Working parents report a variety of sources of stress. As seen in table 1, majority of respondents report work as a predominant source of stress. The most common work-related sources of stress are difficulty with boss, increasing time at work and away from family, demotion, and starting a new business or job. Fi- nancial concerns include increasing expenses without increase in income, debt, and major expenditures (car, house, appliances, education). Family and children are also potent sources of stress. The most common family-related sources of stress are marriage, pregnancy, death in the family, sickness, building or moving residence, children’s school problems, returning to school, marital problems, and relationship problems with children. The results reveal that the incidence of family-related stress is highest among those with lower educational attainment, low self- esteem and among solo (single, separated, or widowed) working parents. This suggests that stress is greatest among those with fewer resources to cope, be it knowledge, esteem, or partners who can share the burden of raising a family. In addition, parents with young children in low-level jobs report higher work stress than those in high-level jobs. TheThe Stress of Juggling Work and Family seen formative years of a child are an important time and require the greatest parental attention. Unfortunately, low-level jobs provide workers less freedom and control of their time which are important components in being able to successfully balance work and family. Table 1. Stressors of Working Parents # of R % of Total Rank Stress Dimension Mentioned Sample 1 Employment 272 76 2 Financial 234 65 3 Family Relations 175 49 4 Children 149 41 5} Family Health 130 36 6 Social Relations 123 41 7 Relationships 122 34 8 Residence 74 21 9 Education 59 16 10 Crime 57 16 Interestingly, although low-level jobs are associated with more work stress, dual-career couples with high-level (manage- vial or supervisory) jobs also report more sources of stress. This is understandable given that the higher the job level, the greater the work demands and responsibilities. When both partners are struggling to balance demanding jobs with family responsibili- ties, perhaps the tension felt by one spouse exacerbates the tension felt by the other. How Stress is Manifested among Working Parents Working parents report various manifestations of stress. Physi- cal manifestations are typically headaches, fatigue, fever, high blood pressure, and loss of appetite. Psychological manifesta-The Way We Work tions of stress include less sleep, irritability, excessive worrying, forgetfulness, and difficulty in concentrating (table 2). As one mother recounted, “More than anything what is difficult to shake off is the ever-present feeling of guilt that I’m not being a good enough mom because I have a career.” Another mom adds, “Masaya naman ako na nagtratrabaho ako. Minsan lang parang ang hirap at di ko na kaya. Minsan nga masama pa ang loob ko sa asawa ko na kailangan ko pang mag-trabaho” [I’m happy to be working but there are days that I also feel overwhelmed and even angry at my husband that I have to work, too]. Table 2. Top Consequences of Stress Physical Psychological Rank Consequence Consequence 1 Headaches No/Little sleep Fatigue hrritability Fever Excessive worrying High blood pressure Forgetfulness ap oD Loss of appetite Lack of concentration The results also show that younger, less educated workers who belong to one-income households report the most stress symptoms. In particular, lower income workers report more physiological symptoms of stress. This can be due to lack of financial resources to obtain medical treatment for stress-re- lated diseases. On the other hand, it is possible that lower income workers report greater physiological symptoms because they tend to be in manual and labor-intensive jobs. How Working Parents Cope The study asked working parents to indicate how they cope with stress. As seen in table 3, the most frequently used copingThe Stress of Juggling Work and Family — 33 style is reframing and seeking spiritual support, followed by problem-focused coping, seeking social support, and escape. The least used coping style is acquiring formal support. Table 3. Coping Style Used Rank Coping Style 1-2 Reframing Seeking spiritual support Problem-focused coping Seeking social support Passivity/Escape Acquiring formal support aAaaA w Reframing as a coping style refers to attempts to change the meaning of stressful situations. Examples of reframing would be (1) defining the problem in a more positive way so one won't become too discouraged or (2) believing one has the capacity to handle one’s problems. This coping strategy is the most used among the respondents, reinforcing research that observes the Filipino’s propensity to adopt an “optimistic fatalism” (Constantino 1966). As one mother explained, “We place so much burden on ourselves trying to be superwomen. Sometimes, we just need to relax and know that our kids will be okay even if we have careers.” Another frequently used coping strategy is seeking spiritual support. Typical behavior would include praying, having faith in God, asking oneself what God is saying in this experience. As