Chap1 CV

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Chapter I
INTRODUCTION
Situation Analysis
Employees play a key role in any business formation and therefore there is a need
to provide an enabling environment at all levels to attain the stated objectives and goals
of the organization (Abioro et al., 2018). However, increasing demands between work
and home are becoming a major concern for employees in recent years (Abioro et al.,
2018). Work-life balance is about creating and maintaining supportive and healthy work
environments, which will enable employees to have balance between work and personal
responsibilities and thus strengthen employee loyalty and productivity (Dhas, 2015).
Work-life balance programs have been demonstrated to have an impact on
employees in terms of recruitment, retention/turnover, commitment and satisfaction,
reduce absenteeism, job stress levels, work-life conflict and accident rates; and increased
productivity (Dhas, 2015).
An employee is said to derive pleasure and self-fulfillment at home and work
when there is the lowest role conflict. The practice of work-life balance approaches is to
enhance stability between the hassles of the occupation and the robust management of
life outside the workstation and flexible work environment (Abioro et al., 2018).
Providing quality of life for an employee at the same time retaining their productivity
levels in the workplace is the main focus of work-life balance (Odunayo et al., 2020).
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According to a 2007 study by Duxbury and Higgins (as cited by Dhas, 2015),
women report higher levels of work-family conflict than do men because they devote
more hours per week to non-work activities such as childcare, elder care and are more
likely to have primary responsibility for unpaid labor such as domestic work.
Long work hours and highly stressful jobs not only hamper employees’ ability to
harmonize work and family life but also are associated with health risks, such as
increased smoking and alcohol consumption, weight gain and depression (Dhas, 2015).
Hence, the health domain should also be considered in addition to the family domain
when investigating the work–life balance (Gragnano et al., 2020).
Unfortunately, management has yet to recognize that unbalanced work-family life
caused by increased work demands leads to higher levels of stress which results in
family-work conflicts that have a negative impact not only on the well-being of
employees but also on other life and social demand (Odunayo et al., 2020).
Oludayo (2018) suggested that management should be more accommodating to
workers’ needs. Abioro et al. (2018) also conclude that for Universities to achieve a high
level of performance, there is a need to pay more attention to the work-life balance of its
workforce across all levels. Job performance is probably the most important and studied
variable in industrial management and organizational behaviour (Carpini, Parker, &
Griffin, 2017). Employee performance is not just a thought that deals with one area.
Rather it is a concept focusing on employees' life satisfaction in general. It has become an
important issue that reflects the provision of satisfactory and safe environmental factors
3
in the workplace, which are reflected in the employees and contribute to achieving the
strategic goals of the organization (Jalagat, 2017).
There is a wide range of factors that can determine the levels of employees'
performance as they are considered one of the most important cause of concern to
governments, organizations, and society as a whole (Vratskikh et al., 2016). Accordingly,
organizations must analyze and study these factors and work to develop them, as job
performance is the main result that employees contribute to their productivity. It is an
integrated set of skills, capabilities, motivation, and opportunities that are supported by
the organization's performance (Gridwichai et al., 2020).
Organizations seek to gain competitive advantage by hiring highly experienced
and qualified employees in the areas they specialize in. As for the organization, high
performance is also important for the individuals themselves, where they feel experience
elevated confidence and high satisfaction with what they are doing. In contrast, low
performance is considered a failure to achieve both organizational and personal goals
(Muchhal, 2014). Moreover, employees are the main factor that determines the success or
failure of the organization. Therefore, organizations must work to attract and retain
qualified and experienced staff, as well as properly rewarding them (Onuorah et al.,
2019). Researchers believed that financial incentives were only way to motivate workers.
Later, they proved that there are several factors affecting job performance, including
motivation, job satisfaction, and justice (Sherwani, 2018). In addition, there are myriad
factors able to determine level of performance in the workplace (Iqbal et al., 2015; Thao
et al., 2015). These factors include equipment, physical work environment, compensation
4
system, ideal operating procedures, anticipated performance, feedback on performance,
as well as knowledge, skills and attitudes (Lankeshwara, 2018).
Employees must be motivated and thus increase the level of job satisfaction,
thereby increase the organizational productivity (Inuwa, 2017). Besides, because of the
huge competition among the global organizations, it is imperative to attract and retain
qualified and competent employees within the organization (Akter and Moazzam, 2016).
Qualified employees could be attracted and maintained through an appropriate and
effective payment structure that encourages them to perform better (Inuwa, 2016).
Accordingly, organizations must work hard to devise and develop compensation systems
and strategies that are directly linked with raising the level of job and organizational
performance as well through an effective compensation structure that motivates them to
work at their best performance (Seng and Arumugam, 2017). Without individual
performance, there is no team performance, organizational performance, or economic
sector performance (Campbell & Wiernik, 2015).
Many people spend a large part of their lives at work. As a large part of people’s
waking hours is spent at work, it is important to consider that the workplace and the work
environment may affect health and well-being, both physically and mentally. People
work to make ends meet in everyday life, and to be able to support themselves and/or
their family. The workplace may affect employees even after working hours, thereby
affecting everyday life. It is vital for employers to ensure that their employees have good
working conditions and a balance between work and private life. Employees who feel
good and thrive at work benefit the company as they tend to work more efficiently and
5
reach production goals (Engman, 2022). Employees are the blood in the veins of an
organization as the results of such determines the overall performance of the
organization. Consequently, employees in this sector are faced with challenges of how to
integrate work and family affairs in order to keep the ball of life rolling.
An individual who has a balance between work and private life can get recovery
from work during leisure time by spending time with family or friends or from other
activities or resting from home. A balance between work and private life is also about
individuals' opportunities to have time and energy to spend time with their family, friends
or do other necessities that need to be performed to make everyday life work. A minimal
work-life conflict can be related to non-work-related outcomes such as family satisfaction
and performance, life satisfaction, and leisure satisfaction. “Work-life balance as the
extent to which a person can concurrently balance the emotional, behavioral and time
demands of both paid work, personal and family responsibilities” (Poulose & Sudarsan,
2017).
The majority of psychologists concur that a worker's employment obligations
should not interfere with their ability to lead fulfilling personal lives away from work.
Work-life balance refers to the idea of setting priorities between work and lifestyle. Work
and aspiration are included in the definition of work, whereas enjoyment, leisure, and
family are included in the definition of lifestyle. The work foundation, formerly the
Industrial Society, holds that having some degree of control over when, where, and how
one works is essential to achieving work-life balance. As the urge to maintain a healthy
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work-life balance has increased, the term "Organization Family" has taken the role of
"Organization Man." Engman (2022)
The authors of the Better Life Index note that "evidence suggests that long work
hours may impair personal health, jeopardize safety and increase stress.” Heathfield
(2017) described work-life balance as a concept that supports the efforts of employees to
split their time and energy between work and the other important aspects of their lives.
Work-life balance is a daily effort to make time for family, friends, community
participation, spirituality, personal growth, self-care, and other personal activities, in
addition to the demands of the workplace. Employers who institute policies, procedures,
actions, and expectations that enable employees to pursue lives that are more balanced
assist in work-life balance.
Managing self with respect to time is a basic consideration to avoid stress and
more opportunities for leisure. In support, Rubenfire A. (2015) emphasized that people
want to work really hard and know their work needs to fit well with their personal life
were setting a framework for culture or ideas that employees can rally around is one way
of accomplishing this.
In the Philippines, on the employer side, bosses were more accepting of work-life
balance, with 32 percent offering official flexi-work policies. This is more than double
the numbers reporting the same across Singapore and Malaysia. An impressive 44
percent of Filipino respondents said their managers are supportive of them finding
balance, once again trumping Singapore (23 percent) and Malaysia (31 percent).
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In La Union, the Office of the Provincial Strategy (OPS) led the initiative in
partnership with the Office for Provincial Administrator – Human Resource Management
Unit (OPA – HRMU) to equip employees with effective tools that will bring balance
between professional and personal growth and development.
It is therefore the aim of the study is to provide baseline data about the Work-Life
Balance and Job Performance of Rank-and-File Employees of DepEd Regional Office 1. The
findings may be included in a proposal for a program to improve the work-life balance
and job performance among the employees being researched. The main goal of this study
is to help the organization find new ways to better serve all of its stakeholders as a BSOA
student, who wants to pursue a career in DepEd Regional Office 1 (RO1), we would like
to investigate how work-life balance is experienced by production among rank-and-file
employees and to see if any work-related factors affect work-life balance in the
workplace.
Framework of the Study
This study will anchor several models and theories underpinning the Work-Life
Balance and Job Performance.
Border and Boundary Theory. Posits that there are psychological, physical
and/or behavioral boundaries existing between the work and non-work aspects of
individual’s life which outline the two domains as being different and distinct from each
other (Allen, Cho, &Meier, 2014). The dialectic of segmentation and integration is
further analyzed by determining the permeability and flexibility of the boundaries
between the two domains. Flexibility signifies the malleability of the borders between the
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two domains and permeability deals with as to what extent the boundaries allow physical
or behavioral elements to pass from one domain into another (Saarenpää, 2016).
Compensation Theory. Describes that individual, because of the lack of
fulfillment in one domain, seek compensation in another domain. This theory also asserts
that both work and family share the same environment and that family and work have a
compensating effect on each other (Matthew & Natarajan, 2014). The compensation has
been described as a negative relationship between work and family. It has been termed as
negative because negative experiences in one domain result in perception of another
domain positively. Roy (2016) suggests that in case of compensation, lack of satisfaction
in one domain while searching for positive feedback, whereas in case of enrichment skills
and values in one domain enhance the experience in another domain.
Conflict Theory. Suggests that the choices and needs of all domains compete for
our limited resources, causing stress and/or unhappiness. As a result, our role across
various domains conflict with each other. Conflict may include reduced functioning in
personal life due to work pressures (known as work-family conflict); it can also be the
other way around, where family pressures impair occupational functioning and
performance (known as family-work conflict; Bakker & Demerouti, 2013).
Congruence Theory. States that a third variable such as genetic factors or
community cohesion could positively influence work and family domains (Matthew and
Natarajan, 2014). Due to the presence of a third variable, the experiences across domains
are similar. Examples of these third variables are individual qualities, such as personality
or coping styles, or external factors, such as social influences.

