worklife balance and organizational commitment of generation y employees

WORKLIFE BALANCE AND ORGANIZATIONAL COMMITMENT OF GENERATION Y EMPLOYEES

A Thesis

Presented to the

Faculty of the College of Business and Economics

De La Salle University-Manila

In Partial Fulfillment

Of the Requirements for the Degree in

Bachelor of Science in Commerce

Business Management Major in Applied Corporate Management

by:

Evangelista, Marianne Joyce M.

Lim, Eric Darryl N.

Rocafor, Shirley C.

Teh, Germaine Larisse Y.

December, 2009

Worklife Balance and Organizational Commitment of Generation Y Employees 2

TABLE OF CONTENTS

PAGE

i. Approval Sheet………………………………………………….... 5

ii. Abstract…………………………………………………………... 6

iii. Acknowledgments………………………………………………... 7

iv. List of Figures……………………………………………………. 8

v. List of Tables…………………………………………………….. 9

Chapter

I. Introduction and Background of the Study……………………… 10

Statement of the Problem………………………………….……... 14

Research Objectives……………………………………….……... 14

Review of Related Literature…………………………………….. 15

Conceptual Framework…………………………………………… 64

Operational Framework………………………………………...... 65

Definition of Terms………………………………………………. 67

Scope and Delimitations…………………………………………. 70

Significance of the Study………………………………………… 72


PAGE

II. Methods

Research Design………………………………………………….. 74

Subjects and Sampling Procedure………………………………… 75

Research Instruments……………………………………………... 76

Procedure……………………………………………………….... 79

Data Analysis…………………………………………………...... 82

Methodological Limitations……………………………………… 83

III. Results……………………………………………………………. 86

IV. Discussion………………………………………………………… 123

V. Summary, Conclusion and Recommendations

Summary...……………………………………………………….. 151

Conclusion……………………………………………………….. 152

Recommendations………………………………………………… 154

References………………………………………………………………… 158


PAGE

Appendix

A. Letter of Request to the General Manager of a Selected

Organization in Metro Manila……….…………………… 179

B. Interview Guide for Human Resource Representative…………. 180

C. Basic Information……………...……………………………… 182

D. Worklife Balance Scale………………...……………………… 184

E. Organizational Commitment Questionnaire…………………… 185

F. Interview Guide for Generation Y Employees…………………. 187

G Transcribed Interview Responses (HR Representatives)……… 188

H Transcribed Interview Responses (Employee Respondents)…... 241

ABSTRACT

This study examined the worklife balance and organizational commitment

of Generation Y employees in a selected Information Technology firm in Metro

Manila. The IT firm, a small-to-medium enterprise (SME), employs about 94

employees, who were used as the subjects for this study. There were three (3)

instruments used for the study: an interview guide for the semi-structured

interviews with the human resources representatives of the organization; a survey

questionnaire composed of two scales, namely Worklife Balance scale and the

Organizational Commitment questionnaire; and an interview guide for the semi-

structured interviews with the Generation X and Generation Y employees.

Results showed that worklife balance does not affect organizational

commitment of Generation Y employees. This shows that Generation Y

employees do not consider worklife balance as a necessary factor to stay in a

company.

ACKNOWLEDGEMENTS

This research paper would not have been possible without the assistance of many.

To our Management Research professor and Reader who gave us the basic tools on how to start our paper, Mr. Raymund Habaradas, thank you for your patience and willingness to give us guidance whenever we needed it. We would of course like to thank the IT firm that graciously agreed to be the host company for our study, particularly its General Manager, Mr. Plaza. Also, to the HR representatives (Via and Judy) and the participants of this study, we express our utmost gratitude for your warmest accommodation of us. For without your help, the foundation of the findings of this study would not be as strong. For providing us with sustenance and respite in the wee hours of the morning, we thank the best pizza makers, Shakey’s. For providing us with an outlet to air out our thesis pains through our many status messages, we thank the makers of Facebook. To Shirley and Mayan, the designated drivers of the group, for bringing us to and from everywhere. You have provided direction to the group, both to our various destinations and our research paper. To Mayan for being the hostess for our thesis overnight. To Mayan’s sister, Nins, for cooking us dinner for our thesis overnights. To Eric, for always taking one for the team and going the extra mile (both figuratively and literally i.e. searching for photocopiers around Taft), and being the Big Kuya of our group of sisters. To Germaine, for giving us as much reason to laugh with and at your idiosyncrasies. You and Mayan have given the group as many reasons to laugh as intellectual input in our paper. To Jacqueline So, for painstakingly reading and checking this paper for grammatical errors. Thank you so much! To Natalie Lim and Joee Gamo, who helped us with the Quanti Part. To Dr. Laurene Chua-Garcia, the best thesis mentor any group could ever ask for. For your unwavering understanding and flexibility in adjusting to our complicated class schedules. For giving us more than reasonable lead time to work on our due submissions every time. For giving us motherly advice and always looking out for us. For shining the light when we felt lost and confused. For being as passionate about our paper as we are. And lastly, to you, the reader of our research paper, thank you for taking the time and effort to read through our hard work and pride and allowing us to gain from your invaluable insights. Thank you all.

