Effects of Contractualization in Employee on Selected Manufacturing Companies in Cavite

1. Moscovici (1976) and how it allows a more holistic understanding in tackling a particular
issue. In this case, the issue refers to the various representations of the private firm, the
contracting agency and the contractual employees regarding the concept of
contractualization or contractual work. This aims to show the discrepancies or the
congruence in the expectations of the agents with one another.
2. Given that there are various types of work, not all worker types are ensured of the same
privileges and benefits. Seemingly, the regular employee is the only employee type which
is legally ensured with tenure and benefits. On the other hand, the term, project and
seasonal employees can be considered regular employees during the duration of the
nature of their work. These workers are usually under the jobs, labor, and service
contracting. The difference of the term, project and seasonal employees with the regular
workers is the absence of security of tenure. Lastly, the worker type who receives the
least protection and security are the casual workers, home-workers, the commission- paid
and contractual workers (Macaraya, 1997).
3. Employment entails an authority relation (Williamson, 1985).
4. Employees are subject to supervision within a zone of acceptance (Simon, 1951).
5. A firm may purchase work from a contractor who typically enjoys a greater degree of
autonomy in how the work is done, and who invoices the firm on completion or in agreed
stages (Peel & Boxer, 2005).
6. Labor only contracting refers to the person supplying workers to employer does not have
substantial capital or investment in form of tools, equipments, machineries, work
premises. The workers recruited and placed by such person are performing activities
which are directly related to the principal business of the employer (Salao, 2010).
7. Any employee, who has rendered at least one year of service, whether such a service is
continuous or broken, shall be considered a regular employee with respect to the activity
in which he is employed and his employment shall continue while such activity exists.
After a year of service, an employee is entitled to be regularized. (Abad, 2008).

Effects of Traffic on Job Performance of Selected Personnel of the Philippine Overseas

Employment Administration, Ortigas, Mandaluyong City

1. Currin (2013) seeing is believing as the saying goes, and such is the case with traffic
engineering. Observation of real drivers in real situations has always been the basis for
this form of engineering and continues to this day. Research leading to the continuous
improvement of traffic analysis techniques depends on the ongoing collection of data
relating to driver behavior. As people change, so do their transportation needs. These
changes are reflected in collected data, which allow transportation engineers to refine the
transportation system to meet the existing mobility desires of society as well as
anticipated future needs. Without quality data collection and appropriate analysis, the
transportation engineer cannot accomplish this task.
2. Borman and Motowidlo (1993) divided performance into task and contextual
performance. Task performance was defined as the effectiveness with which job
incumbents perform activities that contribute to the organizations technical core.
Contextual performance was defined as performance that is not formally required as part
of the job but that helps shape the social and psychological context of the organization.
3. Work engagement is defined as a positive, fulfilling, work-related state of mind that is
characterized by vigor, dedication, and absorption (Schaufeli et al., 2002).
4. Vigor is characterized by high levels of energy and mental resilience while working, the
willingness to invest effort in ones work, not being easily fatigued, and persistence even
in the face of difficulties. Dedication is characterized by deriving a sense of significance
from ones work, by feeling enthusiastic and proud about ones job, and by feeling
inspired and challenged by it. The last, absorption is characterized by being totally and
happily immersed in ones work and having difficulties detaching oneself from it. In
short, highly engaged employees have high levels of energy and are enthusiastic about
their work. Moreover, they are often fully immersed in their work so that time flies
(Macey and Schneider, 2008).
5. Corpuz (2013) every person has different reasons for working. The reasons for working
are as individual as the person. But, we all work because we obtain something we need
that impacts morale, employee motivation; treat employees as if they matter-because
employees matter. Individuals differ in how they respond to the conditions of work.
While some employees may be highly satisfied with a particular job, other employees
may find the same conditions extremely dissatisfying. An important issue surrounding
every human resource activity is how it will influence the level of morale of employees.
Will morale increase or decrease as a result of a different recruiting strategy, a better
benefit package, a new training program, or some other changes in human resource
practices? Low morale contributes to labor problems, attempts to organize labor unions,
excessive employee turnover labor grievances, and organizational climate. Grievances,
absenteeism, and turnover are frequently used as indirect measures of employee morale.

Factors Influencing Employees Tardiness in Selected Government Organization in

Manila

1. Tardiness and absenteeism are two out of four forms of withdrawal behaviors, which also
include early departure and turnover. They can be seen as a sign of organizational
disengagement. There are two classical concepts widely used to explain the behavior
absence proneness and emotional instability (Mercer, 2010).
2. De Simone and Werner (2012) the overarching goal of Human Resource Development
interventions is to assist employees and organizations in attaining their goals. HRD
professionals can help employees meet their personal goals by providing programs and
interventions that promote individual development. For example, career development
activity; mentoring, formal training and educational opportunities. Concerning
organizational goals, the ultimate objective of most, if not all, a HRD program is to
improve organizational performance. Further, a major focus of most HRD interventions
is an effort to change employee behavior. Factors in working environment also affect the
behavior of the employee. We emphasize four sets of forces within the work
environment: outcomes, supervisors, characteristics of the organization itself and co-
workers. Identifying the causes of employee behavior is no easy task. The factors
contributing to any behavior are numerous, complex and difficult to ascertain. But,
however difficult this maybe, a thorough understanding of employee behavior and its
causes is critical for any HRD program to be effective.