9
Contemporary Models of Job Performance. Links between task performance,
contextual performance, organizational citizenship behaviors, counterproductivity and
organizational deviance are pointed out. Measurement issues in constructing generic
models applicable across jobs are discussed. Implications for human resource
management in general, and performance appraisal for selection and assessment in
particular, are explored. It is pointed out that the different dimensions or facets of
individual job performance hypothesized in the literature are positively correlated. This
positive manifold suggests the presence of a general factor which represents a common
variance shared across all the dimensions or facets. Although no consensus exists in the
extant literature on the meaning and source of this shared variance (i.e., the general
factor), rater idiosyncratic halo alone does not explain this general factor. Future research
should explain the common individual differences determinants of performance
dimensions.
Job Satisfaction Model. The Job Satisfation Model of WLB has been proposed
by Nikkhah, et. Al. (2013). The job satisfaction has a remarkable interaction with
individual factors of employees work and family-life balance. Family Life Balance, work
of an employee and organizational factors have direct link towards well-being of
employees. There is also a favourable link between individual factors and employee and
organizational factors have direct link towards well-being of employees.
Segmentation Model. States that the two domains-work and life- exist separately
from each other, and there is no relationship between these two domains. Experiences in
one domain do not affect experiences in the other. Segmentation is therefore the total
separation of the two domains of work and life. Roy (2016) suggests that segmentation
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was perceived along natural/physical locus but contemporary research has shown that
segmentation is an active psychosocial process which divides the two worlds.
Spillover-Crossover Model. Argued that positive or negative experiences in one
domain can spill over to another, but their effects can cross over and impact the wellbeing
of other people (Bakker & Demerouti, 2013).
Stage of Maturity at a Theoretical Level. The variable job performance appears
to have already reached a stage of maturity at a theoretical level, as it is one of the most
analysed by Campbell and Wiernik (2015), this is not the case. There are relatively few
systematic attempts to comprehensively define the nature of job performance, and there
are also few studies that have managed to specify the processes through which individual
behaviours can generate organizational value by Carpini et al. (2017).

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Independent Variable Dependent Variable
Level of Work-Life Level of Job

Balance of Rank-and- Performance of Rank-
File Employees and-File Employees
Moderate Variable
Profile of the respondents

as to:
a) Age;
b) Gender;
c) Marital Status;
d) Educational
Attainment;
e) Length of Service;
f) Employment Status;
g) Monthly Salary; and
h) Position
Fig. 1. Research Paradigm

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Statement of the Problem
Generally, this study will determine the Work-Life Balance and Job Performance
among Rank-and-File Employees of DepEd Regional Office 1.
Specifically, this study seeks to answer the following questions:
1. What is the profile of the respondents as to;
a. Age;
b. Gender;
c. Marital Status;
d. Educational Attainment;
e. Length of Service;
f. Employment Status;
g. Monthly Salary; and
h. Position?
2. What is the level of Work-Life Balance of Rank-and-File Employees?
3. What is the level of Job Performance of Rank-and-File Employees year 2021?
4. Is there a significant difference between Work-Life Balance and Job
Performance?
a. Is there a significant difference in the Work-Life Balance of the respondents

across their profile?
b. Is there a significant difference in the Job Performance of the respondents
across their profile?
5. Is there a significant relationship between Work-Life Balance and Job
Performance of the respondents?

13
Definition of Terms
Analysis of Variance (ANOVA) refers to the statistical test used to analyze the
difference between the means of more than two groups.
Attitude at Work refers to the feeling that an employee has towards different
aspects of his/her work environment. It is often linked to how he/she feels to be in the
workplace (Sathyanarayan & Lavanya, 2018).
Department of Education (DepEd) is responsible for the management and
governance of the Philippine Basic Education System.
Documentary Analysis refers to a type of qualitative research in which documents
are reviewed by the analyst to assess an appraisal theme.
Individual Performance Commitment and Review Form (IPCRF) is an
assessment tool used to rate government employees for their year's accomplishments.
Interpersonal Skills refer to the ability of an employee to interact, work and perform
effectively with others. It is also their behavior and strategy to listen well. express
appreciation, and resolve disputes within their workplace (Tarver, 2021).
Job Knowledge refers to a significant determinant of job performance and measures
employees demonstrated job-relevant knowledge and essential skills (Beier et al., 2017)
Level of Job Performance refers to the productivity of work of the Rank-and-File
Employees of DepEd Regional Office 1.
Pearson Method refers to the tool to find a linear relationship between two variables.
Profile of Respondents refers to a collection of variables associated to the present
population with factors expressed as Age, Gender, Marital Status, Educational
Attainment, Length of Service, Employment Status, and Monthly Salary.

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Rank-and-File Employees refers to those holding non-managerial positions such
as clerical and custodial positions.
Regional Office 1 (RO1) refers to the office where the rank-and-file employees
are designated, the DepEd main office in Region 1.
Teamwork refers to an activity in which members of an organization come
together to work towards a common goal or set of plans (Zimmer, 2019).
Work-Life Balance refers to the state of equilibrium where a person equally
prioritizes the demands of one's career and the demands of one's personal life of Rank-
and-File Employees of DepEd Regional Office 1.