one working parent says, “Pinapasa-Diyos ko na lang” [I just leave it to God]. The propensity to seek spiritual support among Filipino working parents is understandable considering the large role religion plays in our predominantly Catholic country. Not surprisingly, seeking spiritual support is cited more by older34... - - a The Way We Work parents than younger parents. This is consistent with develop- ment theories that describe an increased interest in spirituality as one grows older. Problem-focused coping are actions aimed at altering the stressful situation such as making a plan of action, examining one’s options, and getting more information about the problem. Said one working father, “My wife and I were spending so much time commuting to and from work. Four hours—that’s a lot of time not spent with the kids! We decided to relocate and move nearer our offices.” Another working mom recounted, “I had to really redefine my definition of success and reassess what’s im- portant to me. I ended up changing jobs. The pay is less but I have more flexibility in time.” Working parents in dual-income families and those with higher job levels use problem solving more than individuals in low-level jobs and single-income families. This may be because individuals doing high-level work and dual-income families have more access to resources that facilitate problem solving. An- other explanation is that there is greater collaboration and co-ownership of responsibilities in dual-career couples, hence, each partner may reinforce the other’s attempt to resolve a problem constructively. Seeking social support such as talking to friends is not a very frequently used coping behavior. This is somewhat sur- prising if one considers the Filipino value for close emotional ties and extended families that provide emotional and economic support (Jocano 1969). The results are not so surprising, how- ever, if one considers another aspect of the Filipino psyche, specifically, the value of hiya (the closest popular equivalent in English is “shame”). Jocano (1969) explains that “hiya” is put into practice when what is infringed upon pertains to the personal dignity or reputation of the individual, the family, or kin group. This leads to camouflaging one’s economic difficul- ties or dysfunctional behavior of a family member lest it diminishes the family’s standing in the community. Indeed, the results show that the spouse is the major source of social sup-The Stress of Juggling Work and Family os 35 port and other sources of support (friends, office mates, and others) are barely used. This reinforces Church’s (1987) obser- vation that Filipinos place great emphasis on suppression and control of unpleasant emotions and are selective about whom they express private emotions with. This perhaps explains the reluctance to seek social support or at least keep their prob- Jems within the nuclear family. This may also explain the hesitation of Filipinos to acquire formal support such as going to a professional counselor or professional. If Filipinos do not open up to friends about per- sonal problems, what more to strangers? Unfortunately, as in other Asian countries, there appears to be stigma attached to seeing a professional counselor or psychologist. Escape strategies, on the other hand, involve avoiding the situation and trying not to get too concerned about it. Also called passive strategies, these would mean just accepting the situation or finding distractions such as TV, movies, or going out with friends, or even drinking. Although not a frequently cited strategy, this strategy appears to be used more by women and individuals with low income. Sadly, the results also show that workers who predominantly use escape coping strategies report greater stress symptoms. Work-Life Balance as Women’s Issue Although work-life balance is generally thought of as women’s issue, results show no gender-based differences. That is, both male and female working parents reported similar stress levels. This may reflect the changing paradigms about gender roles. Although males are the breadwinners in nine out of ten fami- lies, the Filipino World Values Survey reveals that both men and women agree that both husband and wife should contribute to financial responsibilities. Not surprisingly, majority ('72 percent) of Filipinos also agree that working mothers can establish a warm and secure relationship with their children as those who do not work (Hechanova et al.; see pp. 3-17, this vol.). Giventhat more and more women are entering the workplace, what impact does this have on men and their roles? A UK study reports that with women now sharing the financial burden, men are increasingly expected to step up and help on the home front, too. In other words, men today are likewise juggling. Because they now share the load with their partners they, too, are beginning to feel work-life tension. Thus balancing work and family has also now become an issue at least among the younger generation of fathers (Reeves n.d.). However, Reeves also argues that even if work-life balance is desired by the younger generation of fathers, they are having difficulty asking for it. Leadership in organizations tends to be held by men of another