LIST OF FIGURES

PAGE

Figure 1.1 Generation X & Y and the Relationship

Between Worklife Balance and Organizational

Commitment………………………………………… 65

Figure 1.2 Operational Framework…………………………….. 67

LIST OF TABLES

PAGE

Table 1.1 Variations of Birth Years used to define Gen Y……. 48

Table 3.1 IT firm’s Employee Count per Department………… 87

Table 3.2 Interview Respondents’ Profile……………………… 89

Table 3.3 Additional details on the Generation Y and X

Respondents……………………………………….... 90

Table 3.4 Descriptive Statistics of Worklife Balance…………. 91

Table 3.5 Breakdown on Worklife Balance…………………… 96

Table 3.6 Descriptive Statistics of Organizational

Commitment………………………………………… 97

Table 3.7 Breakdown on Organizational Commitment………... 102

Table 3.8 Descriptive Statistics for Worklife Balance Scores on

Organizational Commitment………………………… 105


Organizational Commitment for Generation Y…….. 105


Organizational Commitment for Generation X…….. 106

Table 3.11 Generation Y respondents’ work history…………… 107

Table 3.12 Generation X respondents’ work history…………… 111


Chapter 1

Introduction And Background Of The Study

At the height of globalization, new trends in the workplace have been

surfacing. The flexibility of work and employee turnover has become

commonplace (Anonymous, 2007; Kochanki & Sorensen, 2008). Immediate

resignation after only a few months of training has fast become frequent in

companies today. This can be very costly, especially to the companies. As of

August 2004, a study in the United States showed that net hires to replace those

who retired or quit totalled 27.8 million annually. Of that amount, only 2.9

million were hired to replace those who retired or left due to death, disability or

other reasons and the remaining 24.9 million were hired to replace those who left

voluntarily usually for another job (www.epf.org, 2004). With the total turnover,

voluntary quit rates in industries such as leisure and hospitality (43.9 percent),

retail trade (30.2 percent) and construction (25.6 percent) were relatively above

average, according to a study by the Bureau of Labor Statistics in the United

States. Further, for large-sized companies with 40,000 employees, differences in

turnover rates can be very costly. Research shows that the difference of a firm

with a fifteen (15) percent turnover and one with twenty-five (25) percent

turnover would even reach approximately $50 million annually (www.epf.org,

2004). Costs of turnover rates also vary between industries. The statistics above

evinced that turnover intentions are indeed affecting today’s

workplace. However, studies show that having worklife balance or companies


who promote worklife balance tend to have a positive impact on increasing

productivity, retention of employees and employee loyalty (Ohio: the State of

perfect balance; Queensland Government, 2009).

In the Philippines, Watti, Watson Wyatt managing consultant, found that

fifty (50) percent of those employees that leave their companies go abroad to seek

work and better standards of living. The other half is pirated by competitors

(Cuevas-Miel, 2008). In addition, the study showed that locally, the Business

Process Outsourcing (BPO) or Outsourcing and Offshoring (O&O) industry has

the highest average turnover rate of twenty-three (23) percent per year (Cuevas-

Miel, 2008). Sometimes, inasmuch as the company provides programs and

various efforts to counter these negative issues, reasons that cause employees to

leave are still unclear. With turnover on the rise, today’s workplace must be

examined.

