PEOPLE MANAGEMENT IN FRUIT CARE OPERATIONS IN MT.

KITANGLAD AGRI-VENTURES, INC.

A CASE STUDY

Presented to the Faculty of the

Expanded Tertiary Education Equivalency and Accreditation Program
Capitol University
Cagayan de Oro City

In Partial Fulfillment of the Requirements for the degree

Bachelor of Science in Business Administration major in
Human Resource Management

FELIXARTE GALLOGO
April 2024
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APPROVAL SHEET

This paper is entitled “PEOPLE MANAGEMENT IN FRUIT CARE

OPERATIONS IN MT. KITANGLAD AGRI-VENTURES, INC.”, prepared
and submitted by FELIXARTE GALLOGO in partial fulfillment of the
requirements for the degree BACHELOR OF SCIENCE IN BUSINESS
ADMINISTRATION major in Human Resource Management has been
examined and is recommended for oral examination/defense.

_______________________________
Adviser
________________________________________________________________________

PANEL OF EXAMINERS

Approved by the Panel of Examiners in partial fulfillment of the

requirements for the degree BACHELOR OF SCIENCE IN BUSINESS
ADMINISTRATION major in Human Resource Management with a
grade of ______________.

ALDRICH S. PALARCA, DM, FRIEdr

Chairman

ROMEO B. MIÑOZA, JR., DM GIOVANI N. OCLARIT

Member Member

________________________________________________________________________

Accepted and approved in partial fulfillment of the requirements

for the course BACHELOR OF SCIENCE IN BUSINESS
ADMINISTRATION major in Human Resource Management.

ALDRICH S. PALARCA, DM, FRIEdr

Director, ETEEAP
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ACKNOWLEDGMENT

This paper was made possible with the guidance and support of

people who helped in its accomplishment.

Capitol University through the office of the Expanded Tertiary

Education Equivalency and Accreditation Program (ETEEAP) for his

acceptance in the university.

Special thanks to the Mt. Kitanglad Agri-Ventures, Inc. for

supporting & encouraging him to pursue his desire to earn a

baccalaureate degree in business.

Sincerest gratitude is also given to his adviser

____________________________ for his guidance, meticulous scrutiny,

scholarly advice & suggestions, and patience in working with him on this

paper.

To the Panel of Examiners headed by Dr. Aldrich S. Palarca, for

their valuable comments and suggestions which led to the enhancement

of this manuscript.

Deep sense of gratitude to his family especially his wife for her

constant encouragement and support for the realization of this paper.

Lastly, to our Almighty God, for providing the author with the

wisdom, knowledge and the resources needed to come up with this

paper.
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God bless all of you.

DEDICATION

I wish to dedicate this dissertation to my loving wife,

_____________________________

She taught me to persevere and prepared me to face the challenges with

faith and humility. She was the constant source of inspiration to my life.

She is always there to give me strength and support me to strive to

achieve my goals in life.

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TABLE OF CONTENTS

TITLE PAGE 1

APPROVAL SHEET 2

ACKNOWLEDGMENT 3

DEDICATION 4

TABLE OF CONTENTS 5

LIST OF FIGURES 6

I. Introduction 7

II. Rationale of the Study 8

III. Company Background 9

IV. The Case Presentation and Analysis

 The Situation 10

 Statement of the Problem 13

 Objectives 14

 Areas of Consideration 15

 Alternative Courses of Action 18

 Recommendations 20

V. Bibliography 24

Curriculum Vitae 26
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LIST OF FIGURES
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I. Introduction

The world's insatiable appetite for bananas has turned banana

plantations into vital hubs of agricultural productivity and economic

prosperity. While the focus on technological advancements and

agricultural practices has been paramount, the role of effective people

management in banana plantation operations cannot be overlooked.

Successfully managing a diverse and dynamic workforce in this industry

requires a delicate balance of leadership, communication, and

understanding of the unique challenges posed by the cultivation and

harvesting of this beloved fruit.