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Chapter II
METHODOLOGY
Research Design
The researchers used the quantitative descriptive design that describes the
characteristics of a population, it applies when knowledge and facts are measurable, it
answers the questions of who, what, when, where, and how associated with a research
problem (Labarce, 2017). The researcher conducted a survey questionnaire method to
come up with essential inferences about a particular population of interest (Cherry, 2019),
which was used to determine the prevailing characteristic in a population at a certain
period of time. The descriptive correlation method of research was used to gather the
needed information on the work-life balance and job performance of rank-and-file
employees of DepEd Regional Office 1 and the demographic profile. Descriptive studies
provide essential knowledge about the structure of objects, persons, events, or
phenomena such as observation, test questionnaires to mention, etc. Furthermore, it
shows the relationship between variables.
Data Sources
The respondents in the study were the rank-and-file employees of DepEd
Regional Office 1. The last segment is adapted from the employee performance
evaluation of the DepEd Regional Office 1. Primarily, total enumeration was considered
in the study with a total of 146 rank-and-file employees as of December 2022.

16
Records from the HR Office also show that there are 123 rank-and-file employees
holding permanent status, 19 job orders, 3 casuals, and 2 reassigned from CO. However,
there are only 126 (86.30%) rank-and-file employees who participated in the study. Table
1 represents the distribution of respondents.
Table 1: Distribution of Respondents

# of
Division Offices N Questionnaires %
Retrieved
Office of the Regional Director Proper 4 2 1.59
Legal Unit 6 5 3.97
Public Affairs Unit 3 3 2.38
Curriculum and Learning Management Division 17 9 7.14
Education Support Services Division 14 14 11.11
Field Technical Assistance Division 4 1 0.79
Quality Assurance Division 8 8 6.35
Policy, Planning, and Research Division 7 7 5.56
Human Resource Development Division 11 8 6.35
Admin Proper 2 2 1.59
Cash Section 4 4 3.17
Personnel Section 10 10 7.94
Records Section 7 5 3.97
Asset Management Section 4 4 3.17
General Services Section 14 14 11.11
Regional Payroll Services Unit 9 9 7.14
Procurement Unit 3 2 1.59
Finance Division 16 16 12.70
ICT Unit 3 3 2.38
Total 146 126 100.0
Instrumentation and Data Collection
The researchers adapted and modified the questionnaire of Ismail, S. (2015),
Sianquita, D. and Laguador, J. (2017) for the Level of Work-Life Balance. On the other
hand, Catungal, N.J.J., et al. for the Level of Job Performance. The Five-Point Likert
rating scale was used in connection to the Work-Life Balance and Job Performance of
17
Rank-and-File Employees of DepEd Regional Office 1 which allowed the employees to
respond to each statement by selecting one of the following: “Strongly Agree” (5),
“Agree” (4), “Neutral” (3), “Disagree” (2), or “Strongly Disagree” (1) for the Level of
Work-Life Balance. On the other hand, the Level of Job Performance allowed the
employees to respond to each statement by selecting one of the following: “Outstanding”
(5), “Commendable” (4), “Satisfactory” (3), “Needs Improvement” (2), or
“Unsatisfactory” (1). The questionnaire is a combination of adapted and researcher-
made.
Part 1 includes demographic information in which the respondents were asked to
provide their name, age, gender, marital status, educational attainment, length of service,
employment status, monthly salary, and position.
Part 2 consists of twenty (20) statements depicting the work-life balance of the
rank-and-file employees. This questionnaire is designed to gather information regarding
how employees maintain a healthy work-life balance.
Part 3 consists of four (4) indicators specifically attendance, attitude at work,
interpersonal skills, and job knowledge which contain three (3) statements per indicator
depicting the job performance of the rank-and-file employees.
A letter was distributed to the concerned office for information regarding the
number of rank-and-file employees and it was included with the employee’s position and
employment status of the rank-and-file employees of DepEd Regional Office 1.
The questionnaire was subjected to a validity and reliability test to measure its
accuracy and consistency. The questionnaire was validated by five (5) experts in the field
of Civil Service Commission (CSC), Local Government Unit (LGU), and Psychology,
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and was also pre-tested by the five (5) experts to test its validity. A 5-Point Likert Scale
was used to interpret the validity of the survey questionnaire. The level of validity was
established to be very highly valid with an overall median score of 5.
The questionnaire was also pre-tested to determine its reliability. The pre-test was
conducted among twenty-five (25) out of twenty-eight (28) rank-and-file employees of
the Department of Education - Cordillera Administrative Region. The result was a
Cronbach’s Alpha of 0.92 that conclusively determined the reliability of the items in the
questionnaire.
The researchers secured necessary permission from the Director of the
Department of Education – Region 1 before conducting the study. The letter was
presented and channeled to all offices to allow the researchers to float hard copies of
questionnaires inside the organization and one (1) division office requested to be in soft
copies via Google Forms due to the respondent’s hectic schedule attending meetings and
seminars in Manila. Moreover, a letter was presented to the respondents requesting to
answer the questionnaire as their participation in the pursuit of the study.
To avoid ethical issues, the researchers weighed the ethical considerations. Along
with the survey questionnaire, informed consent was attached. The written consent were
consist of the following: (1) the statement that the study involves research along with the
explanation of the purpose of the study, (2) the expected duration of the subject’s
participation, (3) a description of any benefits to the subject or to others which may
reasonably be expected from the research, (4) a statement describing the extent, if any, to
which confidentiality of records identifying the subject will be maintained, (5) an
explanation of whom to contact for answers to pertinent questions about the research. The
19
written consent was presented to the Administrative Officer and approved by the Director
enabling the researchers can gather information for the study. This was done to allay
respondents’ concerns regarding the study’s purpose and goal and encourage cooperation.
This study was subjected to Ethics Review. The researchers secured an Ethical Clearance
from the DMMMSU Research Ethics Committee.
Data Analysis
Data were classified and tabulated for purposes of interpretation. The data were
treated statistically and analyzed to answer the problem and for each specific problem,
the following steps were undertaken:
For problem number one (1), frequency counts and percentages were used to
analyze.
For problem number two (2) and three (3), the median was employed to analyze
the level of work-life balance and job performance of the rank-and-file employees.
For problem number four (4), the Mann-Whitney and Kruskal-Wallis for the
significant difference between Profile and Work-Life Balance, and also ANOVA for the
significant difference between Profile and Job Performance.
For problem number five (5), the Chi-Square for the relationship between Work-
Life Balance and Job Performance.

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The norms for interpretation are as follows:
Work-Life Balance
5 - Strongly Agree
4 - Agree
3 - Neutral
2 - Disagree
1 - Strongly Disagree
Job Performance
5 - Outstanding
4 - Commendable
3 - Satisfactory
2 - Needs Improvement
1 - Strongly Disagree
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Chapter III
RESULTS AND DISCUSSIONS
Profile of the Respondents
Age. Table 2 shows the age of the respondents a majority of 36 and above years
old (53.18%), some are 31-35 years old (21.43%) and 26-30 years old (16.67%), and very
few are 20-25 years old (8.73%).
It demonstrates that 36 and above years old are more than the younger. As the
researchers observed, the 20-25 years old which 8.73% of the respondents determine that
they are recently graduated of bachelor’s degrees.
Older workers can be an asset to an organization because they bring a lot of
experience, knowledge, and wisdom. They have worked in different jobs and industries
and have gained valuable skills and insights that they can share with others. They also
tend to have a good work ethic and are dependable. Older workers can be mentors to
younger employees and help them develop their skills. They also have a lot of
institutional knowledge, which means they understand the history and culture of the
organization. This knowledge can be valuable in making important decisions and solving
problems (Mandi, 2022). The impact of age on performance can be direct (how much
each employee produces) and indirect, such as when an older worker raises a younger
coworker’s effectiveness through coaching or when the lower turnover propensity of
older workers stabilizes work units and contributes to their effectiveness. These indirect
effects are sometimes called “crossover” or “spillover” effects (Nalbantian, 2022).