generation—those who grew up in a generation of breadwinning men and homemaker women. Thus, men have more difficulty excusing themselves from a meeting due to family concerns because they are afraid that they will be tagged as less committed or less masculine or worse, suffer the same discrimination as women. How Working Parents can be Helped Given the difficulty of the situation of working parents we asked our study respondents, “How do you think you can best be helped in coping with the stressors you face?” Majority of the respondents replied that financial assistance is the best way that their employers can help them. Because financial concerns re- main a major source of stress, organizations can also help working parents by providing benefits that will help them deal with the financial concerns of raising a family. Loans, allowances, and educational assistance are but some benefits that organizations offer to assist their workers. Still others replied that they wish their employers show more understanding and support for working mothers/parents. A specific source of stress that was commonly cited by parents was the increasing time spent away from the home. Given the traffic situation in Metro Manila, options such as flexi-time and work-at-home arrangements may benefit working parents. TheThe Stress of Juggling Work and Fami oe, growth of telecommunications and computerization may open more opportunities for this and allow workers greater flexibility in balancing their dual responsibilities. Although organizations may, on their own, seek to provide organizational arrangements more conducive to parenting, legislation may also be enacted to require organizations to provide these. Respondents cited the need for more time off. In the U.S., for example, the law requires family leaves and day care centers. Other countries such as Canada have ninety- day maternity leaves in addition to ninety-day family leaves. Although current Philippine law has provisions for these, much is to be desired in terms of the actual laws and their imple- mentation. Although organizations may seek to reduce work-related stress via work policies and benefits, it is not realistic to expect that all sources of stress can be eliminated. Thus, in addition to company policies and labor laws, developing and teaching life skills to working parents is another important way of equipping them to handle their dual roles. Stress management, problem solving, negotiation training, assertiveness training, time management, relaxation training, and even parenting skills are but some of the programs that are most needed, especially by working parents. Programs for parents could also deal with life-style management such as educating them on exercise and nutrition, personal goal setting, and value clarification. These interventions may be most critical for individuals in low-level and managerial or supervisory jobs who experience the greatest stress as well as those with low educational attainment who are most passive in dealing with stress. Organizations typically look after employees’ physical health. However, given the established link between stress and illness, the concept of health should be expanded to include mental health as well. With the increasing stress of working parents from both family and work, it is also important for employers to attend to their employees’ mental well-being by providing ser-vices related to the diagnosis of and intervention in mental health. For example, some companies in the U.S. provide industrial counseling as an employee service. In the past decade, there appeared to be a growing interest in balancing work and family life in Philippine organizations. This has resulted in more organizations implementing work-life programs. A study conducted by the Personnel Management Association of the Philippines and Resources and Inner Strate- gies for Excellences, Inc. (RISE) reveals that the most common work-life support offered by organizations are salary loans, work- related seminars, transportation allowances, car loans, and educational assistance (Cabochan 2002). Interestingly, however, there appears to be a discrepancy between what is provided and what employees need (see table 4). The top five programs that employees seek are housing loans, telecommuting options, career planning and counseling, and educational assistance. What organizations typically pro- vide, however, are salary loans, work-related seminars, trans- portation allowance, car loans, and educational assistance. The results suggest the need for organizations to tailor their work- life programs to the particular needs of their employees. This means knowing first of all the profile of their employees and what they need and want. How Working Parents can Help Themselves Although employers do have a role to play in alleviating work- life tension, the task of achieving work-life balance ultimately falls on the lap of the working parent. There is no set formula for achieving work-life balance. For some, putting in a fifty- hour-work week with the leftover time spent for family is acceptable. There are others, however, who want more time spent on family rather than work. For example, the Filipino World Value Survey shows that more