Workplace Diversity, Equal Employment, Productivity

Republic of the Philippines
Holy Cross College

Sta. Lucia, Sta. Ana, Pampanga
info@holycrosscollegepampanga.edu.ph
Equal Employment and Workplace Diversity: Its Impacts Towards the Productivity
of Employees
A Business Research
Presented to the Faculty of the College of Business Studies at the
Holy Cross College
In Partial Fulfilment of the Requirements for the Degree
Bachelor of Science in Business Administration Major in Marketing Management
By
Agusto, Philip Josh B.
Bucad, Hilwin M.
Galang, Lorence C.
Gueco, Liam G.
Mangune, Hanna Shane M.
Pangilinan, Frances C.
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CERTIFICATION
This business research proposal titled “EQUAL EMPLOYMENT AND

WORKPLACE DIVERSITY: IT’S IMPACT TOWARDS THE
PRODUCTIVITY OF EMPLOYEE” prepared and submitted by Mr. Philip
Josh B. Agusto, Mr.Hilwin M. Bucad, Mr. Lorence C. Galang, Mr. Liam G.
Gueco, Ms. Hanna Shane M. Mangune and Ms. Frances C. Pangilinan in
partial fulfillment of the requirements for the degree in Business Administration
major in Marketing Management has been submitted and hereby recommended
for acceptance and approval for Oral Examination.
JOHANN A. MULLER, MBA ALAN Y. CABALUNA, Ph.D

Adviser ResearchInstructor
PANEL OF EXAMINERS
Approved by the Committee on Oral Examination with a grade of PASSED on

______.
Member Member
Chairman
Accepted in partial fulfillment of the requirements for the degree Bachelor of

Science in Business Administration
CHRISTINE J. CONCEPCION, LPT,MBA
Program Chair
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TABLE OF CONTENTS
Chapter 1: The Problem and Its Background
Introduction ……………………………………………………………………
Review of Related Literature …………………………………………………..
Significance of the Study .…………………………………………………….
Research Framework ………………………………………………………….
Statement of the Problem ……………………………………………………..
Hypothesis of the Study ………………………..……………………………..
Definition of the Study ………………………………………………………..
Statement of the Problem …………………………………………………….
Scope and Delimitation of the Study ………………………...………………..
Chapter 2: Methodology of the Study
Methods and Technique of the Study ………………………………………
Respondents of the Study …………………….……………………………...
Instruments of the Study …………...………….……………………………...

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Data Collection Procedure …………………………………………………...
Data Analysis and Statistical Treatment ……………………………………...
Ethical Consideration …………………………………………………………
References
Appendices
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CHAPTER I:
BACKGROUND OF THE STUDY
Productivity refers to the knowledge, skills, abilities, and capabilities of a
person. It is integral in any field of endeavor that productivity must be evident in
every employee or worker. On the idea that productivity is vital and imperative, once
a certain individual is engaged in any work or job, that certain worker must be
productive, must show enthusiasm, willingness, determination, eagerness, and
perseverance.
A productive working environment must be conducive, appropriate, healthy,
and diverse. A productive working environment must show all the components
mentioned above for every employee to work freely and happily, for the employees to
have a healthy and safe working environment that is beneficial not only for the
employees but for the customers, business, and company. Furthermore, a company
must be diverse and must accept all walks of life such as age, gender, religion,
practices, academic background, and all other demographics that must be considered.
On the other hand, there should also be an equal employment towards all
employees. Such as salary increase, bonuses, incentives, promotion, service credit and
leave, and other benefits that are stipulated in the Labor Code. Furthermore, there
must also be an equal employment in terms of treating the employees in a respectful
and appropriate manner. Employees are entitled to equal employment because the
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employees are protected by the law and are entitled also to equal treatment,
opportunities, and perks of a worker or employee. Furthermore, equal employment
refers also to the rights given to all applicants of a certain job. All recruiters,
employers, businesses, and other similar individuals, should not be bias in accepting
and checking applicants. There must be an equal employment. As mentioned above
--- age, gender, religion, color, academic background --- should not be an issue
whether to accept or not a certain job seeker or applicant.
There are lots of employers in this modern day that are very critical when it
comes to the application process. Some are even having a background check of the
applicant such as criminal records, academic background, employment history --- if
there is any --- and are having communication with the contact reference of the
applicants. This idea is very skeptical on the knowledge and understanding of the
applicants. Because employers focus merely on what lies behind a specific applicant
and not on the things that an applicant can offer in the company.
Workplace diversity and equal employment are beneficial to both the employers
and employees/applicants. But in this day and age, it is detrimental. Because of the
norm in the society, because of the stereotyping that connotates the idea of many, the
understanding, the beliefs of many, it sets a barrier and criteria which is very
impossible to achieve considering the fact that not all people are of the same level in
terms of academic achievement, socio-economic status, and other societal factors.

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Cultural differences are experienced as essential, natural, and gratified enabling
the association to enjoy diversity. Diversity in population and factory is necessary fact
and no director can go to ignore it in the organizational life. Organization always
strives to attain and maintain swish mortal gift. individualities enter in the association
with unique characteristics and they perceived the world through these different
attributes. These demographic changes present a new set of challenges for the
operation particularly in public sector associations. In case association ignores the
operation of factory diversity, it will count trust, collaborative understanding, co-
operation and respect amongst workers which negatively affect workers’
performance.
Workplace diversity and equal employment affects the productivity of a certain
employee. If an employee is treated well and properly, if the employees are enjoying
the perks that a certain employee should enjoy or should have, then, the employees
will be productive because working in a safe and conducive environment, an
environment that is diverse, that shows equity and equality, then, employees will be
more productive and progressive.
On the other hand, if employees are not given equal employment privileges, are
not provided with a diverse working environment, are not treated properly, are very
suffocated with the workplace that the employees are currently in, are being deprived
with the things that the employees should have such as perks and benefits, then,
employees will not work productively, will not exert extra miles of effort, and will not
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waste time in spending hours working for a company which shows no diversity, and
will not spend even a single drop of sweat for a company which is very unfair in
terms of treating employees.
Strikes and go slows have been witnessed in most of the counties since their
inception. Alande (2015) has pointed out the case of increasing client complaints
being experienced in almost all counties mainly because of poor service delivery. In
Laikipia County, there has been a hue and cry over the quality of services ranging
from poor garbage and solid waste management, pollution, water shortages and poor
roads among others. The main reason cited is poor service delivery by the employees.
His is nothing other than poor performance meaning that the employee productivity is
very low. This has challenged the researcher to examine the factors that influences the
employee performance in Laikipia County. Understanding such factors could enable
the county raise the employee’s performance so as to provide satisfactory services and
in a better way
An organization's success mostly depends on the employees. The level of
employee performance determines the level of organizational success in any industry.
Chebet, (2015) argues that exploring and understanding those factors that affect the
employee performance and hence productivity is of major concern in every Economy
worldwide. A study by Coole in 2019 found that productivity level in 2019 in sub-
Saharan Africa economies have been reported as having the lowest level of
productivity.
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These factors, these ideas, and others that are vital and imperative in the study
will be checked and considered by the researchers. Furthermore, the researchers will
also check both the positive and negative impacts of equal employment and
workplace diversity towards the productivity of employees. It is very important to
check both the positive and negative impacts of a certain variable to another variable
to check the validity and reliability of a research study and to provide information to
the readers regarding the focal point of the study.
The objective of the study is to know the impacts --- positive and negative --- of
workplace diversity and equal employment towards the productivity of employees
specially the workers in Sta. Ana, Pampanga.
Additionally, the goal of this study is not only to provide knowledge to the
readers but to give information to both employees and employers regarding the things
and factors which affect the productivity of the employees and the factors which
might affect the employer and the business itself if workplace diversity and equal
employment is not evident and is not existing.
Furthermore, this study will also be an avenue for the employees to know the
things that are beneficial on the productivity that the employees are showing or
portraying towards a certain company. It will also show on how impactful workplace
diversity and equal employment is. It is very important to check these variables to
make sure that all ideas and information are well presented.
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REVIEW OF RELATED LITERATURES
Workplace Diversity
Subhash C. Kundu, Jahanvi Bansal, ArchanaMor, MukeshPruthic(2019), in this
study the investigate the differences between employees across gender and categories
towards workforce satisfaction in Indian public sector organization (i.e., Bharat
Sanchar Nigam Limited).At the end of the study the investigator find out the efforts of
employees to promote diversity to create opportunities to employees were more by
female employees and valued least by general category employees in compared with
males and other categories respectively.
Sreelatha R. Rao, Dr. M. M. Bagali (2019), this paper examines the acceptance
of gender diversity among employees and how the impact of diversity management
programs and practices Research Article Volume 9 Issue No.4 International Journal
of Engineering Science and Computing, April 2019 21238 http://ijesc.org/ has taken
by different IT companies, and also investigates influence of obstacles present in IT
industry. The population for the study consists of employees from Information
Technology firms situated at Bangalore. With the help of focus group interview and
discussions with HR managers of reputed companies, questionnaire was developed by
the researcher. The study was conducted by the responses of 100 employees. The
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developed tool was found to be reliable by getting Cranach’s alpha values for the
variables structured in questionnaire.
Namita Rajput, Preeti Marwah, RituBalli , and Monika Gupta (2019), the
objective of this exploratory study is to examine the comparison of work values for
gaining of knowledge for management of the multi-Generation workforce for
increasing intergenerational perceptive, morale and improve efficiency. The word
multi generation workforce includes individuals born around the same time who share
distinctive social or historical life events during critical developmental periods.
Priscilla Dike (2019), the subject matter of this paper is geographic point
diversity. The study is conducted to explore however corporations manage personnel
diversity and its consequences to the company’s existence further as examine
however companies traumatize challenges that comes with employees from diverse
cultural backgrounds. The analysis thus answers the question `Has geographic point
diversity contributed to structure success`. Because diversity covers a wide range of
human attributes and qualities, the research is limited to the required tools for
managing workplace diversity, advantages and disadvantages of managing a diverse
workforce. Five corporations in Finland and African country are studied so as to
accumulate answers to the question that's being centered on. In the conclusion, the
findings of the thesis were indicated, that states that geographic point diversity has
contributed to a lot of productivity however some factors like differential treatment
may hinder its successful implementation and hence company success. Big
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corporations a lot of dependent on diversifying their personnel and see its
implementation as a norm and unceasingly attempt to boost diversity management,
whereas little corporations see it as a selection and avertable once they feel it a burden
or cannot effectively manage it.
Sona George, Anju K J (2019), job satisfaction is one in all the necessary factors
that have drawn attention of managers within the organization in addition as
academicians. Various studies are conducted to search out the factors that verify job
satisfaction and therefore the manner it influences productivity within the
organization. Though there is no conclusive evidence that job satisfaction affects
productivity directly since productivity depends on so many variables, it is still a
prime concern for managers. Job satisfaction is that the mental feeling of
advantageousness that a private has regarding his job. It is usually same that “A happy
worker could be a productive worker.” Job satisfaction is extremely necessary as a
result of most of the individuals pay a serious portion of their life at their working
place. Moreover, job satisfaction has its impact on the final lifetime of the staff
additionally, because a satisfied employee is a contented and happy human being. An
extremely happy employee has higher physical and mental well-being. The study tries
to judge however human resource factors have an effect on the satisfaction level of
staff in BPCL – Kochi plant restricted. It assesses however so much welfare and
money factors encourage the staff within the company. The study additionally makes
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an attempt to research the opinion of staff towards the operating life within the
company.
Mrs. Shweta Rajput, Mr. Mayank Shinghal, Mr. Shivkant Tiwari (2019), job
satisfaction and worker loyalty represents one in every of the foremost key challenges
faces by the managers these days once it involves managing their workers. Employees
are the most valuable resources for all organizations; the longer an employee works
for a company the more valuable it becomes. Many researchers are conducted in
numerous sectors to demonstrate the impact of job satisfaction on worker loyalty.
Employee loyalty is all regarding workers being committed for the success of the
organization with a robust belief that operating thereupon explicit organization is their
beat possibility. The aim of the study was to search out the impact of job satisfaction
on worker loyalty just in case of academicians. This study also finds out various
factors underlying job satisfaction and employee loyalty. To achieve the aim of the
study form survey was used. The result shows that there is no impact of job
satisfaction on employee’s loyalty in case of academicians.
SashikantaKhuntia, Subhodip Adhikary (2019), teachers are introspective,
cooperative, directive and expressive. Education is flourishing once there's presence
of a good teacher. An effective syllabus and best curriculum became ineffective if
there is absent of an effective teacher. The quality of teaching depends not only on the
knowledge of the teacher but also how he/she is comfortable with the profession.
There are various external factors which are responsible for the comfortless. At
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present being the storyteller of social and economic development academics don't
seem to be glad. As a result of which the profession is running with lack of talent
pool. In this research study it is emphasized on the different dimensions of job
satisfaction, impact of different dimensions over the level of job satisfaction of
management college teachers and their level of performance.
Jitendra Kumar Singh, Dr. Mini Jain (2019), happy staff are productive staff
and productive staff are doubtless to be happy. Employee job satisfaction is incredibly
necessary to face the dynamic and ever-increasing challenges of maintaining
productivity of the organization by keeping their men perpetually engaged and
actuated. Many studies have incontestable an extraordinarily massive impact on the
work satisfaction on the motivation of staff, whereas the extent of motivation has an
impression on productivity, and hence also on performance of business organizations.
Dr. LalitaMishra (2019), employee satisfaction is a factor in motivation,
retention and goal achievement in the place of work and commitment is a factor that
includes no excess work load, treating employee with respect, offer recognition &
rewards, fringe benefits and positive management. The purpose of the analysis paper
is to review the worker satisfaction and structure commitment and to look at the
satisfaction level of teaching and non-teaching workers and its impact on
commitment.
Benuwa, B., Odompley, J., Ghansah, B. (2019), with the world that is changing
or revolving constantly, diversity management has become a popular term used in