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Table 2: Age
Indicators f %
20-25 years old 11 8.73
26-30 years old 21 16.67
31-35 years old 27 21.43
36 and above 67 53.18
Total 126 100.0
Gender. Table 3 shows the gender of the respondents, a majority of females
(55.56%), and almost half are males (44.44%).
According to Ultius, Inc., (2014), gender plays an important role in the workplace
as women have worked towards equality for many years. There have been studies done to
suggest that women's pay grades are lower with respect to men, but one other major issue
is the role of gender in traditional offices. In other cultures like Japan, women are
required to serve tea to men because it is a cultural tradition. However, nations like the
United States have fostered more progressive means of delivering gender equality for
women. The following sample expository sociology essay on gender roles in the
workplace is part of a "field work" study where the behavior was observed and then
reported.
Table 3: Gender
Indicators f %
Female 70 55.56
Male 56 44.44
Total 126 100.0
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Marital Status. As shown in Table 4, the marital status is most of the married
status (72.22%), and many are single (27.78%). It is found that the majority of married
employees are permanent.
According to Atif, (2018), marital status is an important aspect because it is
linked with performance and various maintenance factors of employees.
Table 4: Marital Status

Indicators f %
Single 35 27.78
Married 91 72.22
Total 126 100.0
Educational Attainment. As shown in Table 5, as to Educational Attainment,
most of the respondents are bachelor graduates (77.78%). Very few are master graduates
(9.76%), doctorate graduates (8.13%), and doctorate level (4.88%).
Additional educational attainment develops higher skills, leading to higher rates
of employment, higher productivity and higher lifetime earnings for individuals (OECD,
2018). Pallegrino and Hilton, (2013), added that workers who are better educated have
better abilities to complete a given task, learn more from complex task training, and are
more efficient in allocating work resources compared to workers who had attended
school for a lesser number of years.
Table 5: Educational Attainment

Indicators f %
Doctorate Graduate 10 7.94
Doctorate Level 6 4.76
Master Graduate 12 9.52
Bachelor Graduate 98 77.78
Total 126 100.0
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Length of Service. Table 6 shows the length of service, many of the respondents
are 21-above (38.89%) and 1-5 years (38.10%), and very few are 6-10 years (10.32%),
11-15 years (7.94%) and 16-20 years (4.76%).
The time spent by a worker at his job or performing some other activity beneficial
to society. According to Soviet law, the length of service is the basis underlying the right
to pensions and vacations. It is used in determining the amount of benefits granted for a
temporary disability and, in some cases, in setting wages (Acharkan, 2023).
Table 6: Length of Service

Indicators f %
1-5 years 48 38.10
6-10 years 13 10.32
11-15 years 10 7.94
16-20 years 6 4.76
21-above 49 38.89
Total 126 100.0
Employment Status. Table 7 shows the employment status where most of the
respondents are permanent (88.10%), very few are job order (9.52%), contractual
(1.59%), and very few specified as casual (0.79%).
Since most of the respondents are permanent, it implies that the respondents
perform effectively and efficiently and maybe the organization has an available itemized
position for them during the respondent’s contractual period while job order, contractual,
and other (casual) got the least percentage and it implies that these status are newly
appointed.
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Employment status defines the rights and responsibilities of a worker and is a key
consideration for an organization in its relationship with that worker. Getting the status
wrong can be costly to an organization financially as well as reputationally (Clapp,
2021).
Table 7: Employment Status

Indicators f %
Permanent 111 88.10
Contractual 2 1.59
Probationary 0 0
Job Order/Contract of Service 12 9.52
Temporary 0 0
Others 1 0.79
Total 126 100.0
Monthly Salary. Table 8 shows the monthly salary, majority of the respondents
are with a monthly salary of 11,000-20,000 (53.97%) and a few are 31,000-40,000
(19.05%), 21,000-30,000 and some specified others (41,000 above) are 11.11%, and
very few are with below 10,000 (4.76%).
It is found that the majority of the respondents who are receiving 11,000-20,000
are permanent and bachelor graduates.
Salary refers to the basis pay for work performed by an employee paid on a
monthly basis. As provided by the Department of Budget and Management, the
Compensation Plan (CP) under RA No. 6758 is an orderly scheme for determining rates
of compensation of government personnel. It was crafted to attract, motivate and retain
good and qualified people to accomplish the Philippine Government’s mission and
26
mandates, to encourage personal and career growth, and to reward good performance and
length of service.
Table 8: Monthly Salary

Indicators f %
below-10,000 6 4.76
11,000-20,000 68 53.97
21,000-30,000 14 11.11
31,000-40,000 24 19.05
Others 14 11.11
Total 126 100.0
Position. As shown in Table 9, most of the respondents did not state the position
(55.56%) for one reason or another and are seemingly not willing to disclose it as
observed by the researchers.
Position descriptions provide a basis for measuring employee performance,
providing an objective tool to enable the assessment and rating of an individual’s
achievement against their goals. They also assist in making objective decisions around
rewarding good performance (GrowHR, 2022).
Table 9: Position
Indicators f %
Administrative Officer 8 6.35
Administrative AIDE 14 11.11
Administrative Assistant 4 3.17
ADA 3 2.38
Education Program Specialist 5 3.97
Education Program Supervisor 10 7.94
Chief Education Supervisor 2 1.59
Senior Specialist 1 0.79
Special Investigator 1 0.79
Accountant 1 0.79
Computer Programmer 2 1.59
Technical Assistant 1 0.79
27
Security Guard 2 1.59

Planning Officer 1 0.79
SOI 1 0.79
No Answer 70 55.56
Total 126 100.0
Level of Work-Life Balance
Table 10 shows the level of work-life balance, it shows that the level of work-life
balance of the rank-and-file employees somewhat agrees with an overall median of 4.
The 1st to 5th indicators shows that the respondents do not totally separate and
balance the employees’ work and personal life. Though, not fully enough time to think,
plan, and schedule their day-to-day activity according to the 19th indicator. The 7th
indicator shows that the employees not completely can spend time on their own
development. According to the 12th indicator, the employees’ job does not entirely makes
it simple to maintain the kind of private life they might prefer. Moreover, the employees
have to choose nor not choose between the employees’ personal life and job according to
the 10th indicator.
Yet, in the 13th to 14th indicators, the employees do not completely have time and
energy to enjoy extra leisure activities after work and are not entirely able to enjoy the
time off without thinking about work duties. Additionally in the 15th indicator, not fully
perform employees’ work properly when they feel tired. In the 16th, 17th, and 20th
indicators, the employees quite get tired and exhausted when do not have enough rest and
do not fully have sufficient time to sleep everyday. However, in the 11 th and 18th
indicators, the employees are not quite sleepy when got home from work and the
employees do not constantly undergo physical exercise regularly.

28
In the 8th and 9th indicators, the employees somehow neglect personal need when
stressed due to work but also somehow suffers from work because of everything going on
in life. The employees are somewhat happy to spend the rest of the job with the
organization according to the 6th indicator.
Table 10. Work-Life Balance

Indicators Median DE
1. It is very easy for me to balance the demands of my work and 4 Agree
my personal and family life.
2. I have sufficient time away from my job to maintain adequate 4 Agree
work and personal/family life.
3. When I take a vacation, I am able to separate myself from 4 Agree
work and enjoy myself.
4. I feel myself completely successful in balancing my work and 4 Agree
personal/family life.
5. My organization culture helps me to balance work and family 4 Agree
responsibilities.
6. I would be very happy to spend the rest of my job with this 4 Agree
organization.
7. I can spend the time I want on my own development. 4 Agree
8. I never neglect my personal needs even I am stressed due to 4 Agree
my work.
9. My work never suffers because of everything going on in my 4 Agree
personal life.
10. I don't have to choose between my personal life and my job. 3 Neutral
11. I'm not too sleepy when I get home from work. 4 Agree
12. My job makes it simple to maintain the kind of private life I 4 Agree
might prefer.
13. I have time and energy to engage in any leisure activities that I 4 Agree
want to do.
14. I am able to enjoy my time off without thinking of my work 4 Agree
duties.
15. I am still able to perform my work properly even when I feel 4 Agree
tired.
29
16. I don’t easily get tired and exhausted even if I don’t have 4 Agree
enough rest.
17. I don’t lose my appetite or skip meals even if I am stressed. 4 Agree
18. I undergo physical exercise regularly. 4 Agree
19. I have enough time to think, plan and to schedule my day-to- 4 Agree
day activity.
20. I have sufficient time of sleep every day. 4 Agree
Overall Median 4 Agree
Level of Performance
Attendance. Table 11 shows that the rank-and-file employees of DepEd Regional
Office I are fully consistent report to work and have outstanding attendance at meetings
and other institutional activities. Though, the employees noticeably have alternating
absences and tardiness that impact performing their work daily. Still, the overall
attendance record of rank-and-file employees is outstanding.
Outstanding attendance is an essential function for all employees. It shows the
employers that the staff member is a hard-working, dedicated, and reliable worker.
Setting a great attendance record will look good to the current employer and to any future
employers when looking for a new job. Having poor attendance puts a huge effect on job
performance (IPL.org). According to Baduhi, (2017), employees can be absent at work
for various reasons or just deciding to be rebellious as a sign of registering some concerns
especially associated with job dissatisfaction in the workplace. Absenteeism in the
workplace is catastrophic as it hinders performance and results.
Table 11: Attendance