women than men prefer part-time work (Hechanova et al.; see pp. 3-17, this vol.). Unfortunately, the reality is that work is a necessity rather than a choice for many Filipinos. Given the demands of a full-The Stress of Juggling Work and Family 8D Table 4. Study on Work-Life Programs % of % ok Employees Organizations Work-Life Programs who seek who provide (n=156) (n=138) Housing loan 49 21 Telecommuting 47 4 Career planning/mentoring 42 29 Career counseling 42, 22 Educational assistance to dependents 41 28 Health & wellness programs 38 35 Summer workshops for kids 36 6 Educational assistance to employees 35 51 Food allowance 35 48 Special leaves 35 30 Stress management courses 35 25 Study leave 34 38 Extended family care leaves 33 17 Personal interest seminars 32 27 Day care services 31 1 Flexi-time 31 39 Resource library 29 35 Car loan 28 55 Compressed work week. 27 18 Personal counseling 27 25 Outreach programs 26 27 Calamity loan 25 41 Family counseling 22 9 Transportation service 19 45 Worship facilities 18 41 Salary loan 16 89 Job sharing 15 13 Transfer entitlements 15 25 Transportation allowance 15 67 Work-related seminars 12 85 Data from a study on Perspective of Work-life Balance: Its Meaning and Process, by RISE, Inc., for PMAP.time job, therefore, what can today’s working parents do? Here are some tips for the working parents of today: 1. Self-knowledge and assessment is important. The first step to achieving balance would be to assess one’s situa- tion and priorities. Working parents can reflect on the following questions: * What are my priorities and goals in life? * Is my life today what I want it to be? If not, what’s ‘wrong with it? * What can I change to make my life more fulfilling and enjoyable? ¢ What are the potential benefits and costs of these changes? 2. Manage time around priorities. The key to time manage- ment is knowing what needs to be done and prioritizing these tasks accordingly. Stephen Covey (1989) suggests that we can classify activities in terms of their impor- tance and urgency. Important and urgent activities usually come in the form of pressing problems and deadlines. The constant crisis management and fire fighting required for these activities is what causes stress and burnout. On the other hand, there are important but not urgent ac- tivities. They include relationship building, planning, recreation, preventive maintenance, preparation, and proaction. According to Covey, these activities are the heart of effective personal management. The more one spends on prevention and preparation, the less one needs to cram and beat deadlines. And then there are activities such as time wasters: some mail, some phone calls, some meetings, interruptions, popular activities, among oth- ers. One practice that might be helpful would be to block off time for uninterrupted work and family time. We need to decide our nonnegotiables in terms of what is work and family time. But perhaps the most difficultThe Stress of Juggling Work and Famil thing to learn is being able to say “no” to bosses or work that threaten to intrude into our time with our families. 3. Be realistic about one’s expectations and goals. Many times the struggle to achieve work-life balance ema- nates from unrealistic expectations. For the new generation of women, for example, we want to be perfect housewives and moms and yet be successful career women. This desire to have and do it all puts so much pressure on ourselves. This may mean the need to redefine what we mean by success in both work and family life. 4. Delegate. Sharing one’s responsibilities is a good strat- egy especially within the home. Determine what tasks need to be done and decide who can best do them within one’s household. Assigning chores is a good way of teaching children responsibility and building their character. This may also mean renegotiating roles and responsibilities with one’s spouse. 5. Be efficient. We are fortunate to be living in an age where there are a myriad of tools to help us work smarter both at home and at work. The microwave, washing machine, computers, and even fast food are just some of the inventions created because people wanted to spend less time on work and chores so they could spend more time doing what they love. Multitasking is a buzz word in organizations that can be applied to the home as well. Combining and consolidating tasks may be more effec- tive than trying to squeeze as many tasks as possible into the least amount of time. 6. Get the support of colleagues and boss. Dealing with demands of family and work alone is a daunting task. Having coworkers and a boss who understand your pri- orities will go a long way. Explore flexi-time and work-at-home options if that is possible. Trade overtime-9 premenrrererecmmmal ne, Way We Work work duty or even some household errands with other working parents in the office. 7. Make time and space for yourself. In the midst of jug- gling demands of our family and work, we often run ourselves ragged yet wonder why our body lets us down. Our greatest tool toward achieving work-life balance is ourselves. Thus, we need to ensure that we preserve and enhance our physical, spiritual, mental, and socio/emo- tional selves. Practicing good eating habits, exercise, quiet time, rest, and recreation are all essential to building our capability to handle our roles and responsibilities. 