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modern society and management practice. Many organizations around the world have
developed policies that aim to promote and manage diversity. Diversity management
refers to the voluntary organizational actions that are designed to create greater
inclusion of employees from various backgrounds into the formal and informal
organizational structures through deliberate policies and programs.
Ahmad, S., & Rahman, F. (2019), cultural differences are experienced as
essential, natural, and joyful enabling the organization to enjoy diversity. Diversity in
population and workplace is unavoidable fact and no manager can afford to ignore it
in the organizational life. Organization always strives to attain and maintain best
human talent. Individuals enter in the organization with unique characteristics and
they perceived the world through these diverse attributes. Demographic composition
of the Pakistan’s population is dramatically changed in last two decades. Rural
population migrated to urban sites in search of job. They belong to different socio-
cultural back ground. These demographic changes present a new set of challenges for
the management particularly in public sector organizations. In case organization
ignores the management of workplace diversity, it will eliminate trust, mutual
understanding, co-operation and respect amongst employees which adversely affect
employees’ performance.
Farnsworth, D., et. al (2020), the world's increasing globalization requires more
interaction among people from diverse backgrounds. People no longer live and work
in an insular environment; they are now part of a worldwide economy competing

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within a global framework. For this reason, profit and nonprofit organizations need to
become more diversified to remain competitive. Maximizing and capitalizing on
workplace diversity is an important issue for management.
Supervisors and managers need to recognize the ways in which the workplace is
changing and evolving. Managing diversity is a significant organizational challenge,
so managerial skills must adapt to accommodate a multicultural work environment.
Local Related Literatures
Martines, y., et. al (2021), the success of any organization depends on the
employees or workforce of an organization because they carry out the operations
of the organization. The word ‘diversity ‘means the range of human differences
including, but are not limited to age, race, gender, abilities, education, disabilities,
culture, and religion. Over the last few years, it was getting clearer that organizations
proceeded to pursue workforce diversity as a competitive necessity and recognized
and utilized it as one of the most important factors. Any business that intends to be
successful must have a great view and commitment to ensure that workforce diversity
is part of their day-to-day business operations. Workforce diversity can present
major challenges as well as opportunities to the organization. If
organizations could manage these differences of employees, they would be much
more effective.
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Magsanoc, M. (2022), in a world driven apart by politics, religion, gender, and
education, there is a growing importance for recognizing and implementing diversity
and inclusion in the workplace. Diversity is no longer assessed just by age, gender, or
race, but its scope has expanded to include different religions, sexual orientations,
disabilities, and socioeconomic backgrounds.
Cabrera, A. (2019), the Philippines is a country of great diversity. It’s a country
known to have over a hundred dialects and many ethnic groups. Not only those, but
the culture is also very varied because of its archipelagic nature and rich history. So,
while the Philippine office scene may not seem too diverse, it actually is. To help you,
here are some things you ought to know about diversity in Philippines. It’s normal to
have strong bonds between colleagues in the Filipino workplace culture. Still, you
can’t dismiss the fact that despite getting along, these employees are still unique from
each other. Here are the different types of diversity you may encounter (and strive for)
in Philippines.
Ramos, A. (2021), all employees must feel safe and included within their
company. Your workplace should respect all employees’ sexual orientation, age,
beliefs, gender, skills, race, career experience, and cultural background. A company
that fosters an inclusive culture in the workplace can boost the business’s chances of
success through improved employee engagement and productivity.
To promote workplace diversity and create a more welcoming environment,
employees and employers should understand the laws that protect the staff from
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workplace discrimination. This infographic will be your guide on workplace
discrimination, discrimination laws in the Philippines, and how you can protect
yourself.
Asio, J. (2021), For operating an organization, several mechanisms play at hand.
These mechanisms contribute to reaching the organization's end goal for itself and its
constituents. This study aims to analyze the working environment, teamwork, and
diversity of employees and its relationship to organizational satisfaction from a local
higher education institution in Central Luzon, Philippines.
Impact of Workforce Diversity on Employee Performance
Diversity has become a fact of life in every modern business and company. It
refers to the differences amongst people inside an organization in terms of educational
background, talents, and job views. It also refers to variations in the demographic,
cultural, and personal aspects of employees at work. Workforce diversity occurs when
members of a group or organization differ in terms of demographic variables
such as age, gender, race, ethnicity, immigration, and education. As a result of
these reasons, the new workforce is far more varied than it was historically.
Furthermore, a variety of reasons, including globalization, an aging population, the
entry of women and minorities into new professions, knowledge-based workers,

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work-teams, virtual workers, and part-time or contingent employees, have resulted in
a far more diverse workforce (Agrawal, 2016; Adhikari & Shrestha, 2019).
Workforce diversity is an important aspect that influences employee
effectiveness (Khan, 2019). Many businesses, including banks, are now
focusing on workforce diversity management in order to improve employee
performance and raise organizational efficiency. The banking business is expanding at
a fast pace (Shrestha, 2018, 2019). Many problems have arisen as a result of the
banking sector's fast development, such as staff diversity. This is a natural occurrence
that has an impact on organizational productivity both favorably and
adversely, depending on how effectively it is managed. Human resources that are
effective have long been considered as operational excellence is the foundation of a
commercial enterprise since it is not only sparked by a productive human resource,
but it is also a cornerstone of the continuation of the optimal degree of business
success.
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Sadikhov, R. (2021), as markets become ever more globalized and consequently
more diversified, organizations are forced to match the increased requirements of the
global customers. Diversity management concepts propose that diversified workforce
makes the organization more productive, creative, profitable and flexible to rapid
changes in the environment than a homogenous workforce. Concept of diversity in the
organizations may be viewed as differences between individuals on attributes of

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demographics, informational and functional characteristics, personality aspects,
personal values and beliefs, sexual orientation, religious beliefs, mental and physical
health or abilities. Both academic literature and business practices discuss much the
benefits of diversity for organizational performance, whereas gender diversity is
probably among the most frequently studied topic in this field (about 3.4 mil. results
on Google Scholar as per April 2021). Numerous studies have been conducted to
show that female participation in the higher managerial positions is positively
correlated to the firm’s performance. (Garcia-Sanchez, 2020)
Some gender diversity initiatives have negative perceptions propagating a not
merit based system or basis for negative treatment of a dominant groups. These ideas
are justified to be the natural diversity instilled by the types of occupational roles
between women and men (Fine, 2019).
As of late, the world has seen an unparalleled improvement in workforce
compositions due to the increased involvement of Black, Asian, and Minority
Ethnics (BAME+) individuals in the labor force. Although the proportion of
BAME+ staff may vary significantly amongst different institutions, their confinement
to lower-level positions is almost certain (Roberts and Mayo, 2019).
The general perception would be that employees’ talent and determination play
a huge role in the opportunities received to climb the corporate ladder. However, there
is no denying the impact that leaders have on the decision-making processes
regarding the selection of talented employees that are deem fit to develop and
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progress in their careers (Bean, 2017). Thus, the objective of this paper is to evaluate
and discuss the possibilities of culture and climate being the causes that act as
hindrance to the career progression of staff in a firm and provide recommendations on
ways companies can create equal opportunities for the development and progression
of their staff.
Ali, A., Yosuf, S., & Ali, K. (2019), Based on the changes that have taken place
in the world in the past and present, and which led to the increase of competition
among organizations in all their forms, sizes and orientations. These organizations
were forced to work to find the appropriate mechanisms to improve the level
of performance among employees by focusing on the human element as corner
stone for transforming assets from recession to vitality and competition, Equal
opportunities within the mechanisms used to improve the performance of employees
to achieve the strategic objectives of the organization. In this context, organizations in
developing countries need to work to provide the appropriate environment for
providing opportunities for all employees in the workplace and trying to avoid and
reducing obstacles and discrimination in terms of origin, sex, etc., Moreover,
improving the capabilities and skills of their employees to improve the level of
service that provided by the organization.
Gargelwar, R. (2020), based on the changes that have occurred in the world in
the past and present, which have resulted in an increase in competition among
organizations of all shapes, sizes, and orientations. These organizations were forced to
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work to find the appropriate mechanisms to improve employee performance by
focusing on the human element as the cornerstone for transforming assets from
recession to vitality and competition, Equal opportunities within the mechanisms used
to improve employee performance to achieve the organization's strategic objectives.
In this context, organizations in developing countries must work to create an
appropriate environment for providing opportunities for all employees in the
workplace, as well as to avoid and reduce obstacles and discrimination based on
origin, gender, and so on. They must also work to improve the capabilities and skills
of their employees in order to improve the level of service provided by the
organization.
Durga (2017) defined “performance as the act of executing a task or an
accomplishment or achievement. He adds that employee performance is how well an
employee is effectively fulfilling his/ her job requirement or discharging his/ her
duties so as to achieve good results.”
As a matter of fact, equality of opportunity assumes that it is unfair if factors
beyond the control of an individual significantly shape a person’s chances in life.
Formal equality of opportunity can be justified as an enhancement of individual life
chances as well as a means for maximizing the well-being of society. Proponents of
equality of opportunity associate it with a meritocratic system in which the most
talented and ambitious are the most rewarded regardless of socioeconomic
background moreover, those qualified and talented person the only persons who have
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ability to make positive change in their society and their workplace alike. (Ferreira,
Molinas Barros, 2018)
While most female employees in Azerbaijan experience an effect of glass
ceilings during their career development, gender stereotypes are deeply rooted in their
life also beyond professional scene. Gender bias in the whole society imply that
women do not seek stereotypically male careers and hence pursue career paths, which
do not require leadership skills (Galvankova, 2017).
According to Accenture 2018 white paper on accessibility, companies that have
succeeded incorporating disabled candidates have seen 28% higher revenue. Other
positive aspects were reduced turnover and lower recruiting costs. Disabled people
offer unique talent and skill sets, that should be taken into account when searching
talented employees. (Stadler 2019.)
The Guardian article suggests that women, who accept the offer to mainly work
from home, may damage their future careers. Working mothers might be missing out
those spontaneous in-office conversations about career and career development, that
may lead to promotions. Men often work full time in the office, so for them the risks
to damage their careers are smaller. (Partridge 2021.)
As mentioned by National Equal Opportunities Network (2021):Equal
employment opportunities (EEO) have two components: a positive duty to
promote diversity at work; and preventing discrimination. Despite some major