Indicator Median Descriptive Equivalent
Reports consistently to work. 5 Outstanding
30
Moderate absence or tardiness. 4 Commendable

100% attendance to meetings and 5 Outstanding
other institutional activities.
Overall 5 Outstanding
Attitude at Work. Rank-and-File Employees of the Department of Education -
Region 1 proved exceptional attitudes at work. They are promptly and courteously
assisting their clients with output that is fully punctual and expeditious. Furthermore, the
employees communicate their input needs by constantly seeking advice and mentoring
from the respondent’s supervisors for a way to cope with workplace issues, learn,
develop, and grow, which boosts engagement.
According to Fallah, J.K., (2017), attitude is a very important factor in the
workplace. It is not only beneficial to the organization but also to the individual
employees. Organizations that cultivate good workplace attitudes among their employees
improve the efficiency of communications and achieved better teamwork and
collaboration in the course of work. As a result, their employees have tremendously
boosted morale, have lesser levels of stress, and are highly productive. As a result of the
good attitude, the level of fatigue and stress among employees is reduced as they are
motivated and innovative in discharging their duties. Reduced stress translates into
reduced absenteeism.
Table 12: Attitude at Work

Prompt and courteous assistance to 5 Outstanding
clients.
Punctual and expeditious total 5 Outstanding
outputs.
Seeks advice or mentoring from 5 Outstanding
31
supervisors.
Interpersonal Skills. Table 13 shows interpersonal skills, good communication,
the ability to handle conflict, teamwork, and a positive attitude of the rank-and-file
employees of DepEd Regional Office I. Employees with interpersonal skills have a habit
of to healthy work with other employees, which results in a fully harmonious/productive
work environment. The respondents fully interact and treat others equitably, indicating
that the employees maintain good communication and teamwork. A negative attitude or
no interpersonal skills may hinder other employees from carrying out their
responsibilities; however, it is found that the rank-and-file employees of the DepEd
Regional Office I effectively avoid the behavior and they have the ability to handle
conflict and frustration, and have a positive attitude appropriately.
Employees with strong interpersonal skills can do more than collaborate
effectively. They're able to vary how they act and what they contribute. They notice the
strengths and weaknesses of others in their group, and they adapt (Shafer, 2017).
Table 13: Interpersonal Skills

Consistently promotes and 5 Outstanding
maintains a harmonious/productive
work environment.
Interacts and treats others 5 Outstanding
equitably.
Avoids disruptive behavior. Deals 5 Outstanding
with conflict and frustration
appropriately.
Overall 5
32
Job Knowledge. Table 14 indicates that the rank-and-file employees of DepEd
Regional Office I possess superior job skills and knowledge. This indicates that they
effectively apply their professional and technical skills to their work assignments
producing exceptional output. Additionally, the employees are outstanding at being
flexible and quickly adapting to changes relevant to their work. Though, the employees
were found to not totally seek and apply innovative and relevant techniques to their
assigned tasks.
According to Fletcher, (2023), job knowledge is the understanding of a set of
responsibilities specific to a job, as well as the ongoing capacity to stay abreast of
changes in job functions.
Table 14: Job Knowledge

Possesses superior job skills and 5 Outstanding
knowledge; effectively applies
them to work assignments.
Seeks/applies innovative and 4 Commendable
relevant techniques.
Flexible and easily adapts to 5 Outstanding
change.
Therefore, table 15 summarizes the employees' level of job performance relative
to their attendance, attitude at work, interpersonal skills, and job knowledge. The
indicators have shown an overall median result of 5, which indicates that the level of
performance of the rank-and-file employees of DepEd Regional Office I is outstanding.
This demonstrates that the employees are definitely carrying out excellently. In view of
33
the excellent level of performance of the employees, it is then possible for the
organization to become more responsive to a company's internal marketing.
Furthermore, job performance has been defined as the way by which workers
perform the tasks of the organization, also linking the behavior of workers with the norms
of the company itself (Imran et al., 2012). Employee performance's efficiency and
effectiveness are the key factors in providing a better service to clients and helping the
business continually achieve its purpose (Batainch, 2017).
Table 15: Summary Table for the Level of Performance of Employees

Performance Level Indicator Median Descriptive Equivalent
Attendance 5 Outstanding
Attitude at Work 5 Outstanding
Interpersonal Skills 5 Outstanding
Job Knowledge
Difference in the Work-Life Balance of the Respondents Across their Profile
STable 16: Difference in the Work-Life Balance of the Respondents Across their
Gender
Table 16 showed the extent of the difference between work-life balance across
their age. The findings revealed that there is no significant difference using Mann-
Whitney Test.
Descriptive Statistics
N Mean Std. Minim Maxim Percentiles
Deviation um um 25th 50th 75th
(Median)
34
Level of WLB 126 3.937 .5176 2.5 5.0 4.000 4.000 4.000
Gender 126 1.44 .499 1 2 1.00 1.00 2.00
Ranks
Gender N Mean Sum of
Rank Ranks
Female 70 61.31 4292.00
Level of WLB Male 56 66.23 3709.00
Total 126
Test Statisticsa
Level of WLB
Mann-Whitney U 1807.000
Wilcoxon W 4292.000
Z -.928
Asymp. Sig. (2-
.354
tailed)
Exact Sig. (2-
.345
tailed)
Exact Sig. (1-
.172
tailed)
Point Probability .001
a. Grouping Variable: Gender
Table 17: Difference in the Work-Life Balance of the Respondents Across their
Marital Status
their marital status. The findings revealed that there is no significant difference using
Mann-Whitney test.
35
Test Statisticsa
Level of WLB
Mann-Whitney U 1402.500
Wilcoxon W 2032.500
Z -1.278
Asymp. Sig. (2-tailed) .201
Exact Sig. (2-tailed) .201
Exact Sig. (1-tailed) .108
Point Probability .000
a. Grouping Variable: Marital Status
N Mean Std. Minim Maxim Percentiles

Deviation um um
25th 50th 75th

(Median)
Level of WLB 126 3.937 .5176 2.5 5.0 4.000 4.000 4.000
Marital Status 126 1.28 .450 1 2 1.00 1.00 2.00