Today’s workplace consists of four different generations: the Silent

generation, the Baby Boomer generation, Generation X, and Generation Y

(Hammill, 2005). Considered as the latest entrant in the workforce, the Generation

Y has been said to be a generation with a very distinct personality. Because of

this, a number of studies are now focusing their attention on this particular

generation (Terjesen, Vinnicombe, & Freeman, 2007; Broadbridge, Maxwell and

Ogden, 2007; O’Malley, 2000). Born between 1980-2000 (Zemke et al., 2000;

Society for Human Resource Management [SHRM], 2007), Generation Y thrives

in a fast-paced, technologically-advanced, and globalized world. As contrasted


against older generations, this generation is highly efficient, techno-savvy, multi-

tasking, and highly achieving. However, they are also very impatient, demand

more responsibility, and have no sense of loyalty or even commitment to an

organization (Zimmerman, 2008; Fortier, 2007; Martin, 2005). As with any

generation, Generation Y has its own set of distinct characteristics, experiences,

and culture. One of the points of focus in this paper was on how these

characteristics affect the way this generation views work and career.

More than any other generation, Generation Y in particular, stresses on the

importance of worklife balance (Broadbridge, Maxwell & Ogden, 2007 & Anon,

2006). According to Asthana (2008), Generation Y “cares less about salaries, and

more about flexible working, time to travel, and a better worklife balance.”

Generation Y employees aim for worklife balance that corporations may not be

able to offer, thus, leading to one of the biggest challenges corporations have

faced—retention of these employees (Jayson, 2006). Some employers are

realizing just now that Generation Y is different from the previous generations

(Jayson, 2006), and thus currently, a lot of companies are offering ways to help

this generation attain worklife balance through, for instance, the offering of

flexible working hours. This is a plus factor that helps in recruitment.

In addition, Generation Y employees are said to have low levels of

organizational commitment. This is the reason why employers are having a hard

time pleasing them (Fortier, 2007). According to Fortier (2007), this younger

generation is hungry for “development and growth…They can be loyal and give


110 percent, but they are not planning to stay for 10 years.” Employers, on their

part, give relatively attractive benefits to retain these employees but only to some

extent. Generation Y employees expect more (Fortier, 2007). Thus, this affects

both the Generation Y employees and their employers.

As previous generations gradually retire, the organizational commitment

and turnover intentions of this new wave of employees, the Generation Y

employees, have become increasingly important. However, existing literature has

not clearly explained the effect of Generation Y’s perception of worklife balance

and organizational commitment to the turnover phenomenon. Hence, this study

focused on Generation Y employees, their perceptions of worklife balance, and

their organizational commitment.

In order to gain a rich macro and micro perspective of the above issue,

the researchers used two approaches: (a) the management perspective, specifically

of the Human Resources managers of the sample organization and (b) a personal

analysis (i.e. analysis of the individual) of the Generation Y employees

themselves. A research design that utilized a multi-method approach was used.

Then data obtained was subjected to a qualitative data analysis that examined the

worklife balance situation and organizational commitment status of the

Generation Y employees in a selected organization in Metro Manila. A survey

was also conducted on the host organization’s Generation X employees to verify

and compare data gained from Generation Y. Then, to address the relationship of

this ubiquitous turnover trend to this new generation of workers, possible


solutions on abating turnover and increasing commitment was recommended by

the group.

Statement of the Problem

Does worklife balance affect organizational commitment of Generation Y

employees in the selected IT firm in Metro Manila?

Research Objectives

This study aimed to accomplish the following objectives:

1. To determine the worklife balance status and level of organizational

commitment of Generation X employees in the selected IT firm.


commitment of Generation Y employees in the selected IT firm.

3. To compare the similarities and differences in worklife balance status and

level of organizational commitment between Generation X and Y

employees in the selected IT firm.

4. To identify the effects of worklife balance on organizational commitment

in the selected IT firm.


Review of Related Literature

Introduction

The review of related literature will discuss worklife balance and

organizational commitment, which includes in its scope, turnover intentions in

relation to Generation Y.

To give an overview, a brief background will be given about the different

classifications of the generations. Today’s workplace consists of four different

generations: the Silent generation, the Baby Boomer generation, Generation X,

and Generation Y. In the United States, specifically, the four generations can all

be seen to work together in the workplace (Hammill, 2005). Researchers have

done studies regarding the different generations, their similarities and differences.

Each generation has different sets of values and attitudes towards work.

To understand these differences better, short descriptions of the

generations were given. The Silent generation, also known as the veterans and the

traditionalists, are individuals born from 1922-1945 (Hammill, 2005). They are

those who witnessed World War II, the Great Depression, the Cold War, the

bombing of Pearl Harbor, and other such events during this period (Young, 2007).