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success stories, inequalities remain and appear to be entrenched. In particular,
vulnerable groups such as women, Pacific peoples, other ethnic minorities and
persons with disabilities have not yet achieved equality in the workforce. Both young
people and older people experience discrimination and lack of opportunities in the
workplace. The resolution of individual discrimination cases can only play a small
part in addressing systemic inequalities. Promoting equal pay. This includes
improving the effectiveness of equal pay legislation and legislating in favor of equal
pay for work of equal value (pay equity). Most developed nations, including the UK,
Australia and some provinces of Canada, now have pay equity legislation. Fairness,
special treatment and positive action. Not all equal treatment is fair, and not all
unequal treatment is unfair. Fair treatment can include special measures to overcome
a disadvantage. In New Zealand special measures (positive action) are permissible
under the Human Rights Act if persons or groups need assistance or advancement in
order to achieve an equal place with other members of the community. Under the
current UK legislation, all employers may choose to preferentially appoint or promote
target group members who are equally qualified if this increases diversity at work.
Special treatment of disabled people and pregnant women to help them improve their
work performance is not ruled to be discriminatory. Equality at work for target
groups and for all. Whilst still protecting the target groups from discrimination, there
is also a move in the UK towards ‘equality for all’. For example, men are explicitly
entitled to equal opportunities at work and equal rights in negotiating flexible
working. Similar moves have been strongly recommended for Australia.

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Transparency about pay and opportunities. Lack of transparency about pay and
criteria for progression makes equality and anti-discrimination difficult. There are
now international moves towards greater transparency about pay and prospects.
Changes in the organization of work. The labor force has changed considerably in
the past 40 years. Increasingly, employees want flexible work. Some unpaid carers
can now request flexibility in their paid job. However, other groups of workers
including fathers, younger employees and older workers may wish to work flexibly.
The extension to all employees of the right to request flexible work is being
considered in New Zealand. Under new UK legislation, flexible work can be
requested by all employees. There are recommendations in Australia that eligibility to
request flexible work be extended.
As mentioned by Ali, A., et. al (2019), Based on the changes that have taken
place in the world in the past and present, and which led to the increase of
competition among organizations in all their forms, sizes and orientations. These
organizations were forced to work to find the appropriate mechanisms to improve the
level of performance among employees by focusing on the human element as corner
stone for transforming assets from recession to vitality and competition, Equal
opportunities within the mechanisms used to improve the performance of employees
to achieve the strategic objectives of the organization. In this context, organizations in
developing countries need to work to provide the appropriate environment for
providing opportunities for all employees in the workplace and trying to avoid and
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reducing obstacles and discrimination in terms of origin, sex, etc., Moreover,
improving the capabilities and skills of their employees to improve the level of
service that provided by the organization.
Holding family members in the family business itself need dedication and
honesty, as there will be other variables that are often less professional when it comes
to doing business (Mahto, Vora, McDowell, & Khanin, 2020). For some cases, some
family companies elect the company’s leaders, not the family but the company’s non-
family to settle disputes within the company itself, which they need as a different
viewpoint and it may also the cost of paying the chief, and not just because their
family’s reputation is not significantly damaged in terms of publicity.
Organizational Culture
Organizational culture is often defined as the shared values, viewpoints and
beliefs among employees in an organization. Further add that the culture which
exists in a workplace is considered strong if majority of the employees adhere to the
same beliefs in the organization by choice. In short, a culture which aligns
organizational goals to each individual employee’s goal is a strong and successful
culture that will most probably be able to attract better employees (Maseko, 2017).
On the other hand, a weak culture is one whereby majority of the employees in an
organization do not share the same beliefs and values (Odor, 2018). Organizational
culture, as mentioned by Schein (Odor, 2018), can be demonstrated via three layers,
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which are, Observable Artefacts, Espoused Values & Beliefs and Basic Underlying
Assumptions (Kumar and Lim, 2019).
Leadership Climate
Leadership climate refers to the shared processes, perceptions and procedures
regarding policies by means of which leadership is enacted. Since meaning is said to
be attached to the leader-related perceptions with regards to climate, it is safe to
assume that individual members of an organization are subject to the same
leadership environment. As noted by Ostroff, Kinicki and Rabiah (2018), climate
influences the perception of an employee towards its organization due to the
company’s practices which will then affect the employee as well as firm’s
performances (Nansi et al., 2019).
Relationship Between Equal Opportunities and Employee’s Performance
In the last period, there is a great ongoing concern about the increasing effects
of unfairness on workplace among employees and its adverse effects on work
outcomes. Several studies have mentioned the side effect of unfair treatment among
employees in term of training, performance appraisal, selection, and compensation.
The equal opportunities in term of training is highly demanded to acquire new skills
to increase the performance of employees in order achieve organizational (Noe,
Hollenbeck, Gerhart, & Wright, 2017).

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Greatica, A., et. al (2020), equal opportunity and work safety are important
factors in employee motivation that determine a company’s success. However, not all
companies are aware of the importance of the two factors, especially family
businesses. Family businesses worldwide are known to tend to segregate treatment
between family and non-family members.
In Indonesia, equal employment opportunity has also been an issue waiting to
be solved (Susanti & Aan, 2018). According to the Global Gender Gap Report (2020),
the percentage of women being a member of boards of directors in Indonesia
companies is only 3.3%. This represented the rest of the figure throughout the
country, gender composition in Legislative Parliament, in Presidential Ministry, and
many more. However, equal opportunity has not always been about gender
segregation. Racial background, religion, or sometimes political view also become the
reason for some companies or organizations in mapping their existing and/or future
human capital planning.
Taking equal employment opportunities to further extent, it is interesting to see
whether family companies and non-family companies in Indonesia are different in this
sense. In the absence of fairness and justice principles, family companies are often
faced with the tradeoff between emotion and economic performance as stated by
Samara and Arenas (2017). In several cases, family businesses that promote fairness
in their workplace are proven to improve economic performance along with the
satisfaction and commitment from family and non-family members inside the
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company (Pimentel, Pires, & Almeida, 2020). According to Samara and Arenas
(2017), family businesses can significantly benefit from promoting the practice of
fairness in the workplace. However, according to several articles, it has become a
rather common practice for a family business to conduct unfair practices by offering
distinctive treatment to employees that are family members (Samara and Arenas,
2017).
SYNTHESIS
After analyzing and understanding all the related literatures and studies anchored
in the study’s objective, the researchers have found out that, workplace diversity and
equal employment is playing a vital role in the lives and productiveness of every
employee. If every employee is treated well and balanced, if every employee is given the
opportunity to grow as a person and as a laborer, then, every employee will be productive
and will grow fonder in the workplace.
Furthermore, the mentioned literatures and studies above shows a deep
connection and relationship towards the study which makes it more valid and reliable.
Also, the literatures and studies provide additional information and ideas to further
elaborate and to further understand the study.
SIGNIFICANCE OF THE STUDY

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The significance of the study is a section in the introduction of the thesis or paper. Its
purpose is to make clear why the study was needed and the specific contribution of
the research made to furthering academic knowledge in the field.
The significance of this study is to provide information and knowledge towards
the employees and employers regarding the positive and negative impacts of
workplace diversity and equal employment towards the productivity of the employees
as well as the things that the employers can do or imply which will further improve
and enhance the way on how employers handle and deal with employees.
Furthermore, the following individuals will benefit most from this study:
Employees. This study will provide knowledge to the employees as this will be an
eye-opener to the employees regarding the importance and impact --- positive and
negative --- of workplace diversity and equal employment.
Employer. This study will give an insight and an enlightenment to the employers on
how vital it is to imply and imbued workplace diversity and equal employment
especially on how important it is on the productivity of employees, how helpful and
beneficial it is.
Department of Labor and Employment. This study will be beneficial to the
mentioned government agency for this study will provide them knowledge and ideas
on how to make sure that all employees are treated, if all employees are receiving the
perks and benefits that are allotted for them. Furthermore, this study will give an
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insight to the mentioned agency on how imperative workplace diversity and equal
employment is towards the productivity of the employees.
Future Researchers. This study will give the future researchers further knowledge
and ideas on how to expand such variable --- workplace diversity and equal
employment --- and to further expand and elaborate this study and to not only focus in
the productivity of the employees but on other variables or factors as well.
THEORETICAL FRAMEWORK
A theoretical framework is a foundational review of existing theories that serves
as a roadmap for developing the arguments you will use in your own work. Theories
are developed by researchers to explain phenomena, draw connections, and make
predictions
This study is anchored to the theory Institutional Theory of Diversity
Management, and Resource Based Theory of Diversity Management by Bairoh. This
theory states that \, there are three different approaches such as practitioner/consultant
approach, the mainstream approach, and critical approach. These three are vital in
managing diversity in any field of endeavor for it will be of great help to make sure
that there is no stereotyping and differences within the members of the team or of any
organization. It also discusses or explains on how each approach is important on the

