RESEARCH FOR Bookbinding

Saint Josephs College of Baggao
i
.+UNIVERSITY OF SANTO TOMAS FACULTY OF ARTS AND LETTERS PAGE
APPROVAL SHEET
This research entitled “Perceived Impact of Diversity among SJCB Employees
on their Personal Growth” prepared and submitted by Melisa Atalip, Kevin Basug,
Richel Bribon in partial fulfillment of the requirements for the degree BACHELOR OF
SCIENCE IN BUSINESS ADMINISTRATION major in Human Resource
Management, has been examined and found acceptable in content and form and
recommended for oral examination.
DAN PAOLO E. RAMOS, MSHM

Research Adviser
-----------------------------------------------------------------------------------------
Approved by the panel of oral examination with the grade of ______________.
LOMELYNE B. CALLUENG, MSN ALBERTO P. CALIXTO JR., MBA,

MAEd
UNIVERSITY OF SANTO TOMAS GRADUATE
Member Member SCHOOL PAGE
MARISSA Q. PALOMARES, MST, MAED

Chairman
-----------------------------------------------------------------------------------------
Accepted in partial fulfillment of the requirements for the degree of Bachelor of Science
in Business Administration.
GIESELLE M. PONCE, LPT, MBA ALBERTO P. CALIXTO JR., MBA,

MAEd
Program Chair Dean, CBM
LOMELYNE B. CALLUENG, MSN

Vice President for Research and Extension
ACKNOWLEDGEMENT
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First and foremost, praises and thanks to God, the Almighty,

for His showers of blessings throughout our research and its successful
completion.
The researchers would also like to express our deep and sincere
gratitude to our research adviser, Sir Dan Paolo Ramos for providing us
invaluable supervision, support, and tutelage during the course of our research
study.
We would also like to thank him for his empathy, patience, and knowledge
that he imparts unto us. It was a great privilege and honor to work and study
under his guidance. The researchers gratitude also extends to Msgr. Gerard
Ariston P. Perez, MA our school president, Sir Albeto P. Calixto Jr., MBA,
MAEd, our DeanUNIVERSITY OF SANTO
of College of Business and TOMAS GRADUATE
Management, SCHOOL
and to our school, for PAGE
allowing us the opportunity to conduct our research among the SJCB employees.
Also, to our panelists who have given their full participation during our
defense, to Ms. Dezyrie Aimee E. Macasaddu, our statistician, and also to Ms.
Janine D. Sabugal, our Language editor for sharing her knowledge and technical
expertise. Without their help, our research paper would not be possible.
Our thanks and appreciations also go to our respondents who willingly

helped with their full cooperation which has made the research study achieve its
smooth completion. We would also like to give thanks for the time and
knowledge that you have given us to conduct this study.
Last but not the least, to our dearest parents for their deep
consideration for the finances and undying support throughout the making of
the research study. As well as for their words of encouragement to all
those nights that weve spent making the research study.
iii
-The Researchers
UNIVERSITY OF SANTO TOMAS GRADUATE SCHOOL PAGE
DEDICATION
iv
This research paper is dedicated to the parents of researchers who give

their outmost support, and never-ending inspiration throughout the study. They
are the one who provide the resources that needed in the making of this study.
It also dedicated the teachers who are behind in making this research
possible through guiding the researcher to complete this study. The
researchers would also like to dedicate this study to the students that may need in
help in battling their mental health issues.
Also, this study is also dedicated to the school who gives opportunity to
the researchers to nurture, test their skills, and cooperation to build this study.
We look up and dedicated this whole study to our Almighty God who
gave the strength, knowledge, wisdom, protection, and will to continue and keep
positive to finish this research.
UNIVERSITY
We look up OF SANTO
to and dedicate TOMAS
this whole GRADUATE
study to SCHOOL
our Almighty God, who PAGE
gave us the strength, knowledge, wisdom, protection, and will to continue and
keep positive to finish this research.
TABLE OF CONTENTS
Approval Sheet
..i
Acknowledgement
... ii-iii
v
Dedication .
…… iv
List of Tables … .. ..
..vii
Abstract . .. ..
. .viii
CHAPTER I: THE PROBLEM AND ITS BACKGROUND

Introduction ……
...1-3
Conceptual Framework
3-4
Statement of the Problem . …..
…4-5
Hypothesis UNIVERSITY OF SANTO TOMAS GRADUATE SCHOOL PAGE
.5
Significant of Study ..
…. 5-6
Research Paradigm ..
....7-8
Scope and Delimitation
....8
Definition of Terms
.. 8-9
CHAPTER II: REVIEW OF RELATED LITERATURE
10-24
CHAPTER III: RESEARCH METHODOLOGY

Research Design
25
vi
Respondents of the study

.…26
Data Gathering Tool ..…
..26
Data Gathering Procedure
… .27
Data Analysis
.27-29
CHAPTER IV: PRESENTATION, ANALYSIS AND INTERPRETATION OF

DATA .30-44
CHAPTER V: SUMMARY OF FINDINGS, CONCLUSIONS AND

RECOMMENDATIONS
Findings .. . .45-46
Conclusions . . … 47
Recommendations .. . ..…48-49
APPENDICES
A.Bibliography .. 50-53
B.Questionnaire .... .….…54-57
C.Correspondence .....58-59
D. Certification of the Language Editor .60
E. Photo Documentation .. 61-62
D. Curriculum Vitae .….…….. ….63-65
LIST OF TABLES
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Table 1.1 Frequency and Percentage Distribution of Respondents as to Age

Table 1.2 Frequency and Percentage Distribution of Respondent as to Gender
Table 1.3 Frequency and Percentage Distribution of Respondent as to Civil Status
Table 1.4 Frequency and Percentage Distribution of Respondent as to Religion
Table 1.5 Frequency and Percentage Distribution of Respondent as Department
Table 1.6 Frequency and Percentage Distribution of Respondent as to Classification
Table 1.7 Frequency and Percentage Distribution of Respondent as to Tenure
Table 2.1 Mean Distribution of Respondents as to their Mental Growth
Table 2.2 Mean Distribution of Respondents as to their Social Growth
Table 2.3 Mean Distribution of Respondents as to their Spiritual Growth
Table 2.4 Mean Distribution of Respondents as to their Emotional Growth
Table 3 Summary of the Impact of Diversity among the respondent on their Personal
Growth
UNIVERSITY
Table 4 Test of Difference in theOF SANTO TOMAS
Perception GRADUATE
of the Respondents SCHOOL
on the Impact of PAGE
Diversity on their Personal Growth
ABSTRACT
Diversity is a fact of life in today's world, and no manager can ignore it in

the workplace or in the general population. Diversity in the workforce is more
observable today than before. For the first time in modern history, workplace
demographics now span four generations of employees working side by side.
Thus, this research was conducted to assess the perceived impacts of diversity
among the respondents on their personal growth in terms of mental, social,
viii
spiritual, and emotional growth. In this study, a descriptive-correlational research

approach was used, and a semi-structured questionnaire was utilized among the
115 employees of St. Joseph's College of Baggao as the chosen respondents. The
acquired data were analyzed using frequency, weighted mean, test of significance,
and ANOVA. It has been found that most of the participants agreed that diversity
has no impact on their personal growth in terms of mental, social, spiritual, and
emotional growth. Furthermore, the result implies that they tend to have the same
perceptions of the impact of diversity on their personal growth in terms of mental,
social, spiritual, and emotional growth. With that, the researchers recommend that
the management of SJCB make use of their current employees when recruiting
new employees, which leads them to create a flow of diverse candidates and can
reduce their recruiting expenses.