Banana cultivation has a rich history that spans centuries and

continents. From its origins in Southeast Asia to its global distribution

today, bananas have become a staple food for millions. Consequently, the

demand for these tropical fruits has led to the establishment of large-

scale plantations in regions with suitable climates. Managing the

workfarece in these plantations is a complex endeavor that involves

coordinating various tasks, from planting and maintenance to harvesting

and distribution.

Effective people management in banana plantations starts with

strong leadership. Plantation managers must not only possess a deep

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understanding of the intricacies of banana cultivation but also exhibit

exceptional leadership qualities to guide their teams through the

challenges that arise. Leaders need to inspire and motivate their

workforce, fostering a sense of purpose and pride in their work. By

establishing a clear vision and direction, leaders can align their teams'

efforts toward common goals, creating a synergy that fuels productivity

and innovation.

Communication emerges as a cornerstone of successful people

management in banana plantations. Given the often vast and

geographically dispersed nature of these plantations, clear

communication channels are crucial for relaying instructions, updates,

and feedback. Open lines of communication help prevent

misunderstandings, ensure everyone is on the same page, and create an

environment where workers feel valued and heard. Regular meetings,

digital platforms, and traditional communication methods can all play a

role in facilitating effective information exchange.

In the context of banana cultivation, understanding the unique

challenges and demands of the industry is pivotal. Unlike annual crops,

banana plants are perennials that require ongoing care and attention.

This means that plantation workers develop long-term relationships with

the plants they tend to. Recognizing the importance of this connection

can foster a sense of ownership and responsibility among the workforces.

Additionally, given the susceptibility of banana plants to diseases and

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climate fluctuations, effective people management involves continuous

training to equip workers with the knowledge and skills needed to

address these challenges proactively.

The social dynamics within a banana plantation workforce can be

diverse and complex. These operations often employ local, seasonal, and

migrant workers, each with their own backgrounds and needs. A

successful people management strategy considers this diversity and

promotes a culture of inclusivity and respect. Adequate accommodations,

fair wages, and access to healthcare and education contribute not only to

the well-being of the workers but also to the overall success and

sustainability of the plantation.

As the population continues to grow, the demand for bananas

remains robust. Thus, the future of banana plantation operations relies

heavily on effective people management practices. Leaders who can

navigate the nuances of the industry, communicate effectively, and foster

a motivated and skilled workforce will be the driving force behind the

sector's growth and sustainability. By recognizing the importance of

people alongside technological advancements, the banana industry can

ensure a steady supply of this beloved fruit while simultaneously

uplifting the lives of those who make its cultivation possible.

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II. Rationale of the Study

This study was conducted to identify common problems on the

employees and to investigate the methods that were used by Fruit care

Operation supervisors that have had significant effect on the lives of

employees in terms of effectivity and efficiency.

III. Company Background

Mt. Kitanglad Agri-Ventures Inc. is a producer and exporter of the

world market-preferred quality highland sweet bananas at an elevation of

700 meters above sea level located in Patag, Alanib, Lantapan,

Bukidnon. It came into existence in the year 1998 by a group of

entrepreneurs who dreamed of developing the fertile lands of Bukidnon

into an Agri-Venture of export quality highland bananas. From then on,

the company moved forward. Two test plots were planted in September

1999 and continued a staggered basis completing the first 250 hectares

planted area with three hundred employees. The company has utilized

novel production technologies and practices that enable its precious

bananas consistently maintain the highest quality rating in the Japanese

market. Moreover, it has immensely contributed to the economic growth

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and stability of the municipality of Lantapan by providing substantial

employment to its populace.

Today, a total of 1,660 employees run the whole organization from

Executives down to Rank and File with a total area of 1000 hectares of

facilities, packing house plants and banana farms. In addition, the

company has also generated programs for the welfare of their employees.

This is just a mere spectacle of how the company evolved through the

years.
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IV. The Case Study Presentation and Analysis

The Situation

Plantation labor is increasingly casual with many workers on

temporary contracts or hired daily. In several countries, membership of

independent trade unions has fallen as a direct result.