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incorporation of diversity which can help organizations develop effective strategies to
reach organizational goals and objectives.
On the theory presented by Peragine, V. & Biagi, F. (2019), both proposed the
EOp Theory which states that, A preliminary clarification is needed: the concepts of
equality, equity, justice and fairness are closely related, but they are not all
synonymous. While equity, fairness, and justice implicitly require a definition of what
is equitable, just and fair, and hence rely upon normative criteria defined elsewhere,
the concept of equality refers to the quality of being identical in status, value or
quantity, which does not strictly require any normative criteria. As a consequence,
equity/fairness/justice does not necessarily imply equality. In fact, vertical equity
requires individuals that differ in some relevant characteristic to be treated
differently
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CONCEPTUAL FRAMEWORK
Paradigm of the Study
INPUT PROCESS OUTPUT
 The demographic  Construction of  The objective of
profile of the the survey the study is to
respondents be questionnaire know the impacts
described in  Securing a --- positive and
terms of: permission negative --- of
1.1 age; letter workplace
1.2 gender;  Floating of diversity and
1.3 field of job; and survey equal
1.4 months/year of questionnaire employment
working.  Gathering and towards the
collection of productivity of
data employees
 Analysis and specially the
interpretation of workers in Sta.
data thru Ana, Pampanga.
statistical
treatment of
data
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The conceptual framework or paradigm of the study mentioned above shows the
process of the study itself. From understanding which will be the input, to knowing the
process of collecting data, and analyzing the output of the study. The input of the study
will be the statement of the problem. After which, the researchers will then proceed in
gathering all data needed by means of administering survey to the respondents. Lastly,
the researchers will focus on the output of the study which is also its objective.
STATEMENT OF THE PROBLEM
This study aims to determine the impacts of workplace diversity and equal
employment towards the productivity of employees in Sta. Ana, Pampanga.
Specifically, it seeks to answer the following statement:
1. The demographic profile of the respondents be described in terms of:
1.1 age;
1.2 sex;
1.3 educational attainment;
1.4 field of job; and
1.5 months/year of working.
2. Workplace diversity of the respondents can be described in terms of:
2.1 religion;
2.2 sexual orientation;
2.3 skin complexion/color;

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2.4 physical abilities; and
2.5 ideologies.
3. Equal employment of the respondents can be described in terms of:
3.1 hiring and recruitment;
3.2 benefits, bonus, and incentives;
3.3 compensation and pay scale;
3.4 promotions and transfers; and
3.5 conditions of employment.
4. The productivity of the respondents can be described in terms of:
4.1 work environment;
4.2 training and career development opportunities;
4.3 employees’ wellness;
4.4 process; and
4.5 pay structure.
5. Is there a significant relationship between workplace diversity and equal
employment towards the productivity of the employees?
HYPOTHESIS OF THE STUDY
The first few paragraphs of a journal article serve to introduce the topic, to
provide the author's hypothesis or thesis, and to indicate why the research was done.
A thesis or hypothesis is not always clearly labeled; you may need to read through the
introductory paragraphs to determine what the authors are proposing.

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H 0 :There is no significant relationship between workplace diversity and equal
employment towards the productivity of the employees.
H 1 : There is a significant relationship between workplace diversity and equal
employment towards the productivity of the employees.
SCOPE AND DELIMITATION
The study's scope and delimitations are the sections where the researchers will
define the broader parameters and boundaries of the research. The scope details are
what the study will explore, such as the target population, extent, or study duration.
Delimitations are factors and variables not included in the study.
Employees who are employed in a company such as fastfood chains,
supermarkets, shopping stores, clothing business, and department stores will serve as
the respondents of the study. The age, gender, field of job, educational attainment,
and months or years of working will be the demographics that will be checked by the
researchers. Furthermore, the impacts of workplace diversity and equal employment
to the productivity of the respondents will be checked and observed. Other variables
aside from productivity are not included in the study nor will be the focus of the
study.
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DEFINITION OF TERMS
Equal employment – it means equal opportunities given prior employment, during,
and after employment to every employee
Productivity – it means being productive, resourceful, and enthusiastic within the
workplace. Giving the best while working, providing quality service, and satisfying
not only the customers but also the employers.
Workplace diversity – it means providing a safe and secured working environment
despite the differences in the workplace

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CHAPTER II:
METHODOLOGY
This chapter presents the research methodology that was used in the data
gathering, analysis and presentation of the study. Specifically included in this chapter
are the methods and techniques, population and sample, construction and validation of
instruments and the data processing and statistical treatment applied.
METHODS AND TECHNIQUES OF THE STUDY
This study is quantitative research which means, all data that will be presented
on this study are stated in numbers, and mathematical figures. Quantitative research is
a type of research wherein, all data are interpreted numerically through the use of a
specific statistical tool.
The researchers will imply the use of Correlation study. The researchers will
show the relationship of the variable on the study which are workplace diversity and
equal employment and employees’ productivity. The relationship between two factors
and if workplace diversity and equal employment really has an impact of productivity
among the employees in Sta. Ana, Pampanga.
As mentioned by Bhandari, P. (2021), A correlational research design
investigates relationships between variables without the researcher controlling or
manipulating any of them. A correlation reflects the strength and/or direction of the
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relationship between two (or more) variables. The direction of a correlation can be
either positive or negative.
POPULATION OF THE STUDY
The population or so-called respondents of the study are important because the
respondents are responsible for providing answers and information to the researchers
which is vital in the analysis of the results of this study.
The respondents of this study are the employees in Sta. Ana, Pampanga.
Specifically, those who are working in McDonalds, Jollibee, RCS, 3F Family Store,
Savemore.
The researchers chose the employees of the above-mentioned stores,
establishments, and businesses because there are plenty of respondents from the
mentioned stores. And, the respondents on the stores mentioned all underwent an
application and hiring process.
There will be one hundred (100) respondents who will take part in this study.
There will be twenty (20) from each store which will be chosen thru Quota Sampling.
Quota sampling is a non-probability sampling method that relies on the non-
random selection of a predetermined number or proportion of units. This is called a
quota. You first divide the population into mutually exclusive subgroups (called
strata) and then recruit sample units until you reach your quota.
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RESEARCH INSTRUMENT
A research instrument plays a vital role in the data collection procedure.
Without the research instrument, researchers will not be able to collect or gather any
data which the researchers will use to interpret and analyze the results of the study.
The researchers will utilize the use of a survey questionnaire. The researchers
will adopt or use any existing survey questionnaire. Furthermore, the
researchers will imply the use of 5-point Likert Scale in crafting the survey
questionnaire.
As stated by McLeod, S. (2018), A questionnaire is a research instrument
consisting of a series of questions for the purpose of gathering information from
respondents. Questionnaires can be thought of as a kind of written interview. They
can be carried out face to face, by telephone, computer or post. Questionnaires
provide a relatively cheap, quick and efficient way of obtaining large amounts of
information from a large sample of people.
DATA COLLECTION PROCEDURES
Data collection procedure is a process where researchers should state the
processes that the researchers have done in collecting or gathering data which the
researchers will be needing in analyzing and interpreting the results of the study.
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First, the researchers will adop a questionnaire that is anchored on the study’s
statement of the problem --- general and specific problems or questions.
After which, the researchers will have the questionnaire validated by a
statistician, and grammarian and have it checked by the research adviser.
Next, the researchers should secure a permission letter to conduct survey among
the respondents.
Lastly, the researchers need to gather all answered questionnaire, collect and
organize all data, interpret, and present all data.
The mention ed step-by-step process above shall be taken by the researchers in
an orderly and organized manner.
DATA PROCESSING AND STATISTICAL TREATMENT
This part of the research discusses the data processing technique used by the
researchers in analyzing and interpreting data. While the statistical treatment of
statistical tool is used to compute and solve all the data gathered from the data
collection procedure conducted by the researchers.
The researchers will utilize the use of Pearson-Product Correlation r as the
statistical tool in analyzing and interpreting all the data. The Pearson correlation
coefficient (r) is the most common way of measuring a linear correlation. It is a

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number between –1 and 1 that measures the strength and direction of the relationship
between two variables.
Pearson product-moment coefficient of correlation, r
The Pearson Product-Moment Coefficient of Correlation r is an index of
relationship between two variables.
n ∑ xy −∑ x ∑ y
r=
√¿ ¿ ¿
Where:
r = the Pearson Product Moment Coefficient of Correlation
n = sample size
∑ xy =the ∑ of the product of x∧ y
∑ x ∑ y=the product of the ∑ of ∑ x∧the ∑ of ∑ y
∑ x 2=∑ of squares of x
∑ y 2=∑ of squares of y
To convert the value of r into descriptive rating the following interpretation were used:
0.00 to ±0.20 – slight correlation, almost zero relationship
±0.21 to ±0.40 – low correlation, definite but small relationship

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±0.41 to ±0.60 – moderate correlation, substantial relationship
±0.61 to ±0.80 – high correlation, marked relationship
±0.81 to ±1.00 – very high correlation, very dependable relationship
RANGE VERBAL DESCRIPTOR
1.00 to 1.79 Strongly Disagree
1.80 to 2.59 Disagree
2.60 to 3.39 Neither Agree nor Disagree
3.40 to 4.19 Agree
4.20 to 5.00 Strongly Agree
ETHICAL CONSIDERATIONS
Each respondent participating the survey was given informed consent in order to
ensure an ethical and proper study. In the agreement form, the overall nature of the
investigation was disclosed to the respondents. The confidentiality of the data
gathered was assured to the participants. The respondents are well-informed of the
purpose of the study and their rights to withdraw, and they all agreed to participate in
the study. participants were fully informed regarding the objectives of the study,
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while they were assured that their answers were treated as confidential and used
only for academic purposes and only for the purposes of the particular research
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Chapter III
Presentation, Analysis, and Interpretation of Data
This chapter discusses all the results gathered from the survey conducted by the
researchers. Furthermore, this chapter also shows the interpretation of all the results
organized by the researchers.
I. Demographic Profile
1. Age
Table 1: Age of the respondents
FREQUENC PERCENTAG
AGE Y E
18 to 25 years old 71 71.00%
26 to 35 years old 25 25.00%
36 to 45 years old 1 1.00%
46 years old and above 3 3.00%
TOTAL 100 100.00%
As shown on the table above, most of the respondents are 18 to 25 years old
which is 71% of the total number of samples. This indicates that, there were no
businesses within Sta. Ana who accepts employees that are minor. There were 25 out of
100 respondents who are on the age group 26 to 35 years old. Only 1 respondent is in the
age group 36 to 45 years old. And, 3 respondents are from 46 years old and above.
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2. Sex
Table 2: Sex of the respondents
FREQUENC PERCENTA
SEX Y GE
MALE 50 50.00%
FEMAL
E 50 50.00%
TOTAL 100 100.00%
As shown on Table 2, there is a balanced and equal distribution when it comes to
the sex of the respondents. Exactly half or 50% of the total sample are male and 50 out of
100 respondents are female. Since sex is the biological identity of a certain individual and
not to be biased nor politically incorrect, the researchers decided to use the work sex
rather than using the term gender.
3. Educational Attainment
Table 3: Educational Attainment of the respondents
EDUCATIONAL ATTAINMENT FREQUENCY PERCENTAGE

