Content area
Cervera (1998) lists the following Filipino work values; (a) Environmental, including quietness, proximity to home, workplace cleanliness, and temperature; (b) Familial, where employees can stay in touch with their families to maintain unity, closeness, and loyalty; (c) Intellectual-achievement orientation or organizational elements that allow decision-making autonomy, result responsibility, and a sense of accomplishment; (d) Interpersonal working conditions that foster pakikisama, loyalty, and friendships among coworkers; (e) Managerial working conditions that enable people management and efficient use of resources to achieve organizational goals; (f) Material value, including job security, decent salary, perks, and status; (g) Work characteristics that promote occupational growth, competence, and education-to-work; (h) Organizational values or caring work environments that inspire employees to adopt organizational aims, openness, cooperation, and policies; (i) Religion value, where a workplace does not discriminate against religious views and fosters expression; and (j) Variety, where work is neither tedious, boring, or unchallenging (Cena, Fresco et al., 2021). According to Andres (2004), an individual's attitude is shaped by the values they hold both personally and professionally. [...]values play a crucial role in guiding decision-making, shaping preferences, and driving action. According to Matias and Perez (2003) work values are profound underlying beliefs that influence individual occupational choices.
ABSTRACT
The achievement of an organization's vision, mission and goals is of primary importance such that the organization's workplace should be composed of people who have values and beliefs aligned with that of the organization. The present study described the profile of the young professionals, their work values, using a 5-point Likert scale, and finally the relationship between their profile and work values were determined using the Spearman's Rho. Results showed that work value aspects of occupational, material, intellectual achievement and organizational were rated with a very high importance while aspects like environmental, managerial, religious, familial, varied, and interpersonal were rated with high importance. Findings on the relationship study revealed that among the 10 work values, the organizational, varied and interpersonal aspects had weak but significant relationship towards salary. Utilizing multivariate regressions revealed that there is insufficient evidence to support the notion that profile variables can be used as predictors of Filipino work values among young professionals.
Keywords: Work values, Young professionals.
1. INTRODUCTION
Workplace values encompass the fundamental guiding principles that shape individuals' approach to their professional endeavors. They represent deeply ingrained beliefs that inform ethical decision-making, work methodologies, and significant career-related choices. The workplace values established by an organization serve as a cornerstone for its culture, reflecting the collective priorities of the entire entity. It is crucial for the values of the workforce to align with those of the organization, as this alignment fosters mutual understanding, encourages principled actions, and cultivates robust interpersonal relationships. By attaining values alignment, the organization as a whole can effectively pursue its core mission. In accordance with Duffy's (2010) definition, work values can be described as individuals' desires and the specific aspects of a job that contribute to their overall satisfaction.
Cervera (1998) lists the following Filipino work values; (a) Environmental, including quietness, proximity to home, workplace cleanliness, and temperature; (b) Familial, where employees can stay in touch with their families to maintain unity, closeness, and loyalty; (c) Intellectual-achievement orientation or organizational elements that allow decision-making autonomy, result responsibility, and a sense of accomplishment; (d) Interpersonal working conditions that foster pakikisama, loyalty, and friendships among coworkers; (e) Managerial working conditions that enable people management and efficient use of resources to achieve organizational goals; (f) Material value, including job security, decent salary, perks, and status; (g) Work characteristics that promote occupational growth, competence, and education-to-work; (h) Organizational values or caring work environments that inspire employees to adopt organizational aims, openness, cooperation, and policies; (i) Religion value, where a workplace does not discriminate against religious views and fosters expression; and (j) Variety, where work is neither tedious, boring, or unchallenging (Cena, Fresco et al., 2021).
According to Andres (2004), an individual's attitude is shaped by the values they hold both personally and professionally. This attitude significantly impacts the effectiveness, efficiency, and productivity of workers within an organization. In fact, values play a crucial role in guiding decision-making, shaping preferences, and driving action. Recognizing the significance of this connection, the researchers set out to explore whether there exists a correlation between profile variables (such as personal characteristics, educational background, or work experience) and the work values held by young professionals. By investigating this relationship, they aimed to gain a deeper understanding of how various factors influence the work values of individuals entering the workforce.
2. METHODOLOGY
The present study employed a descriptive correlational survey method within a quantitative approach. A survey questionnaire was adopted by the researchers using the Filipino Work Values Scale (FWVS) an instrument designed by Cervera (2010). The FWVS consists of 80 items that are categorized into subscales or dimensions, which aim to capture the work values guiding decision-making among young professionals. Participants were asked to rate the importance of these values using a 5-point Likert scale. A sample of 100 young professionals was randomly selected to partake in the survey. Profile variables were also described using frequency counts, while the means and corresponding adjectival descriptions were computed for each aspect of work values. To examine the relationship between profile variables and work values, Spearman's Rho correlation coefficient was employed. Furthermore, a multivariate regression analysis was conducted to determine whether the profile variables could predict the Filipino work values of the young professionals.