This generation experienced some of the more difficult times in history.

According to Hammill (2005), this particular generation is said to be hardworking,

willing to sacrifice, and respectful of authority. The members of this generation

worked hard to obtain their needs. Even though this generation views work as an


obligation (Hammill 2005), Scheef and Thielfoldt (2004) state that giving back to

the society is a distinct characteristic of this generation.

Members of the Baby Boomer generation, born from 1946-1964, are said

to be optimistic, workaholic, and work well together as groups (Hammill, 2005).

According to Hammill, unlike the veterans, baby boomers think of work as an

adventure. This generation was born in the midst of events such as civil rights

movements, the introduction of the birth control pill, rock and roll (Young, 2007).

According to Scheef and Thielfoldt (2004), this is the generation who gets

satisfaction from their jobs and is willing to take risks.

Generation X employees, also known as Generation Xer, Gen Xers or

Xers, are individuals born from 1965-1980 (Hammill, 2005). This is when events

such as the Fall of Berlin, and introduction of punk rock, rap and the personal

computer (Young 2007). This generation, according to Hammill, is skeptical and

self-reliant. This generation watched their parents cope with the difficult

economic times and its consequences such as layoffs and job insecurity (Scheef

and Thielfoldt, 2004). They work hard to look for a life that is different from that

of their parents. For some of them, work is a challenge; for others, it is a contract

(Hammill, 2005).

According to Kupperschmidt (2000), maximizing organizational

effectiveness by acknowledging the differences between generations is an issue

managers cannot avoid. In contrast, the article by Katherine Field (2006)

mentions that in an industry of tremendous turnover, it is hard to find good


employees. The strategy is to combine the generations. Mature employees bring

work and life experience to the company. They are terrific mentors and coaches to

the employees in the company while teens are valuable because they add great

insight by being up to date on what’s current.

Turnover

Defining Turnover

Turnover, as defined in the Merriam-Webster Online Dictionary (2008) is

the “movement (as of goods or people) into, through, and out of a place.”

Turnover is “the proportion of employees leaving an organization during a given

time period (usually one year)” (Newstrom & Davis, 2002, p. 213). Price (1977)

defines turnover as “the degree of individual movement across the membership

boundary of a social system” (p. 4, para. 5). Known as labor mobility, it is an

interfirm movement, from one firm to another or a change of employer, as defined

by Parnes (Price, 1977).

Price (1977) also identifies two types of turnover: voluntary and

involuntary turnover. To differentiate the two, voluntary turnover is movement

initiated by the individual or employee, and not the employer. Involuntary

turnover such as dismissals, layoffs, and retirements are employer-initiated.

In addition, Price (1977) enumerated the various ways one can gauge the

turnover frequency and magnitude in an organization. To compute the average

length of “stayers”, divide the sum of length of service for each member by the


number of members. To know the average length of service of leavers, find the

median length of service of all members who leave during a period.

There are two types of crude turnover rates that are commonly used to

measure turnover (Price, 1977). The accession rate is computed by dividing the

number of new members added during the period by the average number of

members during the period. The other crude rate, the separation rate, is computed

by dividing the number of members who left during the period by the average

number of members during the period. Stability and instability rates are tools that

can also be used in measuring turnover. Stability/instability rate is computed by

dividing the number of beginning members who remain/leave during the period

by the number of members at the beginning of the period. In addition, survival

and wastage rates may be computed. The survival/wastage rate is computed by

dividing the number of new members who remain/leave during a period by the

number of new members (Price, 1977).

Determinants of Turnover

Price (1977) discusses several determinants of turnover. One variable is

pay. It is stated that “successively higher amounts of pay will probably produce

successively lower amounts of turnover” (p. 68, para. 2).This includes fringe

benefits and other benefits with financial value to the employee. According to

Price, professionals are less attracted to pay and benefits than non-professionals

are. Many scholars warn against putting too much importance to pay, even if this


does contribute somehow to decreasing turnover. Another determining variable is

integration. High integration lowers turnover (Price, 1977). Price cited Blau’s

definition of integration which is “the extent of participation in primary and/or

quasi-primary relationships”. (Price, p. 70, para. 4). The next determinant is

communication which is broken down into two types: instrumental and formal

communication. It is proposed that high amounts of these two types of

communication are likely to decrease turnover. As for instrumental

communication, role performance, job requirements and realistic previews of the

job environment including its difficulties result in reduced turnover (Price, 1977).