High School graduate 30 30.00%
College Undergraduate 31 31.00%
2-year course graduate 12 12.00%
College graduate 11 11.00%
TESDA graduate 16 16.00%
TOTAL 100 100.00%
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As stated above, there were 30 respondents who graduated in high school and did
not pursue any college degree or vocational course because they chose to work right
away. There were 31 who are college undergraduate. Meaning, they were able to attend
college programs but later on, decided to stop because of some issues. 16 respondents are
certificate holders of Technical Education and Systems Development Authority (TESDA)
or graduates of vocational courses --- 3 to 6 months short-term course. 11 are college
graduates. And the 11 respondents are associate courses graduates or 2-year courses.
4. Field of job
Table 4: Field of job of the respondents
Field of Job FREQUENCY PERCENTAGE

Supermarket 40 40.00%
Department store 20 20.00%
Fast Food 40 40.00%
TOTAL 100 100.00%
As mentioned on the table above, most of the respondents are working in a
supermarket within Sta. Ana, Pampanga such as RCS and SaveMore. There were 40 who
works in fast food chains such as Jollibee and McDonalds. And 40 out of 100
respondents are working in department stores such as 3F Family Store, 588 Shopping
Mall, and Fiesta Mall.
5. Months/Years of Working
Table 5: Months/years of working of the respondents

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MONTHS/YEARS OF WORKING FREQUENCY PERCENTAGE

Less than 6 months 35 35.00%
6 months to 1 year 51 51.00%
1 year to 2 years 14 14.00%
TOTAL 100 100.00%
As shown above, more than half or 51 out of 100 respondents are working for 6
months to 1 year already. Since the so-called end-of-contract is still existing, there are
lots of businesses who only offers 6 months to 1 year of employment or contract. There
were 35 who are working with less than 6 months. There were 14 who are already
working for 1 year to 2 years already. There were no respondents who are working for 2
to 3 years, 3 to 4 years, and above 4 years.
II. Workplace Diversity
Table 6: Averages and Verbal Descriptors about Workplace Diversity
AVERAGE VERBAL
STATEMENTS S DESCRIPTOR
RELIGION
My religion or sect does not affect my work and it
is being respected by my co-employees and
employers/managers. 4.49 STRONGLY AGREE
I can express my religious beliefs freely. 4.32 STRONGLY AGREE
My opinions and expression regarding my religion
is being accepted and tolerated. 4.47 STRONGLY AGREE
There is a diverse religious understanding within
my workplace. 4.53 STRONGLY AGREE
My religious practices are tolerated and I am
given the chance to practice them, if needed. 5 STRONGLY AGREE
GRAND MEAN 4.56 STRONGLY AGREE
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As shown above, all of the respondents strongly agreed on the statements
pertaining to religion. The computed grand mean is 4.56 which has a verbal descriptor of
strongly agree. This indicates that, the respondents strongly agreed that their religious
beliefs are being respected and tolerated by their respective companies.
As mentioned by Bal, Y., & Kokalan, O. (2021), many religious people form the
basis of their moral code based on the teachings in major religions, which express divine
rules and behaviors that followers must adhere to. Both theoretical and empirical studies
have been carried out on the reflections of religious beliefs and behaviors on the
individual, and how they affect the behavior of people in the workplace. Numerous other
studies have shown that religion can change one’s perspective on one’s job as a felt social
identity in the workplace.
SEXUAL ORIENTATION
I feel no discrimination. 4.37 STRONGLY AGREE
I can express my sexual orientation freely with no
judgment. 4.5 STRONGLY AGREE
I am given the chance to be out and proud with my
sexual orientation. 4.48 STRONGLY AGREE
There is equal treatment regardless of sexual
orientation in my workplace. 4.45 STRONGLY AGREE
I am given the opportunity to express myself, dress
based on my sexuality, and fully consider myself the
gender that I chose to be. 4 AGREE
As presented above, respondents strongly agreed that, they feel no discrimination
within the workplace, they can express their sexual orientation freely, they were given the
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chance to be out and proud, and there is also an equal treatment regardless of sexual
orientation. The respondents agreed that, they were given opportunities to express
themselves. Generally, the computed grand mean is 4.36 with a verbal descriptor of
strongly agree. This means that, the respondents strongly agreed that, their sexual
orientation is respected within the workplace and they were given equal opportunities to
express themselves freely without judgment.
A growing body of research has found that the adoption of human resource
management policies and practices aimed at acquiring and managing talented employees
enhances the performance of individuals and organizations (Combs, Liu, Hall, &
Ketchen, 2018; Subramony, 2019). One mechanism by which these performance-
enhancing effects occur is via the impact of policies and practices on employee attitudes
and behaviors.
SKIN COMPLEXION/COLOR
There were no issues with my skin color. 4.19 AGREE
There is equal treatment and opportunities regardless
of your skin complexion in my workplace. 4.72 STRONGLY AGREE
My co-workers and employers do not judge me based
on my skin complexion/color. 4.76 STRONGLY AGREE
There is equal distribution of tasks despite of your skin
complexion/color. 4.03 AGREE
White or dark, there is diversity and equal treatment as
well as opportunities. No one is left behind. 4 AGREE
As presented above, the respondents strongly agreed that, there is equal treatment
among employees regardless of skin complexion, other workers do not judge their co-
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employees based on their skin. The respondents agreed that, there were no issues with
their skin color, there is equal distribution of tasks regardless of complexion, and there is
diversity within the workplace. On a general manner, respondents strongly agreed that,
skin complexion is not an issue nor a problem in the workplace. The computed grand
mean is 4.34 with a verbal descriptor of agree.
As mentioned by Tulshyan, R. (2023), Colorism, or skin tone bias, is an insidious
form of bias that impacts women with darker skin tones across ethnicities and races —
and it’s an issue that isn’t on many leaders’ radars. An inclusive leader managing a
diverse team must become aware of how colorism manifests not only among employees
of different identities, but even among people from the same community who have
different skin tones. Disrupting these biases in action could boost inclusion profoundly.
PHYSICAL ABILITIES
Our physical abilities such as strength and flexibility
are being checked and considered prior to giving or
distributing a task. 4.51 STRONGLY AGREE
There is coordination among the workers in our
company while working and doing a task. 4.27 STRONGLY AGREE
If a worker feels not so good, they will not give
him/her a task which can trigger or make his feelings
severe such as cough, colds, or flu. 4.54 STRONGLY AGREE
We are all given the opportunity to express our
physical abilities. 4.62 STRONGLY AGREE
Our endurance and stamin are being improved and
keeps on developing within the workplace as we were
given tasks which can help us improve. 5 STRONGLY AGREE
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As presented above, the computed averages or mean for all the five (5) statements
shows that respondents strongly agreed that, physical ability is one of the major
components being checked and evaluated by the employers before giving tasks to the
employee. The computed grand mean is 4.59 which means that, respondents strongly
agreed that, their strength, their physical abilities and capabilities are being considered
before distributing tasks.
As mentioned by Sun, Y. (2022), Ample workplace intervention studies presented
small effect sizes to improve Physical Activity (PA) and health, and no robust
conclusions were produced from previous studies. This may be attributable to difficulties
in identifying effective components of interventions, as a great heterogeneity of
intervention design was observed, including intervention types and content, delivery
modes, durations, PA measurements, quality of study design, etc. For example, a review
included varied types of interventions to promote PA in employees and those with low-
quality design, objectively measured PA, and delivered via the internet revealed better
effectiveness. In addition, another contributory factor may be that there was a lack of
high-quality theory-based studies, which used valid theories and effective behavior
change methods based on systematic frameworks to design, implement, and assess the
interventions. Therefore, more well-designed studies are urgently needed to ameliorate
existing research on determining the effectiveness of interventions in this population.

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IDEOLOGIES
Our explanations are heard and we are given the
platform to explain our side fully if we commit a
mistake or sin. 4.49 STRONGLY AGREE
We were given the opportunity life and work
especially among those working students. 4.38 STRONGLY AGREE
Our cultures and practices are respected and tolerated
and there is a multi-culturalism within the workplace. 4.29 STRONGLY AGREE
We are given a platform to express ourselves
especially if it concerns our work and productivity. 4.37 STRONGLY AGREE
Our suggestions and comments are taken
constructively and positively by the company. 4.48 STRONGLY AGREE
As presented above, the respondents strongly agreed on all the statements
pertaining to the ideologies within the workplace. Suggestions, opinions, expressions, and
feelings of the employees are being heard and respected. The computed grand mean is
4.40 which means that, the respondents strongly agreed that, all of the factors and
components about their ideologies is one way of promoting workplace diversity.
As explained by Heiserman, N., & Simpson, B. (2022), Employers use
ideologically-tinged rhetoric to justify workplace discrimination. We argue that workers
will be less likely to label biased treatment against them as discriminatory when they
subscribe to those ideologies as well. We tested this prediction and the consequences of
labeling for work attitudes and performance using an experiment that assigned parents to
a low-status position in a work group, varying whether the decision invoked biased,
ideological assumptions about parenthood. As expected, ideology drove mothers' (but not
fathers') labeling. Mothers were less likely to label biased treatment against them as
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discriminatory when they were conservative and when they subscribed to separate
spheres and ideal worker ideologies. Mothers who labeled their treatment as
discriminatory had more negative work attitudes than those who did not, but also tended
to appeal the decision. Ideology thus shapes whether people label discrimination when it
occurs as well as their subsequent work attitudes and justice-seeking behaviors.
III. Equal Employment
AVERAGE VERBAL
STATEMENTS S DESCRIPTORS
HIRING AND RECRUITMENT
During hiring and recruitment process, we were given
the chance to express ourselves fully and provide STRONGLY
information about ourself. 4.7 AGREE
Prior to being hired, I haven’t experienced any unequal STRONGLY
employment opportunity. 4.62 AGREE
STRONGLY
I didn’t feel discriminated upon employment. 4.64 AGREE
No employee is above no one especially if it’s about STRONGLY
employments’ progress. 4.51 AGREE
I was provided with different perspective and options STRONGLY
upon employment. 5 AGREE
STRONGLY
GRAND MEAN 4.69 AGREE
As presented above, all of the respondents agreed that, every employee is treated
equally during hiring and recruitment. They were given equal chances, they don’t feel
discriminated, and were provided with different perspective and options upon
employment. The computed grand mean is 4.69 with a verbal descriptor of strongly
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agree. This means that, the respondents strongly agreed that during hiring and
recruitment, equal opportunity is given and provided.
The concept plays a particularly important role in the following policies of the
organization: the process of selection and employment, equal pay for work of equal value
and management performance. Additionally, due to a greater promotion of this concept,
many governments have introduced affirmative actions which encourage employers to
employ people who come from a marginalized or discriminated group. This kind of
positive discrimination provides the necessary structural conditions in order for radical,
transformative change towards equality to take place (Noon 2019).
BENEFITS, BONUS, AND INCENTIVES