36
Table 18: Difference in the Work-Life Balance of the Respondents Across their Age
their age. The findings revealed that there is no significant difference using Kruskal
Wallis Test.
N Mean Std. Minimu Maximu
Deviation m m
Level of WLB 126 3.937 .5176 2.5 5.0
Age 126 3.19 1.010 1 4
Ranks
Age N Mean Rank
20-25 years old 11 31.27
26-30 years old 21 27.02
Level of WLB
31-35 years old 27 31.80
Total 59
37
Test Statisticsa,b
Level of WLB
Chi-Square 1.233
df 2
Asymp.
.540
Sig.
a. Kruskal Wallis Test
b. Grouping Variable: Age
Educational Attainment
their educational attainment. The findings revealed that there is no significant difference
using Kruskal Wallis Test.
Deviation m m
Level of WLB 126 3.937 .5176 2.5 5.0
Educational
127 1.35 .696 1 3
Attainment
Ranks
Educational N Mean
Attainment Rank
Bachelor 98 65.23
Master 12 66.83
Level of WLB
Doctorate 16 50.38
Total 126
Test Statisticsa,b
38
Level of WLB
Chi-Square 3.643
df 2
Asymp. Sig. .162
b. Grouping Variable: Educational
Attainment
Length of Service
their length of service. The findings revealed that there is no significant difference using
Kruskal Wallis Test.
Ranks
Length of N Mean
Service Rank
1-5 years 48 59.89
6-10 years 13 58.42
11-15 years 10 73.50
Level of WLB
16-20 years 6 67.50
21-above 49 65.86
Total 126
Test Statisticsa,b
Level of WLB
Chi-Square 2.666
df 4
Asymp. Sig. .615
b. Grouping Variable: Length of Service
39
Deviation m m
Level of WLB 126 3.937 .5176 2.5 5.0
Length of Service 126 2.96 1.804 1 5
Monthly Salary
their monthly salary. The findings revealed that there is no significant difference using
Kruskal Wallis Test.
Ranks
Monthly Salary N Mean Rank
Below 10,0000 6 75.67
11,000-20,000 68 64.60
21,000-30,000 14 65.82
Level of WLB 31,000-40,000 24 65.08
41,000-50,000 3 29.50
Others (51k above) 11 52.95
Total 126
Test Statisticsa,b
Level of WLB
Chi-Square 6.631
df 5
Asymp. Sig. .250
b. Grouping Variable: Monthly Salary
40
Employment Status
their employment status. The findings revealed that there is no significant difference
using Kruskal Wallis Test.
Ranks
Employment N Mean
Status Rank
Casual 1 67.50
Contractual 2 39.00
Level of WLB Job Order 12 79.79
Permanent 111 62.14
Total 126
Deviation m m
Level of WLB 126 3.937 .5176 2.5 5.0
Employment Status 126 3.85 .457 1 4
Test Statistics a,b
Level of WLB
Chi-Square 5.269
df 3
Asymp. Sig. .153
b. Grouping Variable: Employment Status
41
Difference in the Job Performance of the Respondents Across their Profile
Table 23: Difference in the Job Performance of the Respondents Across their Age
their age. The findings revealed that there is no significant difference.
ANOVA
Level of JP
Sum of df Mean F Sig.
Squares Square
Between
1.030 3 .343 1.421 .240
Groups
Within Groups 29.462 122 .241
Total 30.492 125
Descriptives
Level of JP
N Mean Std. Std. 95% Confidence Minimum Maximum
Deviati Error Interval for Mean
on Lower Upper
Bound Bound
20-25 years old 11 4.500 .5916 .1784 4.103 4.897 3.5 5.0
26-30 years old 21 4.690 .4323 .0943 4.494 4.887 4.0 5.0
31-35 years old 27 4.463 .4986 .0960 4.266 4.660 4.0 5.0
36 and above 67 4.440 .4887 .0597 4.321 4.559 4.0 5.0
Total 126 4.492 .4939 .0440 4.405 4.579 3.5 5.0
Level of JP
Tukey B
Age N Subset for alpha = 0.05
36 and above 67 4.440

42
31-35 years old 27 4.463

20-25 years old 11 4.500
26-30 years old 21 4.690
Means for groups in homogeneous subsets are displayed.
a. Uses Harmonic Mean Sample Size = 20.998.
b. The group sizes are unequal. The harmonic mean of the group sizes is used. Type I
error levels are not guaranteed.
Table 24: Difference in the Job Performance of the Respondents Across their
Gender
their gender. The findings revealed that there is a significant difference between males
and females (female is higher).
ANOVA
Level of JP
Squares Square
Between
1.381 1 1.381 5.884 .017
Groups
Total 30.492 125
Descriptives
Level of JP
Deviation Error Interval for Mean
Lower Upper
Bound Bound
Female 70 4.586 .4888 .0584 4.469 4.702 3.5 5.0
Male 56 4.375 .4791 .0640 4.247 4.503 4.0 5.0
Total 126 4.492 .4939 .0440 4.405 4.579 3.5 5.0
43
44
Marital Status
their Marital Status. The findings revealed that there is no significant difference.
ANOVA
Level of JP
Squares Square
Between
.205 1 .205 .840 .361
Groups
Total 30.492 125
Descriptives
Level of JP
Lower Upper Bound
Bound
Married 91 4.467 .4819 .0505 4.367 4.567 4.0 5.0
Single 35 4.557 .5254 .0888 4.377 4.738 3.5 5.0
Total 126 4.492 .4939 .0440 4.405 4.579 3.5 5.0
Educational Attainment
their educational attainment. The findings revealed that there is a significant difference.
The level of job performance of those with master’s degrees is significantly higher
compared to those with bachelor’s and doctorate degrees.

45
ANOVA
Level of JP
Squares Square
Between
2.443 2 1.221 5.356 .006
Groups
Total 30.492 125
Descriptives
Level of JP
Lower Upper
Bound Bound
1 98 4.439 .4883 .0493 4.341 4.537 3.5 5.0
2 12 4.917 .2887 .0833 4.733 5.100 4.0 5.0
3 16 4.500 .5164 .1291 4.225 4.775 4.0 5.0
Total 126 4.492 .4939 .0440 4.405 4.579 3.5 5.0
Legend:
(1) Bachelor
(2) Master
(3) Doctorate
Level of JP
Tukey B
Educational N Subset for alpha = 0.05
Attainment 1 2
Bachelor 98 4.439
Doctorate 16 4.500
Masters 12 4.917
46
Length of Service
their length of service. The findings revealed that there is no significant difference.
Legend:
(1) 1-5 years
(2) 6-10 years
(3) 11-15 years
(4) 16-20 years
(5) 21-above
ANOVA
Level of JP
Squares Square
Between
1.071 4 .268 1.101 .359
Groups
Total 30.492 125
Descriptives
Level of JP
Lower Upper
Bound Bound
1 48 4.479 .5049 .0729 4.333 4.626 3.5 5.0
2 13 4.654 .4737 .1314 4.368 4.940 4.0 5.0
3 10 4.700 .4830 .1528 4.354 5.046 4.0 5.0
4 6 4.333 .5164 .2108 3.791 4.875 4.0 5.0
5 49 4.439 .4855 .0694 4.299 4.578 4.0 5.0
Total 126 4.492 .4939 .0440 4.405 4.579 3.5 5.0
Level of JP
Tukey B
47
Length of N Subset for alpha = 0.05

Service 1
4 6 4.333
5 49 4.439
1 48 4.479
2 13 4.654
3 10 4.700
Monthly Salary
their monthly salary. The findings revealed that there is a significant difference.
Legend:
(1) below 10,000 (4) 31,000-40,000
(2) 11,000-20,000 (5) 41,000-50,000
(3) 21,000-30,000 (6) Others (higher than 50,000)
ANOVA
Level of JP
Squares Square
Between
3.536 5 .707 3.148 .010
Groups
Total 30.492 125
Multiple Comparisons
48
Dependent Variable: Level of JP