8. Get professional help when necessary. This study shows Filipinos are wary of seeing a counselor or psychologist for personal problems. This is unfortunate because there is value in seeking help from a professional especially when one is at the end of one’s rope. When stress levels get too high that one is unable to function effectively, one may need professional assistance. In conclusion, the message of this study is clear: Being a working parent today is difficult and if we are to succeed at home and at work, major adjustments need to be made both by working parents and their employers. After all, both work and family are essential aspects of life and ultimately, the key is to find a win-win solution where we can be happy with both. References Cabochan, G. V. 2002. Living well through work-life balance. People Manager (October): 4-9. Church, T. A. 1987. Personality research in a non-western culture: The Philippines. Psychological Bulletin 102, no. 2:272-92. Constantino, J. D. 1966. The Filipino mental make-up and science. Philippine Sociological Review 14:18-28.The. Stress of Juggling Work and Family Covey, S. 1989. The seven habits of highly effective people. NY: Simon and Schuster. Jocano, F. L. 1969. Growing up in a Philippine barrio. NY: Holt-Rinehart and Winston. Olson, D. H., H. I. McCubbin, H. Barnes, A. Larsen, M. Muxen, and M. Wilson. 1983. Families: What makes them work. CA: Sage Publications. Reeves, R. n.d. Dad’s army. The case for father-friendly workplaces. The Work Foundation. www.theworkfoundation.com/pdf/ 5110000046.pdf| ewards that Matter: What Motivates the Filipino Employee? Karen L.Yao, Edna P. Franco, and Ma. Regina M. Hechanova FROM A CHOCOLATE BAR for winning a charades game during a team-building seminar to a group spa gift certificate for being judged the most creative unit in the department, from a plaque of recognition to an all-expense paid trip to Bangkok for being the top sales executive of the year, the choices for rewards that an organization gives are endless and Jeave much room for creativ- ity and decision making. If there is one principle that organizations today recognize, it is the value of rewarding employees. Yet, even though the concept of rewarding employees is firmly entrenched, other questions emerge. Foremost among these are: Who do we reward? How should we reward them? What rewards do we give? These are the basic questions this essay aims to answer. Intrinsic vs. Extrinsic Motivation Work motivation is an extremely important, yet abstract, con- cept. It is something that is intangible and invisible. How- 44ever, it is perceptible and, thus, measurable through the differ- ent work-related behaviors that employees exhibit. More often than not, researches that aim to study work motivation use employee efforts, choice, or persistence as the measurable variables. Motivation is a foundational concept in human resource management, particularly in performance and rewards man- agement, for several reasons. First, knowing the foundations of motivation enables HR practitioners and managers to un- derstand the reasons behind important job-related behaviors such as job performance and absenteeism. Second, having a clear grasp of the underlying dynamics of work-related be- haviors increases managers’ ability to predict these behaviors. The ability to predict certain behaviors is especially crucial dur- ing recruitment, selection, and succession planning. Lastly, it is very useful for organizations to understand work motiva- tion well because doing so lends them the power to influence behaviors and outcomes in the long run. If organizations know what makes their employees tick, then they’d have an easier time getting everyone to tick in time with the organization’s clockwork. Some theorists postulate that motivational orientation can be classified as either intrinsic or extrinsic. In general, people who are intrinsically motivated tend to want to per- form well due to factors such as choice and autonomy, challenge, curiosity, enjoyment, and fun. These people work “for the love of it.” In contrast, extrinsically motivated people are usually driven to perform well because of external fac- tors such as evaluation by peers and superiors, competition, money, tangible incentives, and a focus on the dictates of others. Knowing people’s motivational orientation helps organiza- tions by shedding light on job design, job assignments, performance management, and even rewards management. This study aims to understand the orientation of Filipino employees’ work motivation. Specifically, we ask, “Are Filipino employees,As corer emails Way We Worle in general, intrinsically or extrinsically motivated?” The answer to this question will have implications on how organizations manage rewards to motivate work performance. Choice of Rewards Central to the concept of motivation is that the individual must value the reward. Vroom’s Expectancy Theory of Motivation (1964) depicts motivation as a product of three things: valence, expectancy, and instrumentality. The concept of meaningful rewards is called valence, or the degree to