Plantation conditions are harsh, for example, male and female

workers can often work for up to 14 hours a day without overtime in

unbearable heat, for up to 6 days a week. Many workers fail to earn a

‘living wage’ to cover their basic needs such as housing, food, clothing,

and education.

Statement of the Problem

This study was conducted to investigate the approaches that Mt.

Kitanglad Agri-Ventures Inc. took to address its worker problems and

how it became a differentiating factor.

It further sought to answer the following questions:

1. What were the strategies made by the company?

2. What are the significant effects of the strategies on employees in

terms of work performance?

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3. What possible recommendations that can be proposed to help

sustain the company’s culture best practices?

Objectives

The paper primarily aims to:

1. Introduce the company cultures to the readers.

2. Identify the effects of company culture on the live of its

employees.

3. Come up with possible recommendations that can be proposed

to help sustain the company’s culture best practices.

Areas of Consideration

To further sustain the factors influencing the level of satisfaction of

the employees, the following were considered:

Manpower

80% of the total populace of Mt. Kitanglad Agri-Ventures Inc. is

regular employees which means they experience in full the benefits and

programs implemented by the company. 20% of it are casuals in which

are limited to the programs which are based on the company policies.

The HR oversees the programs and trainings that are needed and

ensuring that company policies are properly imposed.

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Money

Mt. Kitanglad Agri-Ventures Inc. has budget for every program

proposed and implemented provided that these activities are of long-term

existence and do have a great impact on the lives and families of every

employee. More than half of the employees believe also that the company

is one of the best companies to work with in terms of the culture and

compensation package, including the benefits. Thus, employees feel job

security as no mass resignation is felt by the HR.

Method

The Employee's Handbook was created by management to serve as

a reference for the rules and policies of the business. The following

details and requirements are listed in the manual for accessing the

various company programs and benefits. In addition, memoranda are

occasionally provided to inform the workforce of any updates or

announcements made in relation to the implementation of these

operations. All staff will benefit from the series of training sessions

offered by the HR and Environment, Health, and Safety Departments.

These take the shape of accident prevention measures, new management

rules, and zero-waste management systems.

As was already said, the HR department is responsible for

managing and overseeing all the company's diverse and distinctive

cultures.
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Machinery

Because of the full support of management in terms of monetary

aspect, the company does not have any problems in giving all the needed

machineries, facilities, and equipment for the programs.

Management

The company's Man-Com, or management committee, meets

frequently to examine all sensitive topics that necessitate management's

urgent attention and approval. According to the poll, more than 70% of

respondents thought that management and employee communication

channels were open.

One aspect of the company is the creation of the VRM (Values

Reconciliation Movement), in which a group of employees from various

operations who have been chosen to represent their coworkers meet with

management once a month to discuss fresh ideas for expanding the

company's practices.

Alternative Courses of Action

To be able to further enhance and develop the people management

practiced by the company, the following courses of action are considered:

1. Conduct Leadership training for supervisors annually. The

Training and Development section of HR Department should

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develop trainings on an annual basis that is timely and for the

continued progress and development of supervisors.

Advantage: This is vital to keeping the workforce updated and

equipped with knowledge in fulfilling their individual tasks and

responsibilities. A better understanding of their contribution to

the success of the department will enable the employees to gain

trust to the management and to the programs they implemented.

Disadvantage: Online or in-person, the company will have to shell

out money for training. The process also costs the company time.

Mentoring a promising employee can develop their potential but it

takes time away from the mentor's other duties. Classes, even

online, use up employee time.

2. Regular Team building. The primary purpose of the conduct of

team building is to foster comradeship, teamwork, and unity

between Management and employees.

Advantage: Communication about each person's worries at work

will become more open as a result for both parties. When there is

open communication among staff members, conflicts are frequently

avoided as problems are resolved. Companies that lack

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transparency and effectively communicate information to all

stakeholders frequently struggle to produce significant business

results or even remain in operation.

Disadvantage: Individuals' motivations for taking part in a

team-building activity can differ greatly. While some people will be

thrilled to improve their workflows and relationships with their

coworkers, others may feel uneasy about delaying essential tasks.