3. RESULTS AND DISCUSSION
The findings provide valuable insights into the demographics and characteristics of the respondents. The data suggests that the study predominantly involved 59% female participants. Among the participants, 4.8% held doctorate degrees, 6.7% held master's degrees, and 88.6% held bachelor's degrees. This distribution highlights a majority of respondents holding bachelor's degrees, indicating that the sample primarily consisted of individuals with undergraduate education. The study also examined the participants' positions within their respective organizations. The findings demonstrate that 1.9% were from top management, 28.6% held middle management positions, and the majority, 69.5%, belonged to the rank and file. This distribution suggests that the study aimed to capture insights from individuals at various levels of the organizational hierarchy, with a particular focus on the rank-and-file employees and as to salary, 62% of them are earning less than 500 USD monthly while 37.9 % are earning more than 500 USD.
Vildo (2017) highlighted the role of education, women's economic independence, and a strong legal framework, while Kabeer (2005) underscores the cognitive changes that education can bring about, enabling women to actively engage with and transform their lives. By considering the findings from these studies collectively, it becomes evident that education plays a crucial role in fostering women's empowerment by equipping them with knowledge, skills, and independence and make meaningful contributions to society.
Table 1 presents the environmental aspects of work values, wit i a sub mean score of 4.43. The work values of young professionals are considered high in terms of accessibility and the physical condition of the workplace. This implies convenience of the workplace and physical attributes are with high regard to the respondents.
Table 2 presents the work values on managerial aspects with a sub mean score of 4.39 described as high. This shows that respondents find that working with superiors who train them to integrate and coordinate organizational resources towards accomplishment of objectives has a mean score of 4.74 rated as very high. The work values of the respondents on management are like empowerment and delegation of tasks.
In Buckholder's (2007) study, he highlighted the significance of assigning tasks or projects that provide individuals with the autonomy to make decisions that will make them feel they have earned trust and are able to work on their own and take full responsibility, not only on the specific tasks but of their entire role within the organization.
Table 3 presents work values of respondents in terms of materials. A sub mean score of 4.57 rated as very high, shows that they feel that they value a job that is compensatory for their efforts. The results of the study showed that respondents give very high regard to "a work organization which has a program for promotions and salary increases" and "a job that compensates your efforts well" with a mean score of 4.77. The findings were strengthened by Zapra (2008) that described capacity for hard work given proper conditions, desire to raise one's standard of living and possess the essentials of decent life. However, in the study conducted by Dewi (2022), remuneration system does not affect the performance of public lecturers.
Table 4 shows data on occupational values with a sub mean score of 4.66, rated as very high are the work values on working with supervisors who are fair in dealings with their subordinates. According to Matias and Perez (2003) work values are profound underlying beliefs that influence individual occupational choices. These values affect what an individual feels are important and fairly stable throughout their life span. Work values are a more basic aspect of work need. Work needs are the necessity for rewards and appreciation that individuals have done through work well done. This includes personal and professional growth of the employees who are provided with proper training and professional development activities.
In the study conducted by Dewi 2022, remuneration system does not affect the performance of Public Service Agencies lecturers in Indonesia. The organizational commitment variable also does not fully moderate the effect of the remuneration system on lecturer performance. However, from the results of statistical testing, it is known that organizational commitment is a potential moderating factor in the research model being tested. This can be caused by the application of the remuneration system at Public Service Agencies relatively recently, on average, only 2-5 years, so that psychologically, the remuneration system has not been internalized in each lecturer.
Table 5 shows data on organizational values of young professionals. Among the indicators, "working with supervisors who are fair in dealing with their subordinates showed a sub mean of 4.68, rated as Very High." This was concluded by Tsindoli and Makori (2017) in their study that the most significant motivation of employees was meaningful delegation, availability of relevant and adequate materials, conducive working environment, manageable workload and leadership styles of superiors. Schein (1983) defined Organization Culture as "the pattern of basic assumptions that a group has invented, discovered, or developed in learning to cope with its problems of external adaptation and internal integration" (Suryanarayana, 2023). Respondents would always want to work in a place where they share the same culture as manifested by the organizational culture of the organization and the workplace.
Table 6 presents empirical findings pertaining to religious values, portraying a sub mean of 4.34 along with a markedly elevated adjectival description. Evidently, the respondents exhibit a conviction in the significance of collaborating with superiors who possess a deep reverence for the divine. As expounded by Roche (1989), the Filipino character evinces a commendable attribute of unwavering faith and religious devotion. In this vein, individuals within the sample profess an inclination towards enhanced work performance within an organizational context that fosters an environment wherein both superiors and peers share a profound sense of religious piety.
Table 7 shows data on intellectual achievement with a sub mean of 4.60 and VH adjectival description. Among the indicators a VH mean was computed as 4.77 on both indicators stating "a job which maximizes your potential and feeling of self-worth in your job". According to Jocano (2003), work values are a set of common views of aspects of life, thinking and attitudes about work and how it should be done. It is crucial because it affects how individuals perform in his job in terms of what is right or wrong. So, it affects the way a worker psychologically distinguishes his work, hence the workers motivation to tackle a task productively, with quality and efficiency.
Table 8 shows data on work values regarding familial has a mean of 4.32 and high adjectival description. Among the indicators with very high adjectival description, with a mean of 4.52 is the indicator, "a job does not take away from a family" that they value most. One of the strengths of Filipino culture is the love for family. This is manifested in the data where the respondents give high importance to their family.