which the pre- sented reward is valued by the employee. Expectancy is the degree to which an employee believes he or she can receive the reward, and instrumentality is the degree to which an employee sees the link between what he or she does and what he or she can receive because of it. This essay is concerned with obtain- ing insights into what Filipino employees deem as meaningful rewards. In addition, this essay examines differences in reward pref- erences across employee groups such as age, gender, civil status, socioeconomic status, and work-related differences such as na- ture of job and rank in the organization. For this study, only extrinsic rewards are included. Examples of extrinsic rewards are cash, household appliances, and other personal gadgets. In addition, this study also explores alternatives to cash rewards. Examples of these alternatives are investment in real estate, purchase of personal items, and expenditure for travel and va- cations. Attitudes toward Performance and Rewards In recent years, the corporate landscape has seen changes in rewards management. In the past decades, longevity was highly valued and rewarded with various kinds of service awards. Tra- ditional reward systems tend to emphasize uniformity and hierarchy. In traditional systems, employee salaries are arrangedRewards that Matt in a clear hierarchy with strict pay ranges per level. Benefits are closely tied to level in hierarchy with little personal choice of benefits. Traditional systems reward individual performance al- though organizations also provide rewards for length of service to encourage employee retention. Today, although employee retention continues to be impor- tant to organizations, the concern is not so much rewarding tenure per se but putting a premium on performance and con- tribution. At present, the trend seems to be moving toward individualizing and localizing negotiations, and establishing a better link between performance and rewards. The contempo- rary reward systems are less hierarchical with salary levels collapsed into fewer bands with wide salary ranges. Often termed, “broad banding,” the level of pay is determined by one’s perfor- mance. Contemporary systems also tend to emphasize teamwork and group performance. But perhaps, the most significant fea- ture of current reward systems is the amount of flexibility and choice. That is, instead of having a one-size-fits-all approach, workers are presented with a menu of benefits that they can choose from. In the midst of shifting paradigms, this essay takes a tem- perature check of Filipino employees’ attitudes and perceptions on the relationship between performance and rewards. Specifi- cally, we asked the following questions: (1) Should rewards be performance-based? (2) Should rewards be individual- or group- based? and (3) Should rewards depend on overall organizational performance? Seema st a The Study A total of 487 people participated in this study. Respondents were employees from the corporate sector. A slight majority were female (58 percent) and single (57 percent). Most were in their twenties, 20 percent were in their thirties, and 16 percent were in their forties or older. They included employ- ees from all levels in the organization from staff members tomanagers. Of the 487 respondents, 28 percent belonged to sales units while 72 percent said they were performing nonsales work. About one-third were staff members, 27 per- cent were professional and technical employees, 20 percent held supervisory positions, and the remaining were in mana- gerial levels. A survey was used as the data collection method. The survey questionnaire had four basic parts: the Work Prefer- ence Inventory, preferences for various types of rewards, attitudes toward performance and rewards, and demographic information. The Work Preference Inventory (WPI) by Amabile (1994) was used to measure motivational orientation among the re- spondents. The questionnaire is designed to assess individual differences in the degree to which they perceive themselves as being intrinsically or extrinsically motivated toward the work that they do by indicating their level of agreement with thirty statements on a four-point scale (4, always true; 3, often true; 2, sometimes true; 1, never true). A score for internal and extrinsic motivation was obtained for each individual. To deter- mine which was the stronger motivator, a respondent’s score for extrinsic motivation was subtracted from that for intrinsic motivation. A positive score meant the respondent was more intrinsically motivated. A negative score meant the respondent was more extrinsically motivated. Data reliability using the sample was acceptable at a=0.79. To measure preferences for various rewards, the partici- pants were asked two questions: (1) What rewards do you prefer? and (2) If given cash as reward, how would you spend it? To answer these questions, respondents were asked to indicate their preferences by dividing 100 percent among the choices provided. To measure workers’ attitudes toward performance and rewards, respondents were asked to indicate their degree of agreement or disagreement with six statements on a 4-point scale (4, strongly agree; 1, strongly disagree). The statements