Key words: Impact, Diversity, Personal Growth, Employees, Mental Growth,
Social Growth, Spiritual Growth, and Emotional Growth
1
CHAPTER I
THE PROBLEM AND ITS BACKGROUND
This chapter presents the study background, problem statement and its
significance. Also, it gives an overview of the topic and its scope.
INTRODUCTION
Diversity is a fact of life in today's world, and no manager can ignore it in
the workplace or in the general population. The company does everything it can to
find and keep the best employees. Employees come to work with their own
unique personalities and ways of seeing the world. People left the country to find
work in the cities. They were from many different places and cultures,
(Mukhtaret et al., 2022).
Diversity in the workforce is observable today than before. For the first time
in modern history, workplace demographics now spans four generations of
employees working side by side. The workforce is constituted by as old as their
parents and as young as their children, (Zemke et al., 2020).
Employee diversity means, creating a workforce where your human
resources consists of a diverse group of individuals. When people think of
diversity they usually think of attributes such as different political beliefs, races,
cultures, sexual orientation, religion, class, and/or gender identity differences; but
there is more to diversity than that. Diversity can also include a difference in life
experiences, behaviors, and pathways to problem-solving, and skills. Along with
diversity comes inclusion. Inclusion in the workplace is creating a space where all
employees feel accepted, included, and treated fairly. This means creating fair
opportunities throughout the company and accepting those different viewpoints
and ideas. Once employers have achieved building a diverse team through their
hiring process, the next step is to implement inclusion tactics. Diversity and
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inclusion work hand in hand and depend on each other to create a successful
diverse workforce, (bizhaven.com).
Personal growth is important in many aspects of life, including your career.
Determining the right personal growth methods for you depends on your
strengths, challenges, and goals. Understanding personal growth and how you can
achieve it can help you use your skills efficiently in the workplace and advance
professionally.
In the humble place of San Jose, Baggao, Cagayan lies an institution, named
St. Josephs College of Baggao that offers primary, secondary and tertiary
education. One of its offerings is the BS Business Administration major in HRM
program under the College of Business and Management, which aims to equip
students with entrepreneurial knowledge, skills, and a positive attitude toward
establishing and managing an enterprise. Provide students with training to
conduct research that will generate opportunities for community development. It
also prepares its students to be globally competent professionals and practitioners
who are imbued with SJCBIs core values of excellence and global
competitiveness.
As a growing concern in the human resource industry, the researchers tried
to study this title because there is not yet a study of the impact of diversity among
SJCB employees on their personal growth.
CONCEPTUAL FRAMEWORK
Alan S. Gutterman, (2022, p. 3), defines diversity as includes but is

not limited to race, color, ethnicity, nationality, religion, socioeconomic status,
veteran status, education, marital status, language, age, gender, gender expression,
gender identity, sexual orientation, mental or physical ability, genetic information,
3
work experience, lifestyles and learning styles. Notably, the concept of diversity,
which refers to recognizing and respecting the differences found among all
individuals in society, has broadened and expanded beyond the legally protected
groups mentioned above as time has gone by and economic, social and political
conditions have changed, as evidenced by the inclusion of socioeconomic status.
Kreitz, (2018), Diversity may be referred as admitting, appreciating,
understanding, recognizing, valuing, and enjoying divergence among worker.
Jayne and Diboye, (2020), stated that simply having a diverse workforce
does not necessarily produce the positive outcomes that are often claimed
by some of the more optimistic proponents, and they identified four major
gaps between diversity rhetoric and research findings: 1) increased diversity
does not necessarily improve the talent pool, 2) increased diversity does
not necessarily build commitment, improve motivation, and reduce conflict; 3)
increased group level diversity does not necessarily lead to higher group
performance; and 4) diversity does not necessarily improve group performance.
Jayne & Diboye, (2019, p. 412).
Alan S. Guttermans definition is the most relevant to the aims of this study,
given the emphasis it places on unconscious perception. Although Kreitz
definition is good, it is more like an idea of what should be diversity like in an
organization. Jayne and Diboye claim in their statement that diversity has nothing
to do with the employees personal growth.
STATEMENT OF THE PROBLEM

This study aimed to determine the perceptions of the SJCB employees on
the impact of diversity on their personal growth:
Specifically, the study sought to answer the following questions:

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1. What is the demographic profile of the respondents in terms of:

1.1 Age
1.2 Gender
1.3 Civil Status
1.4 Religion
1.5 Department
1.6 Classification
1.7 Tenure
2. What are the perceived impacts of diversity among the respondents on

their personal growth in terms of:
2.1 Mental Growth
2.2 Social Growth
2.3 Spiritual Growth
2.4 Emotional Growth
3. Is there a significant difference in the perception of the respondents on the

impact of diversity among the respondents on their personal growth?
NULL- HYPOTHESIS
There is no significant difference in the perceptions of the respondents on

the impact of diversity on their personal growth.
SIGNIFICANCE OF THE STUDY

The following groups are the beneficiaries of this study, to wit:
5
SJCBI Administrators. This study can be an eye opener to the management about
the impact of employee diversity on the personal growth of these institutions.
Also, this study can help raise awareness among management about employee
diversity.
Employees. It provides enough knowledge that can be useful for their personal
growth in this institution.
Students. It will enlighten them on the impact of diversity on the individual

performance of the respondents.
Researchers. The study will provide first-hand experience to the researchers as

they document and compile the data needed for their study, leaving them with
additional knowledge about how tourism is important to the community.
Future Researchers. This study can serve as a basis for future researchers who
will have studies in the future that are related to this study.
Profile of the
respondents Collection of data from the
Perceived impacts of respondents.
diversity among SJCB Analysis of the personal Impact of
employees on their profiles of the respondents. diversity among
RESEARCH
personal growth PARADIGMDescription and analysis of SJCB employees
Correlational analysis of the on their personal
perceptions of the growth
INPUT PROCESSon
respondents their OUTPUT
personal growth
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INPUT PROCESS
OUTPUT
Feedback
Fig. 1 Research Paradigm

As depicted in Figure 1, there are three (3) sets of variables that shall serve as
inputs to this study. These variables are as follows: profile of the respondents,
analysis of personal profile of the respondents; impact of diversity among the
respondents on their personal growth. In order to achieve the output of this study,
which is to better understand teachers as educators and individuals, the following
processes shall be undertaken: collection of data from the respondents, analysis of
their personal profiles, description and analysis of their personal growth, and
correlational analysis of their perceptions of the on the impact of diversity among
the employees on their personal growth.
SCOPE AND DELIMITATION OF THE STUDY
This study covered all employees of SJCBI that are currently employed
for the year 2023-2024, for a total of 118, since this will determine the impact of
diversity among them on their personal growth. The researchers allocated a total
7
of one (1) week on the data collection for this study. The researchers employed a
quantitative design, specifically a descriptive design, since it is was the most
suitable design for the study. Once data is gathered, it will be analyzed using
quantitative statistical tools. The senior leadership team was one of those
excluded from this study since they were the ones to implement the results of this
research. Another group excluded in this research is the part-timers, since they are
not part of the diverse employees. Lastly, there are 118 total employees as our
respondents, but during our gathering of data, three (3) of them were not available
because two were on maternity leave and the other one was in the process of
resigning from work.
DEFINITION OF TERMS
The following are the key terms that were used in this study: They were
defined for better understanding by future readers. The terms were defined
operationally
Classification. The process of concentrating on and becoming an expert in a
particular job or skill.
Diversity. It means having a range of people with various racial, ethnic,
socioeconomic, and cultural backgrounds and various lifestyles, experiences, and
interests.
Emotional Growth. It focuses on the development and management of feelings
and how you react to situations.
Employee. A worker hired by an employer to do a specific job.
Employee Diversity. Means creating a workforce where your human resources
consist of a diverse group of individuals.
8
Mental Growth. It focuses on the development of your mind, such as the way you
think and learn. It also relates to how your cognitive functions affect your
behavior.
Personal Growth. Awareness of the self in its entirety is followed by taking
steps to address the behaviors, attitudes, values, actions, and habits that they wish
to change.
Religion. An organized group of individuals who believe in some form of a
higher power(s) (e.g., god or gods) and that link the meaning of life to this higher
power through joint customs, activities, culture, practices, doctrine, and religious
attitudes, Small, (2014).
Social Growth. It involves improving your communication skills.
Spiritual Growth. Connecting with you on a holistic level.
Tenure- the number of years of working for an employee in an organization.
CHAPTER II
REVIEW OF RELATED LITERATURE
This chapter presents the related literature and studies that will support
this study. This shows that the related literature and studies are accurate and
factual.
Diversity
Cletus, H., Mahmood et al. (2018) state that workplace diversity (WPD) is a
holistic concept that exist between people working within an organization. It
describes the complex physical, sociological, or psychological attributes such as
gender, ethnicity, sexual orientation, and religious or political beliefs that define
an individual or group. Therefore, WPD transcends the recruitment,
representation, or preferential treatment of people within an organization. The
complexity of WPD has become one of the most challenging issues currently of
9
critical importance in business and organizational management. Therefore, the