Tukey HSD
(I) Monthly (J) Monthly Mean Std. Error Sig. 95% Confidence
Salary Salary Difference Interval
(I-J) Lower Upper
Bound Bound
2 .3284 .2018 .582 -.256 .913
3 -.0476 .2313 1.000 -.717 .622
1 4 .0000 .2163 1.000 -.627 .627
5 .0000 .3351 1.000 -.971 .971
6 .0303 .2405 1.000 -.666 .727
1 -.3284 .2018 .582 -.913 .256
3 -.3761 .1391 .082 -.779 .027
2 4 -.3284* .1125 .047 -.654 -.003
5 -.3284 .2796 .848 -1.138 .481
6 -.2981 .1540 .386 -.744 .148
1 .0476 .2313 1.000 -.622 .717
2 .3761 .1391 .082 -.027 .779
3 4 .0476 .1594 1.000 -.414 .509
5 .0476 .3015 1.000 -.826 .921
6 .0779 .1910 .999 -.475 .631
1 .0000 .2163 1.000 -.627 .627
2 .3284* .1125 .047 .003 .654
4 3 -.0476 .1594 1.000 -.509 .414
5 .0000 .2902 1.000 -.841 .841
6 .0303 .1726 1.000 -.470 .530
1 .0000 .3351 1.000 -.971 .971
2 .3284 .2796 .848 -.481 1.138
5 3 -.0476 .3015 1.000 -.921 .826
4 .0000 .2902 1.000 -.841 .841
6 .0303 .3087 1.000 -.864 .924
1 -.0303 .2405 1.000 -.727 .666
2 .2981 .1540 .386 -.148 .744
6 3 -.0779 .1910 .999 -.631 .475
4 -.0303 .1726 1.000 -.530 .470
5 -.0303 .3087 1.000 -.924 .864
*. The mean difference is significant at the 0.05 level.
Level of JP
49
Tukey HSD
Monthly N Subset for alpha = 0.05
Salary 1
2 68 4.338
6 11 4.636
1 6 4.667
4 24 4.667
5 3 4.667
3 14 4.714
Sig. .586
Employment Status
their employment status. The findings revealed that there is no significant difference.
Legend:
(1) Casual (3) Job Order
(2) Contractual (4) Permanent
50
Descriptives
Level of JP
N Mean Std. Std. 95% Confidence Interval Minimum Maximum
Deviation Error for Mean
Lower Bound Upper
Bound
1 1 4.000 . . . . 4.0 4.0
2 2 4.750 .3536 .2500 1.573 7.927 4.5 5.0
3 12 4.500 .5222 .1508 4.168 4.832 4.0 5.0
4 111 4.491 .4954 .0470 4.398 4.584 3.5 5.0
Total 126 4.492 .4939 .0440 4.405 4.579 3.5 5.0
ANOVA
Level of JP
Squares Square
Between
.376 3 .125 .508 .678
Groups
Total 30.492 125
Relationship Between Work-Life Balance and Job Performance of the Respondents
their employment status. The findings revealed that there is a significant relationship
between the work-life balance and the job performance of the respondents.
Table 30: Relationship Between Work-Life Balance and Job Performance
Chi-Square Tests
Value df Asymp. Sig. (2-sided)
Pearson Chi-Square 137.124a 15 .000

Likelihood Ratio 24.246 15 .061
Linear-by-Linear Association 7.232 1 .007
51
N of Valid Cases 126

a. 18 cells (75.0%) have expected count less than 5. The minimum expected count is .01.
52
Chapter IV
SUMMARY, CONCLUSIONS, AND RECOMMENDATIONS
Summary
Conclusions
Recommendations
53
APPENDICES
Appendix A
COMMUNICATION LETTER
54
55
56
57
58
59
60
61
62
63
64
Appendix B
SURVEY QUESTIONNAIRE
WORK-LIFE BALANCE AND JOB PERFORMANCE OF RANK-AND-FILE

EMPLOYEES OF DEPED REGIONAL OFFICE 1
Part I: Demographics
Please check on the most appropriate number in the answer column or write your answer
in the space provided.
Name:__________________________________________________________________
Position:________________________________________________________________
Age: Gender: Marital Status:

( ) 20-25 years old ( ) Female ( ) Single
( ) 26-30 years old ( ) Male ( ) Married
( ) 31-35 years old ( ) Legally Separated
( ) 36 and above ( ) Widowed
Educational Attainment: Length of Services: Employment Status:

( ) Doctorate Graduate ( ) 1-5 years ( ) Permanent
( ) Doctorate Level ( ) 6-10 years ( ) Contractual
( ) Master Graduate ( ) 11-15 years ( ) Probationary
( ) Bachelor Graduate ( ) 16-20 years ( ) Job Order
( ) 21-above Others (please specify)
Monthly Salary:
( ) 5,000-10,000
( ) 11,000-20,000
( ) 21,000-30,000
( ) 31,000-40,000
Others (please specify)
____________________
65
Part II: Work-Life Balance

Instruction: Using the 5-point Scale shown below, rate the following questions by
placing a check in the box. Please answer the question honestly. Do not leave the box
unanswered.
(5) Strongly Agree (4) Agree (3) Neutral (2) Disagree (1) Strongly Disagree
Work-Life Balance (Please check your response) 5 4 3 2 1
1. It is very easy for me to balance the demands of my work and my

personal and family life
2. I have sufficient time away from my job to maintain adequate work
and personal/family life.
3. When I take a vacation, I am able to separate myself from work and
enjoy myself.
4. I feel completely successful in balancing my work and personal/family
life.
5. My organizational culture helps me to balance work and family
responsibilities.
6. I would be very happy to spend the rest of my job with this
organization.
7. I can spend the time I want on my own development.
8. I often neglect my personal needs due to the stress of my work
9. My work suffers because of everything going on in my personal life.
10. I often need to make difficult choices between my work and my
personal life
11. I return home from work too tired to try to do things I wish to do
12. My job makes it difficult to take care of the type of private life I might
like
13. I have time and energy to engage in any leisure activities that I want to
do.
14. I am able to enjoy my time off without thinking of my work duties.
15. I am still able to perform my work properly even when I feel fatigued
or tired
16. I don’t easily get tired and exhausted even if I don’t have enough rest
17. I don’t lose my appetite or skip meals even if I am stressed.
18 I undergo physical exercise regularly.
19. I have enough time to think, plan and to schedule my day-to-day
66
activity
20. I have sufficient time of sleep every day.
PART III. JOB PERFORMANCE

Instruction: Please choose each of the items below by putting a check mark (/) within
the appropriate box.
INDICATORS Outstanding Commendable Satisfactory Need

Improvement
Unsatisfactory
(5) (4) (3) (2) (1)

ATTENDANCE
1. Reports consistently to
work.
2. Moderate absence or
tardiness
3. 100% attendance to
meetings and other
institutional activities.
ATTITUDE AT WORK
1. Prompt and courteous
assistance to clients.
2. Punctual and expeditious
total outputs.
3. Seek advice or mentoring
from supervisors.
INTERPERSONAL SKILLS
1. Consistently promotes and
maintains a
harmonious/productive
work environment.
2. Interacts and treats others
equitably.
3. Avoids disruptive
behavior. Deals with
conflict and frustration
appropriately.
JOB KNOWLEDGE
1. Possesses superior job
skills and knowledge;
effectively applies them to
work assignments.
2. Seek/applies innovative
and relevant techniques.
67
3. Flexible and easily adapts

to change.
68
LITERATURE CITED
A. Iqbal, M. Ijaz, F. Latif, H. Mushtaq (2015). Factors affecting the employee’s

performance: a case study of banking sector in Pakistan. Eur. J. Bus. Soc.
Sci., 4 (8)
A.N. Onuorah, M. Okeke, I.A. Ikechukwu (2019). Compensation management and

employee performance in Nigeria. Int. J. Acad. Res. Bus. Soc. Sci., 9 (2),
pp. 384-398
Abioro, M. A., Oladejo, D. A., & Ashogbon, F. O. (2018). Work Life Balance Practices
and Employees Productivity in The Nigerian University System. Crawford
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74
HIEDE I. NISPEROS
PERSONAL INFORMATION
Permanent Address : Sevilla, City of San Fernando, La Union

Date of Birth : October 27, 2001
Place of Birth : City of San Fernando, La Union
Parents/Guardian : Nida I. Nisperos
Civil Status : Single
Institutional Affiliation : Don Mariano Marcos Memorial State University
Mid-La Union Campus
School Address : Catbangen, City of San Fernando, La Union
Contact Number : +639685847256
Email Address : hiede.nisperos@student.dmmmsu.edu.ph
EDUCATIONAL BACKGROUND
2020 – Present Bachelor of Science in Office Administration