As for the benefits, there is a balanced and right
explanation of the benefits such as the premiums which
includes the SSS, PhilHealth, and Pag-Ibig. 4.3 STRONGLY AGREE
Every employee is given a well-distributed bonus
especially during Christmas. 4.32 STRONGLY AGREE
If there are incentives, the employer makes it sure that
every employee is given enough and just incentive. 4.28 STRONGLY AGREE
I am receiving a reasonable bonus and incentives
especially during holidays. 4.37 STRONGLY AGREE
During sickness, the employer/manager provides
benefits and enough incentive which the employee can
use during recovery after being sick. 5 STRONGLY AGREE
As shown above, the respondents strongly agreed that, benefits, bonuses, and
incentives are given to them and explained to them. There were no issues concerning
such. All of the computed averages for every statement have a corresponding verbal
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descriptor of strongly agree. Generally, the computed grand mean is 4.45 with a
corresponding verbal descriptor of strongly agree. This indicates that, respondents
strongly agreed that, all benefits which includes government premiums, incentives, and
bonuses, were given properly, discussed properly, and distributed properly.
As explained by Ogbonnay, C., Daniels, K., & Nielsen, K. (2018), Most managers
would agree that motivated, productive employees are crucial for organizational success,
regardless of company size, industry, or corporate strategy. The question is how to
motivate them. Offering employees performance-based incentive pay is one common
approach, and it usually takes one of two forms: bonuses are offered to individuals based
on assessments of their performance, or bonuses are offered as organization-wide
incentives, such as profit-related pay or share ownership.
COMPENSATION AND PAY SCALE

I haven’t experienced any issue with my salary
especially during payout. 4.72 STRONGLY AGREE
If there are issues with our compensation and pay
scale, we are given the chance to explain our side and
take it for consideration. 4.74 STRONGLY AGREE
We are receiving enough and just compensation. 4 AGREE
If there are disputes with our compensation which
includes overtime pay, undertime, absences, incentives,
bonuses, we are given the opportunity to ask for
clarification regarding the dispute. 4 AGREE
Overtime pays, incentives, and bonuses are added right
away on the compensation on top of the basic pay. 5 STRONGLY AGREE
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As shown above, respondents strongly agreed that, they haven’t experienced any
issue with their salary, if issues and problems were raised regarding the salary, employers
explain it clearly and concisely, and overtime pays, incentives, and bonuses are added
right away on the compensation on top of the basic pay. On the other hand, respondents
agreed that, they are receiving enough and just compensation and if there are issues or
concerns regarding their salary, bonuses, incentives, and benefits, employers provide
answers and clarifications. Generally, the respondents strongly agreed that, the
compensation and pay scale is also an equal opportunity that should be given to every
employee because this is anchored to the computed grand mean which is 4.49.
Direct monetary stipend could be a reward / punishment is named the incomes or
wages square measure paid regularly by the due date fastened. In line with the
understanding that, wages or pay rates taken also as an installment inside the sort of cash
in money or in a comparable way gotten by specialists of the usage work. (Baker, 2012)
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PROMOTIONS AND TRANSFERS

If a certain employee excels and shows so much
improvement, he/she will be promoted, if needed. 4.55 STRONGLY AGREE
A certain employee will be transferred to another
position if he/she qualifies for it. 4 AGREE
There is equal opportunity in promotion especially if a
worker is willing and determined to learn and shows
enthusiasm in the workplace. 4.66 STRONGLY AGREE
If we will be transferred from one branch to another,
we were given options and chances as well as to
express our sentiments. 4.9 STRONGLY AGREE
If we will be transferred from one position to another,
we will not be receiving the same pay grade level but
there will be an increase or difference from the
previous one. 4.52 STRONGLY AGREE
As presented above, in terms of promotions and transfers, the respondents
strongly agreed that, if a certain employee excels, he will be promoted, there is equal
opportunity in promotion, employees will be given options if will be transferred, and if
promoted, employees will get higher salary which is of the salary grade of the position
promoted to. The respondents agreed that, a certain employee will be transferred if he
qualifies for it. Generally, the respondents strongly agreed that, promotions and transfers
are some parts of equal opportunities given to employees. Respondents strongly agreed to
this basically because the computed grand mean is 4.53.
Workers range unit interminably on the post for promotions on what they depict
as higher occupations. These laborers range unit able to take off their occupations for
distinctive employments. Others utilize their blessing employments to create the required
abilities and information, a request for numerous employments. Managers conjointly put
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in numerous locks in conditions of benefit and check out to make solid work
environments in an endeavor to realize the commitment of specialists. It is relating degree
undeniable reality that efficiency of a company depends upon the fulfillment level of its
work drive and indeed a part of, on the stipend of laborers (McCollum, 2018).
CONDITIONS OF EMPLOYMENT
I feel no discrimination regarding hiring, firing,
training, compensation, benefits, and other terms. 4.06 AGREE
Rules and regulations are explained prior to the start of
the work or employment. 4.48 STRONGLY AGREE
We feel protected and safe upon reading the contract of
employment. 4.31 STRONGLY AGREE
There are right and fair labor practices. 4.47 STRONGLY AGREE
Duties, opportunities, and working hours are explained
clearly which includes leave, undertime, overtime, and
the like. 4.55 STRONGLY AGREE
As aforementioned, the respondents agreed that, they feel no discrimination
regarding hiring, firing, training, compensation, benefits, and other terms. The
respondents strongly agreed that, rules and regulations are explained properly, they feel
protected and safe, there is a practice of labor, and duties, opportunities, and working
hours are explained clearly which includes leave, undertime, overtime, and the like. The
computed grand mean is 4.37 with a verbal descriptor of strongly agree. This means that,
the respondents strongly agreed that, conditions of employment are explained well,
practiced fairly.
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Improving the quality of employment has the potential to raise employment levels
(European Foundation 2004). The changing composition of the labor force (e.g., ageing
population and increasing participation of women) and family structures (e.g., more
single parent families) has implications for work organization and the conditions of
employment. Research suggests that men and women value different things in
employment (e.g., men attach greater importance to pay, while women attach greater
importance to work-life balance and the social aspects of jobs), and older workers value
different things to younger people (e.g., younger workers value promotion, while older
workers value job security and the social aspects of jobs) (Ropali, J., 2018).
IV. Productivity
AVERAGE VERBAL
STATEMENTS
S DESCRIPTORS
WORK ENVIRONMENT
I have a safe and secured working environment. 4.81 STRONGLY AGREE
The working environment I am in right now is
conducive. 4.19 AGREE
I can work freely and wholeheartedly with the
working environment I am currently in. 4.72 STRONGLY AGREE
My working environment is diverse. 4.76 STRONGLY AGREE
There is an equal opportunity on my working
environment. 4.03 AGREE
As shown above, the respondents agreed that, the working environment they have
right now is conducive, and there is an equal opportunity in the working environment
where they are currently in. on the other hand, the respondents strongly agreed that they
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have a safe working environment, they can work freely, and the working environment
they are currently working in is diverse. In general, the computed grand mean is 4.50
with a verbal descriptor of strongly agree. This means that, the respondents strongly
agreed that they have a safe and sound working environment.
Kohun (2019), defines working environment as an entirely which comprises the
totality of forces, actions and other influential factors that are currently and, or potentially
contending with the employee’s activities and performance. Working environment is the
sum of the interrelationship that exists within the employees and the environment in
which the employees work.
TRAINING AND CAREER DEVELOPMENT OPPORTUNITIES

There are trainings which can help us, employees, to
be more productive 4.65 STRONGLY AGREE
Seminars and workshops are held for us to develop 4.72 STRONGLY AGREE
Every employee is given the chance to attend
trainings after promotion 4.74 STRONGLY AGREE
For us to work productively, there is a consistent
conduct of career development and activities provided
to everyone 4 AGREE
Work ethics is also considered one of our trainings for
us to be productive in the workplace 4 AGREE
As explained above, the respondents agreed that, for employees to be able to work
productively, there should be a consistent career development, and work ethics should
also be considered. The respondents strongly agreed that there are trainings provided by
their employers to help them become more productive, seminars and workshops are also
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provided, and every employee is given the chance to attend trainings and seminars.
Generally, the computed grand mean is 4.42 with a corresponding verbal descriptor of
strongly agree. Meaning, the respondents strongly agreed that, trainings and career
development plays a vital role in the development and production of every employee.
Several training practices can be used in order to enhance employee job
performance, which results in improving the performance of the organization as a whole.
Thus, training practices can be the main factor for the success of a firm, which justifies
their evaluation through research. Influence of human resource management and training
practices on organizational performance has been an important topic of research recently
(Manning, 2018; Jayakumar & Sulthan, 2018; Treven et al, 2018)
EMPLOYEES’ WELLNESS
Our well-being is the top priority for us to work
productively 4.03 AGREE
If an employee doesn’t feel good, he/she will be given
the chance to take a rest and not to sacrifice his/her
productivity 4.72 STRONGLY AGREE
We are not given overload of tasks which will greatly
affect our productivity 4.05 AGREE
If someone is not feeling well, he/she will just be
given simple tasks 4.68 STRONGLY AGREE
We are managed properly for us to stay well and for
us to be productive 4.55 STRONGLY AGREE
As shown above, the computed means every statement corresponds to a specific
verbal descriptor. The respondents agreed on statements 1 and 3 which states that, their
well being is the top priority of their employer for them to work productively, and they
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are not given overload of tasks. On the other hand, the respondents strongly agreed on
statements 2, 4, and 5 which states that, if an employee does not feel good, they will not
be bombarded with heavy tasks, and they are managed properly for them to be able to
work productively. The computed grand mean is 4.41 with a verbal descriptor of strongly
agree. This means that, employees wellness is one of the priorities of the employers in
providing tasks and making sure that every employee is productive.
As mentioned by Richemond, D., & Needham, C. (2020), Organizations that
create efficacious wellness programs anticipate that for example, a wellness program can
increase employee satisfaction and performance. Employers’ goals are to design a work
environment that cultivates a psychosocial climate in the organization characterized by
the opportunity for career growth. Considering that employers adopt wellness programs
in order to improve work relationships and to encourage employees to live a healthy
lifestyle, more research on the topic of employee wellness is necessary.

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PROCESSES
Balanced recruitment to onboarding 4.81 STRONGLY AGREE
We are compensated well 4 AGREE
Our performance is managed and observed for
everyone’s development 4.73 STRONGLY AGREE
Tasks are delegated properly 4.76 STRONGLY AGREE
Opinions such as providing of tasks if someone
doesn’t know how to do it is respected 4.03 AGREE
As presented above, the respondents agreed that, they are compensated well, and
opinions such as in providing tasks if someone does not know how to do it is respected.
On the other hand, the respondents strongly agreed that, there is a balanced recruitment to
onboarding, their performance is observed for the development of every employee, and
tasks are delegated properly. Overall, the computed grand mean is 4.47 with a verbal
descriptor of strongly agree. This indicates that the respondents strongly agreed that the
processes within the workplace are explained well, and delegated properly.
The study of the regulation processes in relation to decisions has been addressed
in the organizational domain because it has been recognized to be at the root of many
problems of underachievement at work (Lord et al., 2020).