paper presents the critical issues currently impacting WPD in modern-day
organizations. It identified and highlighted the various prospects and challenges
of WPD. The results revealed that diversity in the workplace enhances critical
thinking, problem-solving, and employee professional skills. Furthermore, it
enables organizations to attract talent, improve corporate attractiveness, and
increase productivity. However, it is currently hampered by the hostility,
disrespect, and discrimination people with diverse backgrounds encounter in the
workplace. Such behavioral attitudes are ascribed to prejudices and biases
towards people with varied lifestyle choices, ethnic and cultural differences,
disabilities, and generational gaps. These factors can stifle morale, teamwork,
profitability, and the organization. Consequently, modern-day organizations need
to address the causes of these issues to exploit the benefits of WPD. These can be
addressed strategies that foster an empowerment culture, build
communication, and foster team spirit in organizations. These efforts will promote
acceptance, productivity, and profits in future organizations. In the article by
Bogers, Marcel et al. (2018) state that the use of external knowledge for
innovation (i.e., inbound or outside-in open innovation) has received substantial
attention in the innovation literature. However, the human side of open
innovation is still poorly understood. We consider the role of employee
characteristics with respect to predicting firm-level openness. Drawing on the
human capital, learning, and creativity literature, we theorize that the knowledge
diversity of the firms employees is positively associated with employees ability
to identify and absorb external knowledge, which aggregates to increased firm-
level opennessthat is, firms use of external knowledge in their pursuit of
innovation. Based on a combination of three data sources, namely, two survey
data sources and register data, we find support for our hypothesis that employees
educational diversity is positively associated with firm-level openness. However,
10
we find no direct association between employees work history diversity and firm-
level openness but ratheras also hypothesizeda conditional relationship based
on educational background, which implies that diverse work history only has a
positive impact at higher levels of educational diversity. To reduce endogeneity
concerns, we undertake a series of robustness checks. On the other hand, Helen
Eboh Cletus et al. (2018) state that workplace diversity (WPD) is a holistic
concept that exist between people working within an organization. It describes
the complex physical, sociological, or psychological attributes such as gender,
ethnicity, sexual orientation, and religious or political beliefs that define an
individual or group. Therefore, WPD transcends the recruitment, representation,
or preferential treatment of people within an organization. The complexity of
WPD has become one of the most challenging issues currently of critical
importance in business and organizational management. Therefore, the paper
presents the critical issues currently impacting WPD in modern-day organizations.
It identified and highlighted the various prospects and challenges of WPD. The
results revealed that diversity in the workplace enhances critical thinking,
problem-solving, and employee professional skills. Furthermore, it enables
organizations to attract talent, improve corporate attractiveness, and increase
productivity. However, it is currently hampered by the hostility, disrespect, and
discrimination people with diverse backgrounds encounter in the workplace. Such
behavioral attitudes are ascribed to prejudices and biases towards people with
varied lifestyle choices, ethnic and cultural differences, disabilities,
and generational gaps. These factors can stifle morale, teamwork, profitability,
and the organization. Consequently, modern-day organizations need to address
the causes of these issues to exploit the benefits of WPD. These can be
addressed strategies that foster an empowerment culture, build
communication, and foster team spirit within organizations. These efforts will
promote acceptance, productivity, and profits in future organizations. Luu Trong
11
Tuan et al. (2019) state that employee diversity, when effectively managed, can
fuel employees to add value to the organization. Our primary research aim entails
an investigation into how diversity-oriented HR practices that address and value
employee diversity contribute to employee work engagement. Employees and
their managers from diverse manufacturing industries in Ho Chi Minh City,
Vietnam, participated as providers of the data for the current research. Our data
analysis supported the positive relationship between diversity-oriented HR
practices and work engagement among employees. The role of diversity climate
as a mediator for this relationship was also substantiated. Besides, the results
provided evidence for the moderating roles of diversity-oriented leadership as
well as group diversity in our research model. As per L.E. Gomez, M.D., M.B.A.,
and Patrick Bernet, Ph.D. (2019). Diversity can help organizations improve both
patient care quality and financial results. Return on investment in diversity can be
maximized when guided deliberately by existing evidence. Future studies set in
the healthcare industry will help leaders better estimate diversity-related benefits
in the context of improved health outcomes, productivity, and revenue streams, as
well as the most efficient paths to achieve these goals. Luu Trong Tuan et al.
(2020) state that diversity management plays a significant role in the
organizations outcomes. This study seeks to provide a brief review of the history
of diversity management and identify the articles published on diversity
management since 1991. A systematic review of the literature has been carried
out to understand the literature in more detail and determine the future scope of
research. In the article by Henry Inegbedion et al. (2020), they state that
managing diversity for organizational efficiency. seeks to find out the extent to
which diversity management influences organizational efficiency through the
management of conflict, cultural diversity, and employees perceptions of
marginalization, as well as teamwork and employee work attitude. A survey
design was employed. A sample of 178 respondents from nine multinational
12
companies in south-south Nigeria was employed. Research data were analyzed

using structural equation modeling, with diversity management and organizational
efficiency serving as latent variables. The results show that the management of
cultural diversity, employees perceptions of marginalization, and conflict
significantly influence diversity management. Furthermore, diversity management
and teamwork significantly influence organizational efficiency. The need for
managers of diverse workforces to give priority to diversity management to
ensure its effective implementation was suggested, among others. On the other
hand, in an article by Shatrughan Yadav and Usha Lenka (2020), workforce
diversity is widely believed to enhance the knowledge and perspectives of
organizations. The purpose of this study is to synthesize the existing diverse
literature on workforce diversity and to enlighten the avenues for future research
on managing workforce diversity. Meanwhile, Claudia Buengeler et al. (2020)
state that they have developed a theoretical framework about how leaders help
shape the impact of HR diversity practices on employee inclusion. So far, the HR
literature has given leaders a relatively passive role in that they are mainly seen as
enactors and communicators of HR policies and practices. We expand this view
by suggesting that leaders can respond to HR's diversity practices with various
levels of alignment (or misalignment) and clarify the respective implications for
felt inclusion. Informed by literature on multiple identities at work, we derive four
potential responses of leaders to HR's diversity practices deletion,
compartmentalization, aggregation, and integration. We show how these
responses shape the effects of diversity practices on employee inclusion, and in
doing so, we also question a commonly held assumption that leaders' full
alignment with HR's diversity practices is the most conducive to employees' felt
inclusion. Our framework has important implications for theory and practice, as it
specifies the role of leaders in leveraging the inclusive potential of HR diversity
practices. As per Thakur, A. In 2022, one of the most challenging issues an
13
organization faces in the current business environment revolves around its