Table 9 data on varied work values of the young professionals showed a sub mean of 4.23, rated as high. Among the indicators with a very high rating of 4.52 is "a job which requires you to deal with different kinds of people". Pasche (2014) in dealing with other people in the workplace, working in an environment means having to deal with all different kinds of people, getting along with all of them can be a bit of a challenge, and when people are hard to deal with, it can lead to slower productivity and missed deadlines. Different people need to be dealt with in different ways and as individuals. On the other hand, about their work values in an organization that encourages recreational activities aside from the work routine. Furthermore, Mckay (2016) stated the value of having leisure time and having adequate time away from work.
Table 10 reveals the work values on interpersonal relationships having a sub mean of 4.27, rated as very high. According to Lynch (2002), social acceptance, economic security and social mobility predominantly motivate and control the behavior of the Filipino. Andres supports these findings in a latter study and says that there are value concepts that are predominant in the Filipino culture which are relevant in the Filipino worker. These are "hiya" or an emotion laden attitude involving honor, dignity, and pride; "amor propio" or self-esteem; "utang na loob" or the principle of reciprocity; "pakikisama" or the tendency to level with someone who is out of line and the curbing of antisocial attitudes disallowing privacy; and paternalism which implies a deep respect for elders in consideration of age. The values "utang na loob" and "hiya" were also indicated by Hollnsteiner to be present in every Filipino.
Table 11 shows the summary of sub means for the ten (10) dimensions. Among the dimensions investigated four (4) were marked with very high importance among the young professionals surveyed, these are occupational, intellectual achievement, material and organizational. While other dimensions rated with high importance were managerial, religious, familial, interpersonal, and varied.
Based on the social exchange theory, Human Resource Management Practices or HRMPs have been taken as a practical approach to elevating the commitment levels of employees (Guchait & Cho, 2010), which is confirmed by study through establishing a significant relationship between HRMPs and employee commitment. Social exchange is based on the norms of reciprocity; organizations can achieve a higher level of employee commitment by focusing on HRMPs in employee exchanges (Giauque, Resenterra, & Siggen, 2010).
Using Spearman's Rho, findings revealed that among the 10 Filipino work values, Organizational, Varied, and Interpersonal, showed p values of .043, .034 and .039, respectively, displaying a significant relationship with salary. As to Organizational work values, this indicates that the work values of the respondents remain intact regardless of their organizational position. This means that whatever position they are handling in the organization they will maintain their work values. As to Varied, the findings revealed that it is significant but weak, this indicates that respondents can work well with others smoothly with different kinds of people and assignments. This is the value of "pakikipagkapwa" stands as an example and allows them to work smoothly as part of a group individual pride that oftentimes, their collectivistic pride takes their individual pride (Evason, 2016). As to Interpersonal, the findings revealed that this is significant but weak. This implies that work values are stable whenever they work with other people. The Filipino Culture "pakikisama" is very evident to the respondents. Filipinos are known to have this trait and apply it in their work with co-workers, loyalty and friendships.
Running a multivariate regression on the profile variables and the FWVS, Table 13 reveals that with p value of .442, results show that there is no sufficient evidence to establish that profile variables predict the Filipino work values of young professionals. This is further explained by the R2 value of 5.8% which is relatively small to influence FWVs of the respondents.
4. CONCLUSIONS AND RECOMMENDATIONS
It can be concluded in this study that majority of the young professionals are females, mostly are graduates of bachelors' degree, mostly with the entry position of rank and file and are receiving a relatively modest salary. The work values of young professionals rated with very high importance are occupational, intellectual achievement, material and organizational. Based on the statistical result on the test of relationship between the profile variables and the work values, it can also be concluded that young professionals, work values remain intact regardless of their salary and can work well with a variety of people. Based on the findings of the study of Abun et. al (2021), it concluded that the employees of Divine Word Colleges are equally motivated by extrinsic and intrinsic work values. Employees considered both values as strong predictors of work engagement.
Work values in an organization are worthy of investigating to have a great deal of understanding. Adviento and Meyer ( 2005), cited that it is important to consider one's values because; (1) it guides life minute by minute towards noble goals, rather than life being controlled by self-serving motives, customs, accidental occurrences, bad habits, impulses or emotions, (2) values and morale can not only guide but inspire and motivate: giving energy and zest for living and for doing something meaningful, (30 sensitivity to a failure to live up to your basic values may lead to unproductive guilt or constructive self-dissatisfaction which motivate to improve, (4) high values and some successes meeting those goals are necessary for high self-esteem, (5) professed but unused values are worthless and rationalization for not changing we must be honest with ourselves recognizing the differences between pretended (verbalized) values and operational (acted on) values.
Work values are also evaluative standards or criteria that guide an individual's actions (De Vos, Buyens, & Schalk, 2005; Dose 1997; Morin, 2004). Work values are linked to work attitudes and conduct (Gahan & Abeysekera, 2009). Finally, a multivariate analysis found little evidence that profile characteristics influence Filipino work values in young professionals.
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