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PAY STRUCTURE
Transparent salary and compensation 4.63 STRONGLY AGREE
Our compensation is explained clearly as well as the
benefits that we are receiving 4.55 STRONGLY AGREE
An employee who excels on a certain field is given
incentives for others to be productive as well 4 AGREE
There is already a promotion and raise in salary if
someone works well 4.66 STRONGLY AGREE
Pay structure is used as a motivation for employees to
work productively 4.9 STRONGLY AGREE
As shown above, the respondents agreed that, if an employee excels on a certain
field, incentives will be given. The respondents strongly agreed that, there is transparency
in salary and compensation, it is explained well, there is a raise in salary if someone
works well, pay structure is used as a motivation. Generally, the computed overall mean
is 4.55 with a corresponding verbal descriptor of strongly agree. This means that, the
respondents strongly agreed that, pay structure is explained well and properly, and serves
as motivation for every employee.
Attractive Salaries or pays also a Valuable tool and play an important role to
increase employee’s performance and also increase the productivity of an organization
(Azar & Shafighi, 2020). Salaries and wages are one of the most important motivational
factors, as we had been told from the time immemorial that we shall eat from our sweat.
The main reason why workers get involved in paid jobs is to earn a living which is salary
or wage. Reasonable salaries must be paid on time, that is, it must be paid as at when due
and promptly, as well. The workers should be able determine the time such salaries will
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be paid by the organization. Again, there must be a relative uniformity in the mode and
manner such salaries and wages will be paid to the workers.
Correlation
Correlation of Religion and Hiring and Recruitment
VAR00001 VAR00002
VAR00001 Pearson Correlation 1 .855
Sig. (2-Tailed) .065
N 5 5
VAR00001 Pearson Correlation .855 1
N 5 5
As shown above, the computed Pearson is .855 which means that there is a high
positive relationship between the two variables --- Religion and Hiring and Recruitment.
That religion greatly affects hiring and recruitment in a positive manner.

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Correlation of Sexual Orientation and Benefits, Bonuses, and Incentives
VAR00001 VAR00002
N 5 5
N 5 5
As presented above, the computed value of the Pearson is .964 which indicates
that there is a very high and positive strong correlation between the two mentioned
variables above. Which indicates that, sexual orientation does not affect negatively the
benefits, bonuses, and incentives received by the employees.

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Correlation of Skin Complexion/Color and Compensation and Pay Scale
VAR00001 VAR00002
N 5 5
N 5 5
As presented above, the computed value of the Pearson is .695. As stipulated in
the Pearson Correlation Index, it shows that there is a moderate positive correlation
between the skin complexion/color and compensation. Meaning, skin complexion does
not or may not affect the compensation of the employees.

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Correlation of Physical Abilities and Promotions and Transfers
VAR00001 VAR00002
N 5 5
N 5 5
As aforementioned, physical abilities and promotions and transfers shows a
relationship towards one another. Based on the computed value of the Pearson which
is .782, it states that there is a high positive correlation between the two variables. That, if
a certain employee works physically productive, then, they will be promoted or
transferred to a position that fits their skills.

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Correlation of Ideologies and Conditions of Employment
VAR00001 VAR00002
N 5 5
N 5 5
As presented above, the computed Pearson shows a high positive correlation
between the two. This is true because, the computed value is .766 which shows that, there
is a high positive correlation between ideologies and conditions of employment.
Meaning, the ideologies of the employees is connected to the conditions of employment
because employees were given a platform to explain themselves.

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Chapter IV
Summary of Findings, Conclusions, and Recommendations
This chapter includes the summary of findings, conclusions, recommendations,
and other significant parts of the research which were crafted by the researchers after
conducting the survey to the respondents and analyzing all data thru the use of a specific
statistical tool.
Summary of Findings
Based on the results of the study, the researchers came up with the following
summary.
First, based on the results, most of the respondents or 71% are from the age 18 to
25 years old. There is also equal number of respondents for both the male and female
having 50 males and 50 females as the respondents of the study. Respondents are either
high school graduate or college undergraduate having 30 and 31 respondents,
respectively. Most of the respondents are working in supermarkets and fast-food chains
having 40 employees in supermarkets and 40 in fast-food chains. And, most of the
respondents are working on their work for 6 months to 1 year or that is 51 respondents
out of 100.
Furthermore, based on the results, the respondents, most of them, strongly agreed
regarding workplace diversity. That, there is really a diverse workplace, every employee
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is given equal opportunity, rights, and privileges especially if it talks about religion,
sexual orientation, skin complexion/color, physical abilities, and ideologies.
Also, based on the results, the computed values/averages and corresponding
verbal descriptors shows that, the respondents strongly agreed that, there is equal
opportunity towards the employment of the respondents/employees. Respondents
strongly agreed on the variables specifically, hiring and recruitment, benefits, bonus, and
incentives, compensation and pay scale, promotions and transfers, and conditions of
employment.
Furthermore, based on the results gathered by the researchers, with regard the
productivity, the respondents or employees strongly agreed on the work environment,
training and career development opportunities, employees’ wellness, processes, and pay
structure. Respondents strongly agreed on all the statements.
Lastly, the computed p-values about the relationship of workplace diversity and
productivity, and equal employment and workplace diversity are 0.49168, and 0.56074,
respectively. With this, there is strong evidence against the null hypothesis. Meaning,
there is a significant relationship between workplace diversity and productivity, and
significant relationship between equal employment and productivity.
Conclusions.
Based on the results of the study and the statement of the problem, the following
are the conclusions crafted by the researchers.

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First, the researchers have concluded that, most of the respondents chose to work
after finishing high school or decided to stop studying while in college because of some
personal or financial issues and just need to work to support their needs. Also, the
researchers have concluded that, since most of the respondents are working for just 6
months to 1 year by the time that the researchers have conducted the study is because of
the stipulations mentioned on their contract.
The researchers have concluded that, workplace diversity and equal employment
really has something to do with the productivity of the employees. The factors or
variables pertaining to workplace diversity and equal employment are connected to one
another and there is really a significant relationship between the two (2) variables and
productivity.
Lastly, the researchers have concluded that, there is a strong relationship between
workplace diversity and equal employment and it really affect the productivity of the
employees. The way on how the employees work, the way on how every employee does
the job assigned to every worker or employee, and others.
Recommendations
Based on the results and conclusions crafted by the researchers, the following are
the recommendations suggested by the researchers.
First, the researchers would recommend to the employers to provide educational
assistance or any program for the employees who still want to study while working. With
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this, those who decided to stop can still continue their studies and those who wants to
pursue a college degree will be given the opportunity and chance. And, end-of-contract
should be demolished or be removed for employees to be given enough time to work.
Also, the researchers would recommend to the employers to always protect the
employees at all cost, provide the needs and benefits of every employee, to provide a safe
and secured working environment, to always cater the needs of the employees, to provide
trainings and career development to every employee, and to always make sure that the
wellness and well-being of every employee will be the priority.
And, the researchers would recommend to employees to be vigilant and be keen
observer in the workplace. Always work productively and always know their rights and
privileges as laborers and workers.
Lastly, the researchers would recommend to the future researchers to focus also
on other variables aside from productivity. To further elaborate or expound this study by
investigating other factors which affects the employees.

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References
Ahmad, S., & Rahman, F. (2019). Effect of Workplace Diversity on Employees’ Performance
in Allama Icbal Open University
Ali, A., Yusof, S., & Ali, K. (2019). The Relationship Between Equal Opportunities and
Employee Performance: A Special Reference to with Specific Reference to BDF Hospital in
the Kingdom of Bahrain.
Asio, J. (2021). Effects and Relationships of Working Environment, Teamwork, and Diversity
to Organizational Satisfaction
Benuwa, B., Odompley, J., & Ghansah, B. (2019). Impact of Workplace Diversity on
Employee Performance: A Case of Some Selected Private Universities in Ghana
Cabrera, A. (2019). What you Ought to Know About Diversity in Philippine Human Resource
Fransworth, D., et. al. (2020). Diversity in the Workplace: Benefits, Challenges, and the
Required Managerial Tool
Gargelwar, R. (2020). Effect of Equal Opportunities in Employee’s Performance: An
Analytical Review
Khandelwal, A., et. al. (2017). Research Paper on the Study on Workforce Diversity and
Work Satisfaction in Retail
Lovete, P. (2021). The Impact of Workforce Diversity Management in Employee’s Job
Performance.
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Magsanoc, M. (2022). Is My Team Diverse Enough? The Impact of Diversity and Inclusion in
the Workplace
McLeod, S. (2018). Questionnaire: Definition, Examples, Designs, and Types
Mojares, R., et. al. (2017). Awareness on the Implementation of Anti-Smoking Ordinance NO.
IS. 2012
Nurminen, W. (2022). The Impact of Equal Employment During Recruitment Process
Ramos, A. (2021). Workplace Equality and Diversity in the Philippines. 8 Laws to Protect
You.
Sadikhov, R. (2021). A Research Study of How Equal Employment Opportunities are
Practiced in Azerbaijan: A Comparison Look at Local and International Companies
Thirusanku, J. (2021). Equal Opportunity Within the Workplace
Thomas, L. (2022). Simple Random Sampling. Definition, Steps, and Examples.

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LETTER TO CONDUCT STUDY
February 27, 2022
Store Owners/Managers/Supervisors
Sta. Ana, Pampanga
Ma’am/Sir:
Good day!
The undersigned are students of Holy Cross College under the College of Business,
Accountancy, and Hospitality (CBAH) who are tasked to conduct research entitled:
“Equal Employment and Workplace Diversity: Its Impacts Towards the
Productivity of the Employees.”
In this connection, we are seeking your utmost support for allowing us to conduct a
survey and ask some questions in gathering needed data for said research study. Rest
assured that the information’s obtained shall be used for academic purposes only and
shall be kept confidential.
We anticipate your kind consideration and approval for this request.
Attached is the survey questionnaire for the study.
Thank you so much and God Bless!
Respectfully,
Agusto, Philip Josh B.