workforce. Ensuring staff availability and devising strategies for retaining,
inspiring, and developing employees and encouraging individual behaviors that
enhance the firm's efficiency are vital concerns for an organization that SHRM
addresses. The effectiveness of a company is strongly influenced by the attitudes
and behaviors of its employees. Organizational citizenship behavior (OCB) is an
extra-role behavior that an organization seeks as it substantially impacts
organizational performance. This study's primary goal is to decipher the
interaction between SHRM practices and organizational citizenship behaviors. In
addition, organizations cannot disregard the internal challenges posed by the
diverse nature of their workforce that are capable of modifying the outcome. So,
analyzing the moderating effect of employee diversity on the link between SHRM
and OCB was inevitable. The study was conducted in select IT and ITES
organizations in India through a survey using a structured questionnaire to assess
this relationship. SHRM was found to have a significant influence on OCB. This
influence was enhanced in the presence of the selected employee diversity factor
as a moderator. This paper shares working employees' perspectives on
maintaining a strong SHRM, which will directly influence sustaining OCB. This
paper also talks about the components required for an efficient HRM. The
findings can help practitioners determine the best ways to engage a diverse
workforce to promote OCB.
Personal Growth
Marianne van Woerkom and Maria Christina Meyers (2018) state that personal
growth is not only a central individual need but also a key requirement for
organizational success. Nevertheless, workplace interventions aimed at
stimulating the personal growth of employees are still scarce. In this study, we
14
investigated the effectiveness of an intervention that aimed at the identification,

development, and use of employee strengths in stimulating personal growth
initiatives. We conducted a field experiment with a sample of 84 educational
professionals who were either assigned to a strengths intervention or a wait-list
control group. In a 1-month follow-up study, we found that the intervention had a
direct effect on general self-efficacy (GSE) and an indirect effect on personal
growth initiatives. Moreover, in line with plasticity theory, we found that the
intervention was especially effective for participants with low to medium initial
levels of GSE. We conclude that a strengths intervention may provide a brief and
effective tool for organizations that aim for self-directed learning among their
staff, in particular when offered to employees who lack confidence in their own
abilities. While Marjolein C.J. Caniëls, Judith H. Semeijn, and Irma H.M.
Renders (2018) state that the purpose of this paper is to analyze whether and how
employees’ proactive personalities are related to work engagement, drawing on
job demands-resources theory, the study proposes that this relationship is
moderated by a three-way interaction between proactive personality ×
transformational leadership × growth mindset. The study is based on survey data
from 259 employees of an internationally operating high-tech organization in the
Netherlands. In line with prior studies, support is found for positive, significant
relationships between proactive personality and transformational leadership and
engagement. Additionally, transformational leadership is found to moderate the
relationship between proactive personality and work engagement, but only when
employees have a growth mindset. The study advances the literature that
investigates the proactive personality-engagement relationship. Specifically, this
study is the first to examine a possible three-way interaction that may deepen
insights into how proactive personality, transformational leadership, and growth
mindset interact in their contribution to work engagement. Meanwhile,
Mohammad Faraz Naim and Usha Lenka (2018) state that the purpose of this
15
paper is to present a conceptual framework for the development, commitment,

and retention of Generation Y employees. Based on a review of existing literature
and using a social exchange and social constructionist approach, this study
presents a conceptual framework with mentoring, strategic leadership, social
media, and knowledge sharing as its key constructs to retain Generation Y
employees. Mentoring, strategic leadership, social media, and knowledge sharing
have great potential to foster competency development. Competency development
is critical to evoke the affective commitment of Generation Y employees, which
in turn results in an intention to stay. The proposed conceptual framework should
be empirically validated in future research. Organizations should incorporate
mentoring, strategic leadership, social media, and knowledge sharing into their
talent management strategy for Generation Y employees. Competency
development then, in turn, evokes the commitment of Generation Y employees,
leading to an intention to stay. The framework suggests an approach for
generation-specific retention strategies. This is one of the first studies to propose a
holistic framework to retain Generation Y employees. This paper adds a new
dimension to the talent management literature by focusing on young-generation
employees. As for Edward R. Canda, Leola Dyrud Furman et al. (2019), they state
that social workers and helping professionals serve many people who draw upon
religion and spirituality to find meaning, thrive, and overcome oppression and
obstacles in their lives. The third edition of Spiritual Diversity in Social Work
Practice provides a comprehensive framework of values, knowledge, and skills
for spiritually sensitive and culturally appropriate practice with diverse religious
and non-religious clients. This classic text contains forty different case examples
and stories that vividly illustrate the professional values and ethical principles that
guide spiritually sensitive practice. Learning activities at the end of each chapter
encourage readers' personal and professional development through self-reflection,
dialogue, creative expression, outreach to the community, and skill application.
16
The book also draws connections between spiritual and cultural diversity, gender,
and LGBTQI issues. It introduces the beliefs, values, and social welfare
applications of Buddhism, Christianity, Confucianism, Hinduism, Indigenous
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Deep Ecological Theories. Skills for spiritual assessment and spiritually sensitive
practices include mindfulness, meditation, ritual and ceremony, forgiveness,
spiritually sensitive administration, and engagement with community-based
spiritual support systems. For social workers and other professional helpers
committed to supporting the spiritual care of individuals, families, and
communities, this definitive guide offers state-of-the-art interdisciplinary and
international insights as well as practical tools that students and practitioners alike
can put to immediate use. While for Sadia Anjum (2020), his study aims to
evaluate the impact of internship programs on the professional as well as personal
development and skills of business students in Pakistan. The data for the study
consisted of 800 undergrad business students in 4-year degree programs from 15
universities in Pakistan. The study used a structured questionnaire (35 close-
ended questions assessed using a 5-point Likert scale) comprised of six parts: Part
I: demographic information; Part II: reasons for participation in internships; and
Parts III to VI: assessment of information related to professional and personal
growth and skills. The study employed descriptive analysis to evaluate
demographic information and the central tendencies of the responses.
Furthermore, scale measurement analysis is used to check the normality of the
distribution of study data and the reliability of the questionnaire. The results of the
study depict the impact of internship programs on the professional and personal
growth and skills of business students in Pakistan. As for Shalini Srivastava,
Sonali Singh (2020) states in their study that the study intends to study the
association between personal growth initiative, organizational identification, and
employee engagement. It further investigates the mediating effects of
17
psychological empowerment and hardiness on organizational identification,

personal growth initiative, and employee engagement relationships among hotel
employees. Data was collected from 382 employees of hotels located in the
vicinity of North India via a questionnaire survey and analyzed using
confirmatory factor analysis and mediation analysis. Psychological empowerment
was found to act as a partial mediator between personal growth initiatives,
organizational identification, and employee engagement. Hardiness acted as a
significant moderator between psychological empowerment and employee
engagement relationships. The study is based on a convenience sample and takes
only three states in India. Different conceptual models explaining the mediating
and moderating effects can also be added in future research. The findings suggest
that top-level management should create an environment where employees feel a
sense of empowerment because empowered employees automatically become
engaged employees. This is possible only when the organization has a culture
where the employees have the power to'say''stay' nd'strive'. . Going through the
literature, the importance of psychological and social needs of employees is much
talked about in the western world. However, there is a paucity of work done in the
Indian context that has addressed these needs in the hospitality sector. The study
is the first of its kind to use hardiness and psychological empowerment as
mediators in Indian. Kibeshi Kiyabo and Nsubili Isaga (2020) state that SMEs
performance can be measured using various indicators. Guided by the resource-
based view, this study aimed at determining the influence of entrepreneurial
orientation on SMEs performance under the mediation of competitive advantage
using firm growth and personal wealth measures. Entrepreneurial orientation was
adopted as an intangible resource in the form of processes. A survey method with
a cross-sectional design was used to collect data from 300 owners-managers of
welding industry SMEs located in Dar es Salaam, Mbeya, and Morogoro urban
centers in Tanzania. With the aid of AMOS software, data analysis is comprised
18
of developing measurement and structural models using the structural equation