Don Mariano Marcos Memorial State University
Mid La Union Campus
Catbangen, City of San Fernando, La Union
2018-2020 Senior High School

Mid La Union Campus
2014-2018 Junior High School

La Union National High School
2008-2014 Elementary
Catbangen Central School
TRAININGS/SEMINARS ATTENDED
 Retire Young, Retire Rich

Bangko Sentral ng Pilipinas, City of San Fernando La Union
September 7, 2019
75
 6th PASOA North Luzon Convention, Building Teams in Challenging Times

Zoom Video Conference
April 2, 2022
 Seminar-Workshop and Teambuilding

College of Management, Audio Visual Room
April 28, 2023
PROFESSIONAL AFFILIATION/S
Philippine Association of Students in Office Administration

DMMMSU Chapter
Auditor 2021-2022
Shorthand/Stenography Writing Contest

DMMMSU-MLUC, COM-PASOA
2nd Placer
February 28, 2022
Shorthand/Stenography Writing Contest

DMMMSU-MLUC, COM-PASOA
Champion
February 28, 2023
76
LIENHEL D. ARCEO
Permanent Address : Tanqui, City of San Fernando, La Union

Date of Birth : December 19, 2001
Place of Birth : City of San Fernando , La Union
Parents/Guardian : Liezel D. Arceo
Mid La Union Campus
Email Address : lienhel.arceo@student.dmmmsu.edu.ph

Mid La Union Campus
2018 -2020 Senior High School

Union Christian College
Widdoes Street, Barangay II, City of San Fernando, La
Union

San Fernando South Central Integrated School
Tanqui Gabaldon, City of San Fernando , La Union
Tanqui Gabaldon, City of San Fernando , La Union
 Joint Convocation
UCC, City of San Fernando La Union
September 17, 2019
77
 Environmental Responsibility
September 25, 2019
 Career Expo
LUNHS, City of San Fernando La Union
November 08, 2019
 Gender-Sensitivity & HIV & Aids Awareness

October 23, 2019
 Career Guidance
UCC, City of San Fernando, La Union
October 17,2019
WORK EXPERIENCE/S
Sales Crew
CSI Mall, City of San Fernando, La Union
March 23, 2021
78
ANNIE MARIE M. LAIGO
Permanent Address : Canaoay, City of San Fernando, La Union

Date of Birth : February 1, 2003
Place of Birth : San Fernando, La Union
Parents/Guardian : Angelita M. Laigo
Mid-La Union Campus
Email Address : alaigo29612@student.dmmmsu.edu.ph

Mid La Union Campus
2018-2020 Senior High School


Canaoay Elementary School
Canaoay, City of San Fernando, La Union
 Establishing Smarter Searching of DMMMSU Libraries' Subscribed

Databases
DMMMSU-MLUC, City of San Fernando La Union
September 06, 2022
79
 CS ELIGIBIL80:CIVIL SERVICE EXAMINATION MUST-

KNOWS
December 01, 2022
 I AM READY: "AWARENESS AND PREPAREDNESS DURING

EARTHQUAKE"
November 30, 2022
WORK EXPERIENCE/S
On The Job Trainee in PhilHealth La Union

Biday, City of San Fernando La Union
80
MARJORIE B. MUNAR
Permanent Address :Cabaroan City of San Fernando, La Union

Date of Birth : May 10, 2001
Place of Birth : Rosario, La Union
Parents/Guardian : Maricon B. Munar
Mid-La Union Campus
Email Address : mmunar24732@student.dmmmsu.edu.ph

Mid La Union Campus
Senior High School

2017-2019 San Fernando South Central Integrated School
Tanqui, City of San Fernando, La Union

Tanqui, City of San Fernando, La Union
Tanqui, City of San Fernando La Union
WORK EXPERIENCE/S
Catering Services Crew

Bauang, La Union
81
SHARENE P. PADUA
Permanent Address : Namtutan, City of San Fernando, La Union

Date of Birth : December 12, 2001
Place of Birth : Aringay, La Union
Parents/Guardian : Rosemarie P. Padua
Mid-La Union Campus
Email Address : sharene.padua@student.dmmmsu.edu ph
2020- Present Bachelor of Science in Office Administration

Mid La Union Campus
2018- 2020 Senior High School

Catbangen , City of San Fernando, La Union
2014- 2018 Junior High School

2008- 2014 Elementary

Dallangayan Elementary School
Dallangayan Este, City of San Fernando, La Union
 Food handlers Training Seminar

Office of the City Health Officer
September, 30 2022
82
 Cookery NC II
Saint John Bosco College, City of San Fernando, La Union
October 29, 2019- January 17, 2022
By Tesda Region 1
WORK EXPERIENCE/S
Special Program for the Employment of Students (SPES)

LEBDO
City of San Fernando, La Union

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1

Work-life balance programs have been demonstrated to have an impact on

employees in terms of recruitment, retention/turnover, commitment and satisfaction,

productivity (Dhas, 2015).

An employee is said to derive pleasure and self-fulfillment at home and work

when investigating the work–life balance (Gragnano et al., 2020).

Unfortunately, management has yet to recognize that unbalanced work-family life

Oludayo (2018) suggested that management should be more accommodating to

variable in industrial management and organizational behaviour (Carpini, Parker, &

Rather it is a concept focusing on employees' life satisfaction in general. It has become an

strategic goals of the organization (Jalagat, 2017).

governments, organizations, and society as a whole (Vratskikh et al., 2016). Accordingly,

performance is the main result that employees contribute to their productivity. It is an

the organization's performance (Gridwichai et al., 2020).

Organizations seek to gain competitive advantage by hiring highly experienced

performance is considered a failure to achieve both organizational and personal goals

system, ideal operating procedures, anticipated performance, feedback on performance,

as well as knowledge, skills and attitudes (Lankeshwara, 2018).

Qualified employees could be attracted and maintained through an appropriate and

performance as well through an effective compensation structure that motivates them to

performance, there is no team performance, organizational performance, or economic

sector performance (Campbell & Wiernik, 2015).

organization as the results of such determines the overall performance of the

work-life conflict can be related to non-work-related outcomes such as family satisfaction

The majority of psychologists concur that a worker's employment obligations

"Organization Man." Engman (2022)

participation, spirituality, personal growth, self-care, and other personal activities, in

assist in work-life balance.

between professional and personal growth and development.

to investigate how work-life balance is experienced by production among rank-and-file

Framework of the Study

Balance and Job Performance.

further analyzed by determining the permeability and flexibility of the boundaries

Compensation Theory. Describes that individual, because of the lack of

negative because negative experiences in one domain result in perception of another

and values in one domain enhance the experience in another domain.

performance (known as family-work conflict; Bakker & Demerouti, 2013).

Congruence Theory. States that a third variable such as genetic factors or

or coping styles, or external factors, such as social influences.

Contemporary Models of Job Performance. Links between task performance,

contextual performance, organizational citizenship behaviors, counterproductivity and

organizational deviance are pointed out. Measurement issues in constructing generic

management in general, and performance appraisal for selection and assessment in

should explain the common individual differences determinants of performance

of an employee and organizational factors have direct link towards well-being of

organizational factors have direct link towards well-being of employees.

segmentation is an active psychosocial process which divides the two worlds.

Spillover-Crossover Model. Argued that positive or negative experiences in one

of other people (Bakker & Demerouti, 2013).

Stage of Maturity at a Theoretical Level. The variable job performance appears

behaviours can generate organizational value by Carpini et al. (2017).

Independent Variable Dependent Variable

Level of Work-Life Level of Job

Profile of the respondents

Fig. 1. Research Paradigm

Statement of the Problem

among Rank-and-File Employees of DepEd Regional Office 1.

Specifically, this study seeks to answer the following questions:

1. What is the profile of the respondents as to;