During the exercise, some team members might even be tempted to

work on the side. Nevertheless, some people can think the team-

building activity is meaningless, refuse to join, or undermine the

group with their negativity.

3. Regular Pep talk. Did you know that expressing gratitude at work

might change how you feel throughout the day? A person's mood,

as well as their level of productivity, can change and get better

when they feel that their effort is being noticed. Say "thank you"

sincerely for the work someone does. Both you and the recipient of

your thanks can gain from doing this...

Advantage: Pep talks have a proven track record of inspiring and

motivating people. A well-delivered pep talk has the power to

increase someone's self-assurance, drive, and ability to overcome

any difficulties they may be experiencing.

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Disadvantage: In conclusion, pep speeches can be an effective

technique for inspiring and motivating others, but they are not

always effective. The underlying problems might be more

complicated, the strategy might not fit the person's distinct

personality or values, or the person might require more specialized

advice or criticism.

Recommendations

After thorough observation of the results from applying the three

alternative courses of actions, it reflects that the company is one of the

best companies to work with because of its programs and implemented

policies. Also, it shows that the company needs to develop its

interpersonal communication between Management and Rank and File.

From this finding, the researcher came up with this recommendation.

ACA #1 Conduct Leadership trainings for Supervisors You can

learn the abilities you need to lead effectively through leadership

training, including the frequently challenging abilities needed to

persuade and influence others, even those over whom you have little

direct control. Training in leadership broadens one's capacity for

thought, enabling one to think in novel and original ways.

ACA #2 Regular Team Building is the process of assembling a

group of people who effectively cooperate to achieve a common objective.

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The significance and primary goal of team building is to forge

connections and bonds among individuals to forge a strong team.

Businesses and organizations can greatly benefit from fostering these

bonds through team building. Increased collaboration, planning abilities,

employee motivation, and communication are all advantages of team

building. People can connect in a different environment by participating

in enjoyable activities that help them see each other in a new light. The

members of your team are asked to consider how these activities might

affect them at work. ACA #3 Regular Pep talk A pep talk aims to

instill greater zeal and confidence in the listener (or listeners). It's

important to occasionally encourage your staff, subordinates, and

workers. a presentation without deadlines or deliverables, a motivational

speech intended only to energize everyone.

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Bibliography

a. Journals/Magazine

Perrine, John. 2013. Employee’s Handbook. Davao City,

Philippines.

b. Internet Sources:

a. https://www.linkedin.com/pulse/why-company-culture-

so-important-business-success-peter-ashworth/

b. http://smallbusiness.chron.com/key-functions-hr-

department-31206.html.

c. https://www.bananalink.org.uk/the-problem-with-

bananas/#:~:text=Plantation%20conditions%20are

%20harsh%2C%20for,%2C%20food%2C%20clothing

%20and%20education.

Retrieved from Lisa Mooney. Retrieved on December 26,

2017.

d. https://www.indeed.com/career-advice/career-

development/hr-to-employee-ratio#:~:text=The
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%20standard%20rule%20is%20often%201.4%20HR

%20staff%20for%20every%20100%20employees.

e. https://www.teambonding.com/6-reasons-for-team-

building/#:~:text=Team%20building%20is%20the

%20process,beneficial%20to%20businesses%20and

%20organizations.

f. https://www.local.gov.uk/about/what-local-

government#:~:text=Local%20government%20is

%20responsible%20for,registrar%20services%20and

%20pest%20control.

g. http://www.whatishumanresource.com/human-

resource-development

Retrieved from George Elton Mayo.

Retrieved on December 26, 2017.

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Curriculum Vitae Your latest Picture

here

MARIA TAMPULANA

E-mail address : mariatampulana@yahoo.com

PERSONAL DETAILS:

Date of Birth :

Place of Birth :

Home Address :

Civil Status :

EDUCATIONAL BACKGROUND:

College

High School

Elementary

WORK EXPERIENCE:

From latest to oldest

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PROFESSIONAL AFFILIATION: