This document discusses values, behaviors, and leadership dynamics of Filipino workers. It provides an overview of common traits of Filipino workers such as age, location, family status, and priorities. It also examines the meaning of work for Filipinos, importance of family and relationships, preferences for jobs, and influence of transformational leadership behaviors on employee attitudes. Transformational leaders who guide and attend to employee needs while clarifying organizational vision tend to develop confidence and commitment among Filipino subordinates.
Original Description:
Understanding the values of the Filipino workforce based on research
Original Title
Filipino Values – Dynamics of Behaviour and Leadership
This document discusses values, behaviors, and leadership dynamics of Filipino workers. It provides an overview of common traits of Filipino workers such as age, location, family status, and priorities. It also examines the meaning of work for Filipinos, importance of family and relationships, preferences for jobs, and influence of transformational leadership behaviors on employee attitudes. Transformational leaders who guide and attend to employee needs while clarifying organizational vision tend to develop confidence and commitment among Filipino subordinates.
Copyright:
Attribution Non-Commercial (BY-NC)
Available Formats
Download as PPTX, PDF, TXT or read online from Scribd
This document discusses values, behaviors, and leadership dynamics of Filipino workers. It provides an overview of common traits of Filipino workers such as age, location, family status, and priorities. It also examines the meaning of work for Filipinos, importance of family and relationships, preferences for jobs, and influence of transformational leadership behaviors on employee attitudes. Transformational leaders who guide and attend to employee needs while clarifying organizational vision tend to develop confidence and commitment among Filipino subordinates.
Copyright:
Attribution Non-Commercial (BY-NC)
Available Formats
Download as PPTX, PDF, TXT or read online from Scribd
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W AllanmenL of oraanlsaLlon's aoals wlLh emplovees' personal aoals W lmproves efflclencv W creaLes a harmonlous relaLlonshlp beLween companv and emplovees 9rof||e of the I|||p|no Worker W ;uarLer of Lhe workforce ls 24 vears old and below W MosL of Lhe workers are found ln Lhe nC8 CavlLe 8aLanaas Laauna ;uezon and CenLral Luzon W 78 of workers are marrled wlLh an averaae of Lhree klds W 37 are ln dualcareer famllles where boLh faLher and moLher work 5ootce Octobet 2007 boteoo of loboot ooJ mplovmeot 5totlstlcs 2005 wotk Otleototloo 5otvev @he Mean|ng of Work for I|||p|nos W 88 of llllplno's see work as a person's mosL lmporLanL acLlvlLv W 73 a [ob ls [usL a wav of earnlna monev W Work ls prlmarllv seen as a means of meeLlna baslcs needs and survlval W venue for lndlvldual arowLh W 94 need Lo have a [ob Lo fullv develop ones LalenLs (94) W 63 eople who do noL work become lazv 5ootce 2004 wotk Otleototloo 5otvev wotlJ voloes 5otvev ootee @he Mean|ng of Work for I|||p|nos #wotk ls cote to mv exlsteoce os oo loJlvlJool becoose l bove testeJ mvself l ttleJ stovloo ot bome potooo sometbloo wos mlssloo l wos olwovs o wotkloo wlfe so fot me wotk ls o veblcle fot folfllmeot lo tetms of toleots ooJ obllltles comloo oot locus aroup dlscusslon conducLed bv ersonnel ManaaemenL AssoclaLlon of Lhe hlllpplnes 2004 one parLlclpanL sLaLed What I|||p|no Workers |ook for |n a Iob Factor Rank Good Pay 1 Job Security 2 A Job that Meets one`s Abilities 3 A iob Respected by People in General 4 A Job in Which You Can Achieve Something 5 A Job That is Interesting 6 Good Hours 7 Not Too Much Pressure 8 An Opportunity to Use Initiative 9 Generous Holidays 10 ource World values urvev app|ness and 5at|sfact|on W esplLe Lhelr manv hardshlps Lhe poslLlve splrlL of Lhe llllplno shlnes Lhrouah W llllplnos are aenerallv happv wlLh Lhelr slLuaLlon W level of happlness ls slanlflcanLlv correlaLed wlLh lncome and saLlsfacLlon wlLh flnanclal condlLlon W urvevs also reveal happlness ls funcLlon of [ob level W undersLandable because hlaherlevel [obs ofLen mean areaLer auLonomv challenae and compensaLlon all facLors LhaL llllplnos look for ln a [ob 8ased on Work CrlenLaLlon urvev What |s Important for I|||p|no Workers? lamllv verv slanlflcanL llllplno culLure W 99 of parLlclpanLs raLed famllv as verv lmporLanL" W 96 raLed work as verv lmporLanL" ln Lhelr llfe W 96 raLed rellalon verv lmporLanL" and raLher lmporLanL" W 93 raLed servlce verv lmporLanL" and raLher lmporLanL" responses comblned W Lelsure and pollLlcs are leasL lmporLanL Lo llllplno workers ource World values urvev What |s Important for I|||p|no Workers? Common prlorlLles of llllplno workers W lamllv W 8elaLlonshlps and frlends W Work and career W ersonal developmenL W plrlLuallLv and healLh 8esearch sLudv conducLed bv Lhe 8esources and lnner LraLeales for Lxcellence lnc (8lL lnc) for Lhe ersonnel ManaaemenL AssoclaLlon of Lhe hlllpplnes (MA) Work vs Le|sure llllplnos ln aeneral place a subsLanLlal premlum on work compared Lo lelsure or recreaLlon W ALLlLudes Loward lelsure lnfluenced bv worker's educaLlonal aLLalnmenL and lncome level W Workers wlLh more educaLlon and hlaher lncome place a hlaher value on lelsure Lhan Lhose wlLh less educaLlon and lncome ource World values urvev ommon 9os|t|ve @ra|ts of 5uccessfu| I|||p|no 8us|ness Leaders Trait Median Finance/Business interest: the interest in commerce or fiscal management) 10.00 Wants to lead: the desire to be in a position to direct or guide others) 9.30 Wants challenge %he willingness to attempt difficult tasks or goals) 9.11 Takes initiative: the tendency to perceive what is necessary to be accomplished and to proceed on one`s own 9.05 Wants Autonomy: the desire to have freedom or independence from authority) 8.85 Optimistic: the tendency to believe that the future will be positive) 8.48 Enthusiastic: the tendency to be eager and excited towards one`s own goals) 8.47 Authoritative:%he desire for decision-making authority and the willingness to accept decision-making responsibility) 8.46 Creative thinking/Experimenting: the tendency to try new things and new ways of doing things) 8.43 @he Va|ue of @ransformat|ona| Leader 8ehav|ours @ransformaLlonal leadershlp valuable Lo oraanlsaLlons W emplovee [ob saLlsfacLlon W oraanlsaLlon commlLmenL W LrusL ln leadershlp AblllLv of a buslness Lo survlve depends on ablllLv of leaders Lo W Lransform Lhe oraanlsaLlon W harness emplovee commlLmenL W LrusL ln adapLlna Lo chanae I|||p|no emp|oyees tend fear rather than embrace change et organ|sat|ons cannot successfu||y change |f members res|st |t ow Do @ransformat|ona| Leader 8ehav|ours Inf|uence Lmp|oyee Att|tudes? LransformaLlonal leader" ls WesLern ln orlaln Lhe kev elemenLs are slmllar Lo Lhe llllplno concepL of aabav" (aulde) !ocano (1999)llllplno leaders are expecLed Lo behave llke auldes noL auLocraLs W Confldence of subordlnaLes Lhe leader has Lo aLLend Lo Lhe needs of hls/her people W Leader needs Lo clarlfv Lhe vlslon of Lhe companv eople wlll look up Lo hlm/her for auldance W Manaaer musL be credlble and a aood role model