modeling technique. Sample data were then bootstrapped using 200 samples to
determine the indirect effect of entrepreneurial orientation on SMEs performance
through competitive advantage. Findings from this study indicate that competitive
advantage mediates the relationship between entrepreneurial orientation and
SMEs performance for both firm growth and personal wealth performance
measures. This study has contributed to existing literature by providing evidence
on the use of personal wealth as a measure of SMEs performance. The findings of
the study imply that the resource-based view is suitable for describing not only
physical resources but also intangible resources such as entrepreneurial
orientation. Future studies may investigate the influence of more constructs, such
as learning orientation, on SMEs performance under the mediation of competitive
advantage using the same firm growth and personal wealth performance
measures. Such studies will establish whether the findings of this study are
specific to the entrepreneurial orientation construct or applicable to other
constructs as well. As for Rafia Hasan Taheri, Md. Shipon Miah et al. (2020) state
that nowadays, different organizations and institutions are passing through
challenges due to the working environment. For better job satisfaction, the
working environment is considered a prime factor to be considered by employers.
To maintain the steady upward growth of the institutions, it is mandatory to
maintain the efficiency, effectiveness, and productivity of the employees by
providing different facilities. And the working environment is the most crucial
demand for employees. Therefore, providing a better working environment is also
the prime concern of organizations or institutions to maintain a steady workforce
for the business to run. The objectives of this study are to understand the impact
of the working environment on job satisfaction through the quantitative and
qualitative analysis of contributing characters. Data collection was done through a
well-constructed questionnaire. The contributing populations were from two
19
organizations named the Department of Agricultural Extension and the

Bangladesh Rural Electrification Board. The sampling was done specifically in
one of the districts in Bangladesh. The study showed significant impacts of the
working environment on job satisfaction. Without better facilities, organizations
cant run properly, whereas the working environment is the prime concern of the
employee. Therefore, this study concluded that for better job satisfaction, the
working environment needs to be focused on. While Dabbagh, N., and Castaneda,
L. (2020) state in their paper that we lay the foundations of the personal learning
environment, or PLE, its conception, cognitive and theoretical underpinnings, and
implications for the design of pedagogical processes and learning ecosystems, We
characterize the PLE as a techno-social reality that embodies the socio-material
entanglement with which people learn as well as an approach that enacts
contemporary ideas about how people learn. We argue that the learning ecology
of the PLE and its disruptive educational character position it as a framework that
addresses the challenges of being in a continuous learning mode and empowers
learners to direct their own learning and develop agency in lifelong learning. We
envision the PLE as the core of a learning activity ecosystem that is diverse,
personalized, social, adaptive, integrated, and transparent, enabling the creation of
a network of learning that supports students as peers, creators, entrepreneurs, and
agents of their own learning. We conclude with implications and challenges for
future research and educational practice. Lastly, in the study of Lee, Y., Tao, W.,
and Li, J.-Y.Q. et al. (2021) aim to examine the effects of diversity-oriented
leadership and strategic internal communication on employees knowledge-
sharing behavior during a crisis situation, the coronavirus (COVID-19) outbreak
in particular. Integrating knowledge sharing research with internal crisis
communication literature as well as self-determination theory, the mediating roles
of employees intrinsic needs satisfaction are also identified. An online survey
was conducted with 490 full-time employees in the USA across industry sectors
20
during the COVID-19 outbreak. Results suggest that diversity-oriented leadership

contributes to transparent internal communication during a crisis and increases
employees satisfaction of autonomy, competence, and relatedness needs.
Transparent internal communication also increases employees intrinsic needs
satisfaction, which in turn fosters their job engagement and knowledge-sharing
behavior during the crisis. This study is one of the earliest studies to demonstrate
the effectiveness of diversity-oriented leadership and strategic internal crisis
communication in enhancing employees knowledge-sharing behavior, especially
in the context of COVID-19.
CHAPTER III
RESEARCH METHODOLOGY
This section sets out the research methodology that was adopted to meet
the study objectives. The chapter outlines the study: research design, population
of interest, data collection techniques, data analysis methods, reliability and
viability measures, and data presentation.
RESEARCH DESIGN
The study will use a descriptive-correlational design, a mix design

composed of two research designs: descriptive and correlational. Descriptive: it
21
aims to define the existing condition of a classified variable; it is intended to offer

methodical data or systematic information about a phenomenon.
While correlational research tries to define the degree of relationship

between two or more variables using statistical data, in combination, descriptive-
correlational design is a design that describes the variable and, at the same time,
explores the relationship between the variables through the use of statistical
data.
The researchers chose a descriptive-correlational design to take advantage

of its characteristics and effectively support the existing problem of the study.
Moreover, the researchers chose a descriptive-correlational design because it is
compatible with the study.
RESPONDENTSUNIVERSITY OF SANTO TOMAS GRADUATE SCHOOL

OF THE STUDY PAGE
All employees of St. Josephs College of Baggao are subject to being our
respondents in this study. Mainly, there are 118 total full-time employees. Thus,
with their total number, we, the researchers, want to ensure that every member of
the target population is adequately represented in the analysis.
DATA GATHERING TOOL
To be able to collect the needed data for this study, the researchers used
semi-structured questionnaires through various related literature based on the
study of Radhika Parekh (2021), which consisted of three parts. Part 1 solicits the
following demographic variables from the respondents who shall take part in this
study: age, sex, civil status, religion, department, classification, and tenure. Part 2
consists of items designed to identify the impact of diversity among SJCB
22
employees on their personal growth in terms of mental, social, spiritual, and

emotional growth. Part 3 consists of the perceptions of the respondents on the
impact of diversity on their personal growth.
DATA GATHERING PROCEDURE
Before the actual admission of the questionnaire, the researchers sought

permission from the College President, Rev. Fr. Gerry Ariston P. Perez, their
research teacher and adviser, and also from the dean of the College of Business
and Management.UNIVERSITY OF SANTO
Once approved, TOMAS GRADUATE
the questionnaire SCHOOL
should be given to 118 PAGE
employees for them to complete. The researchers give the respondents three (3)
days to complete the instrument. The researchers returned after three days and
collected the survey questionnaire. After the process, the researchers coded and
tabulated responses to the different items in the questionnaire. This is followed by
the statistical analysis of the data and the writing of a report.
DATA ANALYSIS
This research used the following statistical tools needed in the analysis
and interpretation of the data:
1. Frequency count and percentage are used to categorize the respondents.
2. For the perception of the impacts of diversity among the respondents on
their personal growth, a 4-point Likert scale was also assigned.
4 Strongly Agree
23
3 Agree
2 Disagree
1 Strongly Disagree
To analyze the impacts of diversity among the respondents on their

personal growth, the item mean was used and presented in the equation below.
Xi = wx / Σf
Where Xi = item means
W = weighted scale
X = frequency Σf = scale of frequency