Bucad, Hilwin M.
Galang, Lorence C.
Gueco, Liam G.
Hanna Shane Mangune
Frances C. Pangilinan Allan Y. Cabaluna, Ph.D.
Adviser/College Instructor
Holy Cross College
LETTER TO CONDUCT STUDY
The undersigned is currently collecting data necessary to complete their research work
titled " Equal Employment and Workplace Diversity: Its Impacts Towards the
Productivity of the Employees." This is in relation to the requirement for the partial
fulfillment for the subject of Business Research.
In connection, the researcher would like to seek permission from your good presence to
conduct their study outside the school with employees of quick service restaurants as the
respondents using a printed copy of survey questionnaires.
Rest assured that the data will be treated with utmost confidentiality.
Very truly yours,
Frances C. Pangilinan
Group Representative
Noted by:
Johann A. Muller, MBA
Research Adviser
Marvin O. Mallari, Ph.D.
Acting Dean – SBAH

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SURVEY QUESTIONNAIRE
Equal Employment and Workplace Diversity: Its Impacts Towards the Productivity
of Employees
Name (optional): _______________________
I. Demographic Profile
Directions: Put a check on the answer that best corresponds to you
1. Age
 18 to 25 years old
 46 years old and above
2. Sex
 Male
 Female
3. Educational Attainment
 Elementary graduate
 High School graduate
 College Undergraduate
 2-year course graduate
 College graduate
 TESDA graduate
4. Field of Job
 Retail
 Clothing
 Supermarket
 Department store
 Grocery store
 Fast Food
 Others (please specify): __________________
5. Months/years of Working
 Less than 6 months
 6 months to 1 year
 1 year to 2 years
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 2 years to 3 years
 3 years to 4 years
 Above 4 years
II. Workplace Diversity
Directions: Put a check on the answer that best corresponds to your answer. This
questionnaire will utilize the use of 5-point Likert Scale. Specifically:
1 – Strongly Disagree
2 – Disagree
3 – Neither Agree nor Disagree
4 – Agree
5 – Strongly Agree
Statements Strongly Disagree Neither Agree Strongly
Disagree Agree Agree
Nor
Disagree
(1) (2) (3) (4) (5)
RELIGION
My religion or sect does not

affect my work and it is being
respected by my co-employees
and employers/managers.
I can express my religious

beliefs freely.
My opinions and expression

regarding my religion is being
accepted and tolerated.
There is a diverse religious

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understanding within my
workplace.
My religious practices are

tolerated and I am given the
chance to practice them, if
needed.
SEXUAL ORIENTATION
I feel no discrimination.
I can express my sexual

orientation freely with no
judgment.
I am given the chance to be out
and proud with my sexual
orientation.
There is equal treatment

regardless of sexual orientation
in my workplace.
I am given the opportunity to

express myself, dress based on
my sexuality, and fully consider
myself the gender that I chose to
be.
SKIN COMPLEXION/COLOR
There were no issues with my

skin color.
There is equal treatment and
opportunities regardless of your
skin complexion in my
workplace.
My co-workers and employers
do not judge me based on my
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skin complexion/color.
There is equal distribution of

tasks despite of your skin
complexion/color.
White or dark, there is diversity

and equal treatment as well as
opportunities. No one is left
behind.
PHYSICAL ABILITIES
Our physical abilities such as

strength and flexibility are being
checked and considered prior to
giving or distributing a task.
There is coordination among the

workers in our company while
working and doing a task.
If a worker feels not so good,

they will not give him/her a task
which can trigger or make his
feelings severe such as cough,
colds, or flu.
We are all given the opportunity

to express our physical abilities.
Our endurance and stamin are

being improved and keeps on
developing within the workplace
as we were given tasks which
can help us improve.
IDEOLOGIES
Our explanations are heard and

we are given the platform to
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explain our side fully if we

commit a mistake or sin.
We were given the opportunity

life and work especially among
those working students.
Our cultures and practices are

respected and tolerated and there
is a multi-culturalism within the
workplace.
We are given a platform to

express ourselves especially if it
concerns our work and
productivity.
Our suggestions and comments

are taken constructively and
positively by the company.
III. Equal Employment

Directions: Put a check on the answer that best corresponds to your answer. This
questionnaire will utilize the use of 5-point Likert Scale. Specifically:
1 – Strongly Disagree
2 – Disagree
3 – Neither Agree nor Disagree
4 – Agree
5 – Strongly Agree

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Nor
Disagree
(1) (2) (3) (4) (5)
HIRING AND RECRUITMENT
During hiring and recruitment

process, we were given the
chance to express ourselves fully
and provide information about
ourself.
Prior to being hired, I haven’t

experienced any unequal
employment opportunity.
I didn’t feel discriminated upon

employment.
No employee is above no one

especially if it’s about
employments’ progress.
I was provided with different

perspective and options upon
employment.
BENEFITS, BONUS, AND INCENTIVES
As for the benefits, there is a

balanced and right explanation
of the benefits such as the
premiums which includes the
SSS, PhilHealth, and Pag-Ibig.
Every employee is given a well-
distributed bonus especially
during Christmas.
If there are incentives, the
employer makes it sure that
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every employee is given enough

and just incentive.
I am receiving a reasonable
bonus and incentives especially
during holidays.
During sickness, the

employer/manager provides
benefits and enough incentive
which the employee can use
during recovery after being sick.
COMPENSATION AND PAY SCALE
I haven’t experienced any issue

with my salary especially during
payout.
If there are issues with our
compensation and pay scale, we
are given the chance to explain
our side and take it for
consideration.
We are receiving enough and
just compensation.
If there are disputes with our

compensation which includes
overtime pay, undertime,
absences, incentives, bonuses,
we are given the opportunity to
ask for clarification regarding
the dispute.
Overtime pay, incentives, and

bonuses are added right away on
the compensation on top of the
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basic pay.
PROMOTIONS AND TRANSFERS
If a certain employee excels and

shows so much improvement,
he/she will be promoted, if
needed.
A certain employee will be

transferred to another position if
he/she qualifies for it.
There is equal opportunity in

promotion especially if a worker
is willing and determined to
learn and shows enthusiasm in
the workplace.
If we will be transferred from

one branch to another, we were
given options and chances as
well as to express our
sentiments.
If we will be transferred from

one position to another, we will
not be receiving the same pay
grade level but there will be an
increase or difference from the
previous one.
CONDITIONS OF EMPLOYMENT
I feel no discrimination
regarding hiring, firing, training,
compensation, benefits, and
other terms.
Rules and regulations are

explained prior to the start of the
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work or employment.
We feel protected and safe upon

reading the contract of
employment.
There are right and fair labor

practices.
Duties, opportunities, and

working hours are explained
clearly which includes leave,
undertime, overtime, and the
like.
IV. Productivity
Nor
Disagree
(1) (2) (3) (4) (5)
WORK ENVIRONMENT
I have a safe and secured

working environment.
The working environment I am

in right now is conducive.
I can work freely and

wholeheartedly with the working
environment I am currently in.
Holy Cross College
My working environment is
diverse.
There is an equal opportunity on

my working environment.
TRAINING AND CAREER DEVELOPMENT OPPORTUNITIES
There are trainings which can

help us, employees, to be more
productive
Seminars and workshops are
held for us to develop
Every employee is given the
chance to attend trainings after
promotion
For us to work productively,

there is a consistent conduct of
career development and
activities provided to everyone
Work ethics is also considered

one of our trainings for us to be
productive in the workplace
EMPLOYEES’ WELLNESS
Our well-being is the top priority

for us to work productively
If an employee doesn’t feel
good, he/she will be given the
chance to take a rest and not to
sacrifice his/her productivity
We are not given overload of
tasks which will greatly affect
our productivity
If someone is not feeling well,

Holy Cross College
he/she will just be given simple

tasks
We are managed properly for us

to stay well and for us to be
productive
PROCESSES
Balanced recruitment to
onboarding
We are compensated well
Our performance is managed

and observed for everyone’s
development
Tasks are delegated properly
Opinions such as providing of

tasks if someone doesn’t know
how to do it is respected
PAY STRUCTURE
Transparent salary and

compensation
Our compensation is explained

clearly as well as the benefits
that we are receiving
An employee who excels on a

certain field is given incentives
for others to be productive as
well
There is already a promotion and

raise in salary if someone works
well
Holy Cross College
Pay structure is used as a

motivation for employees to
work productively

Workplace Diversity, Equal Employment, Productivity

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Workplace Diversity, Equal Employment, Productivity

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Republic of the Philippines

Holy Cross College

Presented to the Faculty of the College of Business Studies at the

Holy Cross College

In Partial Fulfilment of the Requirements for the Degree

Bachelor of Science in Business Administration Major in Marketing Management

Agusto, Philip Josh B.

Mangune, Hanna Shane M.

This business research proposal titled “EQUAL EMPLOYMENT AND

JOHANN A. MULLER, MBA ALAN Y. CABALUNA, Ph.D

Approved by the Committee on Oral Examination with a grade of PASSED on

Accepted in partial fulfillment of the requirements for the degree Bachelor of

CHRISTINE J. CONCEPCION, LPT,MBA

Chapter 1: The Problem and Its Background

Review of Related Literature …………………………………………………..

Significance of the Study .…………………………………………………….

Research Framework ………………………………………………………….

Statement of the Problem ……………………………………………………..

Hypothesis of the Study ………………………..……………………………..

Definition of the Study ………………………………………………………..

Statement of the Problem …………………………………………………….

Scope and Delimitation of the Study ………………………...………………..

Chapter 2: Methodology of the Study

Methods and Technique of the Study ………………………………………

Respondents of the Study …………………….……………………………...

Instruments of the Study …………...………….……………………………...

Data Collection Procedure …………………………………………………...

Data Analysis and Statistical Treatment ……………………………………...

Ethical Consideration …………………………………………………………

BACKGROUND OF THE STUDY

Productivity refers to the knowledge, skills, abilities, and capabilities of a

person. It is integral in any field of endeavor that productivity must be evident in

productive, must show enthusiasm, willingness, determination, eagerness, and

A productive working environment must be conducive, appropriate, healthy,

must also be an equal employment in terms of treating the employees in a respectful

opportunities, and perks of a worker or employee. Furthermore, equal employment

and checking applicants. There must be an equal employment. As mentioned above

whether to accept or not a certain job seeker or applicant.

applicant such as criminal records, academic background, employment history --- if

terms of academic achievement, socio-economic status, and other societal factors.

Cultural differences are experienced as essential, natural, and gratified enabling

and no director can go to ignore it in the organizational life. Organization always

operation particularly in public sector associations. In case association ignores the

operation of factory diversity, it will count trust, collaborative understanding, co-

operation and respect amongst workers which negatively affect workers’

Workplace diversity and equal employment affects the productivity of a certain

will be productive because working in a safe and conducive environment, an

more productive and progressive.

terms of treating employees.

employee performance in Laikipia County. Understanding such factors could enable

An organization's success mostly depends on the employees. The level of

employee performance determines the level of organizational success in any industry.

employee performance and hence productivity is of major concern in every Economy

workplace diversity towards the productivity of employees. It is very important to

the readers regarding the focal point of the study.

workplace diversity and equal employment towards the productivity of employees

specially the workers in Sta. Ana, Pampanga.

employment is not evident and is not existing.

REVIEW OF RELATED LITERATURES

Subhash C. Kundu, Jahanvi Bansal, ArchanaMor, MukeshPruthic(2019), in this

towards workforce satisfaction in Indian public sector organization (i.e., Bharat

employees to promote diversity to create opportunities to employees were more by

males and other categories respectively.