A criterion used by the researchers for the assessment of the result is as follows:
Scale Descriptive Interpretations
3.25 - 4.00 Strongly Agree
2.50 - 3.24 Agree
1.75 - 2.49 Disagree
1.00 - 1.74 Strongly Disagree
To test for significant relationships among the variables. The researchers

are going to use the T- Test. A T-test- is used to examine the differences between
the means of two independent groups.
3. An Analysis of Variance (ANOVA) was used to test the significant

difference in the perception of the respondents on the impact of diversity among
the respondents on their personal growth.
24
CHAPTER IV
PRESENTATION, ANALYSIS AND INTERPRETATION OF DATA
This chapter presents the interpretation and analysis of the gathered data to
determine the perceived impact of diversity among the SJCB respondents on their
personal growth.
Table 1.1 Frequency and Percentage Distribution of the Respondents as to Age

Age Frequency Percent
23-27 42 36.52
25
28-32 25 21.74
33-37 9 7.82
38-43 17 14.78
44-48 11 9.57
49 years and above 11 9.57
Total 115 100
Table 1.1 presents the frequency and percentage distribution of

respondents according to age who responded to our questionnaires. Out of 115,
2327-year-olds were 42, and the remaining 9 were 3337 years old. This means
that most of the employees of SJCB are young and new. This supports the study
of Mo Wang and Yanran Fang, (2020), in which they state that such a trend is
clearly reflected in increasing workplace age diversity (i.e., a wider distribution of
differences with respect to age among workers at the same workplace; Wang,
Olson, & Shultz, 2013; Wegge & Meyer, (2020). Given the growing coexistence
of multiple generations in workplaces, it is imperative to understand how
organizations can maximize the benefits that can be derived. Drawing from
research in human resource management and organizational science, we show
five types of organizational practices (age-inclusive management, peer mentoring,
participative decision-making, ensuring job security, and training to counter age-
related stereotypes, with APPET as the acronym) that are most relevant to
facilitating opportunities associated with age diversity.
Table 1.2 Frequency and Percentage Distribution of the Respondents as to Gender

Gender Frequency Percent
Male 48 41.74
Female 67 58.26
26
Total 115 100

respondents as to gender who responded to our questionnaires, of which the
majority are female and were supported by a frequency of 67, and the remaining
48 are male respondents. This means that there is not much difference in the
number of the two genders. This is supported by the study of Navjeet Kaur and
Dr. Pallvi Arora, (2020), which states that gender diversity and inclusion have a
positive influence on creativity and innovation, organizational reputation,
productivity, decision-making, problem-solving, and organizational performance.
Table 1.3 Frequency and Percentage Distribution of the Respondents as to Civil

Status
Civil Status Frequency Percent
Single 56 48.70
Married 59 51.30
Total 115 100
As reflected in Table 1.3, the frequency and percentage distribution of the

respondents as to their civil status who responded to our questionnaires show that
the majority of the respondents are married, which is supported by the frequency
of 59, and the remaining 56 are single respondents. This means that theres not
much difference in the number of married and single employees.
27
Table 1.4 Frequency and Percentage Distribution of the Respondents as to

Religion
Religion Frequency Percent
Roman catholic 108 93.91
Iglesia ni Cristo 0 0
Methodist 0 0
Born Again 4 3.48
Pentecost 0 0
Others (CDC) 3 2.61
Total 115 100

Table 1.4 shows the frequency and percentage distribution of the
respondents as to religion who responded to our questionnaires, of which the
majority are Roman Catholic, which is supported by the frequency of 108, and the
remaining 7 are Born Again and others. Since SJCB is a Catholic institution, thats
why there are a lot of Roman Catholic employees.

Department
28
Department Frequency Percent

Elementary 9 7.83
High School 42 36.51
College 31 26.96
Others: Accounting office-3
Registrar -5
Library -5 33 28.70
Guidance -3
Maintenance -17
Total 115 100

respondents as to the departments that responded to our questionnaires. The
majority of the UNIVERSITY
respondents areOFfrom highTOMAS
SANTO school, GRADUATE
which is supported
SCHOOL by a PAGE
frequency of 42, and the remaining 73 are from three categories: elementary,
college, and other respondents. Given the population of the high school, that s
why there are a higher number of high school teachers because there is a higher
population of students.

Classification
Classification Frequency Percentage
Teaching 82 71.30
Non-Teaching 33 28.70
Total 115 100
29
Table 1.6 shows the frequency and percentage distribution of respondents

as to classification. The majority of the respondents are teaching employees,
which is supported by the frequency of 82, and the remaining 33 are non-teaching
respondents. There is a high number of teaching employees since it is the goal of
a school to teach. SJCB is an educational institution; therefore, it is imperative to
say that most of its personnel are teachers.
Table 1.7 Frequency and Percentage Distribution of the Respondents as to Tenure
Tenure Frequency Percentage

Below 1 year 17 14.78
1-5 65 56.52
6-10 19 16.52
11-15 2 1.74
16-20 2 1.74
21-25 2 1.74
26 years and above 8 6.96
TOTAL 115 100
30
As reflected in Table 1.7, the frequency and percentage distribution of the

respondents as to tenure who responded to our questionnaires, the majority of the
respondents are 15 years in service, which is supported by the frequency of 65,
and the remaining 2 are single respondents. This means that there are a high
number of turnovers in SJCB, and thats why there is a high rate of new
employees. According to Skelton, A.R., and Nattress, D. and Dwyer, R.J. (2020),
a significant correlation exists between the financial performance of
manufacturers and employee turnover, making employee turnover intent a
substantial area of study within the manufacturing industry (Hancock et al.,
2013). Employee turnover is important to address because high attrition can
extensively affect companies, both directly and indirectly, resulting in increased
hiring and training costs, lost production, reduced profits, and overall lower
employee morale (Hayward et al., 2016).
Table 2.1 Mean Distribution of Respondents as to their Mental Growth

Mental growth Mean Descriptive Value
1. Leads us to stay informed about trends
3.25 Strongly Agree
and updates in our field.
2. Diverse employees help us continuously
3.34 Strongly Agree
appreciate the good things in our lives.
3. Helps us acknowledge that things dont
always turn out how we want them to, 3.34 Strongly Agree
but learning from our mistakes.
4. Able to manage or deal with challenges
amidst stress and capable of dealing 3.36 Strongly Agree
with co-workers with fondness.
5. Brings out the trait of being rational, 3.37 Strongly Agree
31
radical, and straightforward, instead of

deceitful and self-serving.
6. Train us to embrace the process of
3.52 Strongly Agree
continuous learning.
7. Help us to be committed in achieving
the goals and also more motivated to 3.48 Strongly Agree
reach the new goals.
Overall Mean 3.38 Strongly Agree
Table 2.1 exhibits the mean distribution of respondents as to their mental

growth. This means that most of the employees believe that diversity has trained
them to embrace the process of continuous learning. So this will result in an
overall mean of 3.38 with a descriptive value of strongly agree. Trong Tuan et al.
(2019) state that employee diversity, when effectively managed, can fuel
employees to add value to the organization. Our primary research aim entails an
investigation into how diversity-oriented HR practices that address and value
employee diversity contribute to employee work engagement.
Table 2.2 Mean Distribution of Respondents as to their Social Growth

Social Growth Mean Descriptive Value
32
1. Gives us the courage to give a

3.30 Strongly Agree
compliment, even to a total stranger.
2. Dive fosters collaboration and

3.33 Strongly Agree
cooperation to our colleagues.
3. Have the chance to socialize and spend
3.36 Strongly Agree
time with others.
4. Helps us to adapt to ever-changing
3.34 Strongly Agree
work-related situations.
5. Able us to learn skills and adapt them
3.43 Strongly Agree
to the task at hand

Table 2.2 exhibits the mean distribution of respondents as to their social
growth. The report above implied that most of the employees believe that
diversity enables them to learn skills and adapt them to the task at hand. Hence,
this will result in an overall mean of 3.36 with a descriptive value of strongly
agree. This supports the study by Yeunjae Lee, Weiting Tao et al. (2021) in that
diversity-oriented leadership contributes to transparent internal communication
during a crisis and increases employees satisfaction of autonomy, competence,
and relatedness needs. Transparent internal communication also increases
employees intrinsic needs satisfaction, which in turn fosters their job engagement
and knowledge-sharing behavior during the crisis.
Table 2.3 Mean Distribution of Respondents as to their Spiritual Growth

Spiritual Growth Mean Descriptive Value
1. Helps us to connect our work to our
3.41 Strongly Agree
value system
33
2. Helps us understand better about our

3.42 Strongly Agree
coworkers spiritual matters.
3. Helps us appreciate and respect
individual differences in terms of 3.48 Strongly Agree
religious beliefs.
Shown in Table 2.3 is the mean distribution of respondents as to their

spiritual growth. The result suggests that most of the employees believe that
diversity helps them appreciate and respect individual differences in terms of
religious beliefs. So this will result in an overall mean of 3.44 with a descriptive
value of strongly agree. This is in accordance with the study of Edward R. Canda,
Leola Dyrud Furman, et al. (2019), in which social work in its best sense can be
considered a spiritual vocation. This does not mean that all social workers follow
the beliefs of Judeo-Christian tradition, that they are religious, or even that they
employ the word "spiritual." Rather, it means that there is an awareness of
suffering and the possibility of transformation. It means that there is a
compassionate commitment to work together with other people to help everyone
overcome obstacles, achieve their aspirations, and further social justice.
Table 2.4 Mean Distribution of Respondents as to their Emotional Growth

Emotional Growth Mean Descriptive Value
1. Promotes self-awareness 3.49 Strongly Agree
2. Helps us to manage our own emotional
3.37 Strongly Agree
responses
3. Makes us emphatic to others. 3.38 Strongly Agree
4. Helps us understand that everyone has a
3.45 Strongly Agree
feelings to consider.
34
5. Helps us stay calm under pressure 3.32 Strongly Agree

Shown in Table 2.4 is the mean distribution of respondents as to their

emotional growth. The findings suggest that most of the employees believe that
diversity helps them promote self-awareness. Hence, it has an overall mean of
3.40 with a descriptive value of strongly agree. This is in accordance with the
study of Edward R. Canda, Leola Dyrud Furman et al. (2019), in which they state
that respecting diversity and demonstrating value clarity and reflectivity are
crucial ingredients for identifying strengths and empowering action. This is why
we suggested in the previous section that the reader should engage in a reflective
process of reading that moves from self-awareness of strengths, limitations, and
aspirations to actions supporting personal and professional growth. We encourage
you to discuss your growth process with family, friends, and colleagues to the
extent that it is comfortable and secure to do so.
Table 3 Summary of the Impact of Diversity among the respondent on their

Personal Growth
Personal Growth (P-value)
Diversity Mental Social Spiritual Emotional Decision Remarks
Growth Growth Growth Growth
Accept
Age .834 .561 .780 .443 Not Sig
Ho
Accept
Gender .763 .066 .357 .152 Not Sig
Ho
Accept
Civil status .693 .808 .125 .251 Not Sig
Ho
35
Accept
Religion .542 .496 .732 .783 Not Sig
Ho
Accept
Department .014 .275 .152 .090 Not Sig
Ho
Accept
Classification .197 .703 .436 .897 Not Sig
Ho
Accept
Tenure .820 .655 .451 .757 Not Sig
Ho
Table 3 revealed that there is no impact of diversity among the
respondents on their personal growth, specifically in terms of mental, social,
spiritual, and emotional growth, when grouped according to their demographic
profile. The result shows that diversity has no effect on the employees personal
growth. This implies that regardless of their age, gender, civil status, religion,
department, classification,
UNIVERSITY and tenure, there isTOMAS
OF SANTO still no impact of diversity
GRADUATE SCHOOLon their PAGE
personal growth, specifically in terms of mental, social, spiritual, and emotional
growth. The result proves that it has no impact on their personal growth in terms
of mental, social, spiritual, and emotional growth. Meanwhile, an exception
occurs in the part of the department where diversity has an impact on their
personal growth in terms of their mental growth.
Table 4 Test of Difference in the Perception of the Respondents on the Impact of

Diversity on their Personal Growth
Perception of the Respondents on
the Impact of Diversity on their F- Value P-Value Decision
Personal Growth
Mental Growth 2.039 0.088 Accept Ho
Social Growth
Spiritual Growth
36
Emotional Growth
Table 4 revealed that there is no significant difference in the perception of the

respondents on the impact of diversity on their personal growth in terms of
mental, social, spiritual, and emotional growth. Since the probability value (p =
0.088) is greater than the 0.05 level of significance, the null hypothesis is
accepted. This implies that they tend to have the same perceptions of the impact
of diversity on their personal growth in terms of mental, social, spiritual, and
emotional growth.

37
CHAPTER V
SUMMARY OF THE FINDINGS, CONCLUSIONS AND

RECOMMENDATIONS
This study was conducted to assess the perceived impact of diversity

among the SJCB respondents on their personal growth. Having gathered all the
needed data from the respondents, this chapter presents the summary of findings,
conclusions, and recommendations that were formulated after analyzing the
results of the data presented in the previous chapter.
SUMMARY OF FINDINGS
Based on UNIVERSITY
the gathered results from theTOMAS
OF SANTO respondents, the following
GRADUATE findings
SCHOOL PAGE
are hereby presented:
 That majority of the respondents is female in their 20s and are married.
Most of them are teaching personnel from high school department, Roman
Catholic, and newly hired employees;
 In terms of mental growth, the majority of the respondents believe that
diversity leads them to embrace the process of continuous learning.
Meanwhile, in social growth, most of the respondents believe that
diversity enables them to learn skills and adapt them to the task at hand. In
spiritual growth, the majority of the respondents believe that diversity
helps them appreciate and respect individual differences in terms of
religious beliefs. On the other hand, as for emotional growth, most of the
respondents believe that diversity helps them promote self-awareness.
 Lastly, there is no impact of diversity among the respondents on their
personal growth, specifically in terms of mental, social, spiritual, and
38
emotional growth, when grouped according to their demographic profile.

This implies that regardless of their age, gender, civil status, religion,
department, classification, and tenure, there is still no impact of diversity
on their personal growth, specifically in terms of mental, social, spiritual,
and emotional growth. The result proves that it has no impact on their
personal growth in terms of mental, social, spiritual, and emotional
growth. Meanwhile, an exception occurs in the part of the department
where diversity has an impact on their personal growth in terms of their
mental growth.
 As for its significance, it is proven that there is no significant difference in
the perception of the respondents on the impact of diversity on their
personal growth when grouping according to their profile. The result
implies that they tend to have the same perceptions of the impact of
diversity on their personal growth in terms of mental, social, spiritual, and
emotional growth. Since the probability value is greater than the level of
significance, the null hypothesis is accepted.
CONCLUSIONS
Based on the findings presented in this study, the following conclusions

were drawn:
 Most of the employees in SJCB are in their 20s, married female teaching
employees in high school departments, Roman Catholic, and newly
employed.
39
 That in relation to their personal growth in terms of mental, social,

spiritual, and emotional growth. The majority of the employees believe
that diversity leads to continuous learning and adaptation, promotes self-
awareness, and helps them to appreciate and understand that everyone has
their own religious preferences.
 The result proves that there is no impact of diversity on their personal

growth in terms of mental, social, spiritual, and emotional growth.
Meanwhile, an exception occurs in the part of the department where
diversity has an impact on their personal growth in terms of their mental
growth.
 This study states that there is no significant difference in the perception of

the respondents on the impact
UNIVERSITY of diversity
OF SANTO TOMASonGRADUATE
their personal growth in
SCHOOL PAGE
terms of material, social, spiritual, and emotional growth.
RECOMMENDATIONS
In light of the conclusion drawn in this study, the following

recommendations were made:
 The human resource management office of SJCB should consider the

result of this study as the basis for drafting a human resource plan.
 The human resource management of SJCB must have standardized tests
on the following: personality tests, aptitude tests, etc., to further determine
the impact of diversity.
40
 The management of SJCB should help employees manage their emotions

if they are under pressure at work. The management should make sure that
the workers are taking regular breaks and give them allowable time to
finish their tasks and openly communicate with others without feeling
pressured.
 The management of SJCB continually enhances and motivates their
diverse employees by appreciating their work and efforts. Thus, the
management should also continually allow their employees to enhance
their knowledge by studying further than they do today.
 The management of SJCB should make use of their current employees
when recruiting new employees, which leads them to create a flow of
diverse candidates and can reduce their recruiting expenses.
 The management of SJCB should widen their recruiting base so that they
may not miss an opportunity to develop a diverse workforce.
 The future researchers that will conduct similar studies must consider a
larger number of respondents and explore the skills, talents, interests, and
aspirations of the diverse personnel.
41
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https://doi.org/10.1108/EDI-07-2019-0197

45
APPENDICES

46

47
PHOTO DOCUMENTATIONS

48

49

50

51

52
CURRICULUM VITAE
RICHEL A. BRIBON
Zone 6, Mocag, Baggao, Cagayan
53
+639672552441
richel.bribon@gmail.com
EDUCATIONAL BACKGROUND
College Level : Bachelor of Science in Business

Administration
major in Human Resource Management
St. Josephs College of Baggao, Inc.
2023 to present
Secondary Level : St. Josephs College of Baggao, Inc.

San Jose Baggao Cagayan
2006-2009
PERSONAL INFORMATION
Age : 30
UNIVERSITY OF SANTO
Date of Birth : TOMAS24,
January GRADUATE
1993 SCHOOL PAGE
Place of Birth : Baggao Cagayan
Civil Status : Single
Citizenship : Filipino
Height : 4 11
Weight : 55 kg
Religion : Roman Catholic
Language Spoken : Filipino English
Mothers Name : Benita A. Bribon
Occupation : Farming
Fathers Name : Roberto C. Bribon
CURRICULUM VITAE
MELISA V. ATALIP
Zone 2, Taytay Labben, Baggao, Cagayan
+639971082051
melisavergaraatalip@gmail.com
54

Administration
2023 to present
Secondary Level : St. Josephs College of Baggao, Inc.

2013-2018
Age : 21
Date of Birth : June 21, 2002
Place of Birth : Taytay Labben Baggao Cagayan
Height : 5'2”
Weight : 48
Religion UNIVERSITY OF SANTO
: RomanTOMAS
CatholicGRADUATE SCHOOL PAGE
Language Spoken : Filipino
Mothers Name : Elisa V. Atalip
Occupation : Housewife
Fathers Name : Ramon N. Atalip
CURRICULUM VITAE
KEVIN C. BASUG
Zone 4, Dabbac Grande, Baggao, Cagayan
+639158124366
kevinbasug12@gmail.com

Administration
2023 to present
55
Secondary Level : Hacienda Intal National Highschool

2013-2018
Age : 20
Date of Birth : October 12, 2002
Place of Birth : Hacienda-Intal, Baggao, Cagayan
Height : 5 5
Weight : 59
Religion : Roman Catholic
Language Spoken : Filipino
Mothers Name : Mila C. Basug
Occupation : House Wife
Fathers Name : Ronald R. Basug

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Saint Josephs College of Baggao

DAN PAOLO E. RAMOS, MSHM

Approved by the panel of oral examination with the grade of ______________.

LOMELYNE B. CALLUENG, MSN ALBERTO P. CALIXTO JR., MBA,

MARISSA Q. PALOMARES, MST, MAED

GIESELLE M. PONCE, LPT, MBA ALBERTO P. CALIXTO JR., MBA,

LOMELYNE B. CALLUENG, MSN

First and foremost, praises and thanks to God, the Almighty,

Our thanks and appreciations also go to our respondents who willingly

UNIVERSITY OF SANTO TOMAS GRADUATE SCHOOL PAGE

This research paper is dedicated to the parents of researchers who give

CHAPTER I: THE PROBLEM AND ITS BACKGROUND

CHAPTER III: RESEARCH METHODOLOGY

Respondents of the study

CHAPTER IV: PRESENTATION, ANALYSIS AND INTERPRETATION OF

CHAPTER V: SUMMARY OF FINDINGS, CONCLUSIONS AND

Table 1.1 Frequency and Percentage Distribution of Respondents as to Age

Diversity on their Personal Growth

Diversity is a fact of life in today's world, and no manager can ignore it in

spiritual, and emotional growth. In this study, a descriptive-correlational research

UNIVERSITY OF SANTO TOMAS GRADUATE SCHOOL PAGE

Alan S. Gutterman, (2022, p. 3), defines diversity as includes but is

STATEMENT OF THE PROBLEM

Specifically, the study sought to answer the following questions:

1. What is the demographic profile of the respondents in terms of:

2. What are the perceived impacts of diversity among the respondents on

3. Is there a significant difference in the perception of the respondents on the

There is no significant difference in the perceptions of the respondents on

SIGNIFICANCE OF THE STUDY

Students. It will enlighten them on the impact of diversity on the individual

Researchers. The study will provide first-hand experience to the researchers as

Fig. 1 Research Paradigm

SCOPE AND DELIMITATION OF THE STUDY

critical importance in business and organizational management. Therefore, the

companies in south-south Nigeria was employed. Research data were analyzed

organization faces in the current business environment revolves around its

investigated the effectiveness of an intervention that aimed at the identification,

paper is to present a conceptual framework for the development, commitment,

psychological empowerment and hardiness on organizational identification,

of developing measurement and structural models using the structural equation

organizations named the Department of Agricultural Extension and the

during the COVID-19 outbreak. Results suggest that diversity-oriented leadership

UNIVERSITY OF SANTO TOMAS GRADUATE SCHOOL PAGE

The study will use a descriptive-correlational design, a mix design

aims to define the existing condition of a classified variable; it is intended to offer

While correlational research tries to define the degree of relationship

The researchers chose a descriptive-correlational design to take advantage

RESPONDENTSUNIVERSITY OF SANTO TOMAS GRADUATE SCHOOL

DATA GATHERING TOOL

employees on their personal growth in terms of mental, social, spiritual, and

DATA GATHERING PROCEDURE

Before the actual admission of the questionnaire, the researchers sought

To analyze the impacts of diversity among the respondents on their

Where Xi = item means

X = frequency Σf = scale of frequency

Scale Descriptive Interpretations

3.25 - 4.00 Strongly Agree

2.50 - 3.24 Agree

1.75 - 2.49 Disagree

1.00 - 1.74 Strongly Disagree

To test for significant relationships among the variables. The researchers

3. An Analysis of Variance (ANOVA) was used to test the significant

Saint Josephs College of Baggao

Alan S. Gutterman, (2022, p. 3), defines diversity as includes but is