Formal communication includes training sessions of employees which also limit

turnover occurrences. Another determinant proposed by Price (1977) is

centralization, stating that a high degree of centralization encourages the

likelihood of turnover. Increased participation in decision-making, autonomy,

independence, and freedom will motivate employees to stay with an organization.

According to Sheridan and Abelson (1983), increased levels of job tension

in the current job may lead to the employee quitting to avoid the stressful work

environment. Job tension definition is the number and frequency of different

stressors present at work. It may be a result of role ambiguity, conflict, inter-role

conflict with competing family, social or professional role responsibilities, work

overload, and inadequate resources such as skills to perform the job as expected in

the present work conditions.


Price (1977) further discussed the intervening variables between the

abovementioned determinants and turnover. The two types are: a social

psychological variable known as “satisfaction” and the other, a structural variable

known as “opportunity”. There are dimensions to job satisfaction or morale,

namely, work, supervision, pay, promotion, and co-workers. The assumption is

that “…individuals act to maximize their net balance of satisfactions over

dissatisfactions…The higher the net balance of satisfactions over dissatisfactions,

the more likely it is that individuals will continue as members of organizations”

(Price, 1977, p. 80, para. 4). The second intervening variable, opportunity, is

concerned with the availability of alternative roles or jobs opportunities in the

industry; this involves the supply and demand of labor. Feelings of dissatisfaction

or Bowey’s “labor wastage” (Price, 1977) which is defined as separation from the

organization, is influenced by the many job opportunities available in other

organizations. Further, Price (1977) cites Bowey’s theory that there is a positive

relationship between opportunity and turnover – “the more opportunity, the

greater the turnover” (p. 81, para. 5). It was found that dissatisfaction results in

turnover especially when opportunity for a better job is relatively high.

There is a perception that employees leave their current jobs because of

dissatisfaction. This can come in many forms depending on the employees and

their priorities. Individual differences are very important when employees make

their decisions and that their personality traits do affect turnover intentions and

behaviors (Zimmerman, 2008). Some reasons employees cite for leaving the


company include “’better opportunities,’ scheduling problems, a poor relationship

with their manager, lack of understanding about career opportunities and

misunderstandings about compensation (Kochanski and Sorensen, 2008).” Since

reasons vary, organizations, if they want to prevent high turnover rates must

research for the causes of it in their organizations. This can be done by conducting

surveys, focus group discussions, and interviews (Kochanski and Sorensen, 2008).

Once organizations locate the source of the problem, they can create the solution

for it. Solutions for high turnover rates in companies are different but they may

also have some similarities.

Sheridan and Abelson (1983) cited Mobley in his 1979 study to suggest

that there are two factors related to employee turnover. First, the employee’s

evaluation of the organization’s future expected value with respect to his or her

work aspirations. Termination represents employee’s decision to accept a more

attractive job opportunity. Second, the tension associated with the employee’s

present work conditions. Termination represents the employee’s decision to leave

a stressful work environment.

According to Matuson (2008) in her article The Blame Game: Passing the

Buck on Employee Turnover, some organizations seem to think of the following

as the causes to their high turnover rates. The first is that they consider these

employees as “simply a bad bunch of new hires and the best of the bunch”

(Matuson, 2008). Their allowable pay range is also something that they consider.

For some companies they believe that “these are only entry-level positions, so


who cares?” (Matuson, 2008). Because of this, companies feel that they could

simply hire new employees. Other companies believe that “our turnover has

always been high” (Matuson, 2008). Even if this is the case, some companies with

high turnover rates do not seem to be bothered because even if it is so, “we are

still below the industry average” (Matuson, 2008). Another reason they responded

was that they did not have people who could take care of this problem (Matuson,

2008).

Because of the many effects the turnover rate bring to the organizations,

numerous studies regarding different turnover rate trends, how high or low it is in

different countries and industries have been studied for the past few years. In line

with the effects, researches have also been done on the causes or the factors that

lead to a certain trend of turnover rate and what can be done with the problem.

There are several reasons why an employee would leave the company they work

for or even think of leaving. Kochanski and Sorensen (2008) states that the

concept of turnover can be connected to the organizations employee value

proposition (EVP). This “explains why employees should want to work for the

organization and why it should want them to work there (Kochanski and Sorensen,

2008. p30).” The EVP according to them consists of five components: affiliation,

work content, career, benefits and compensation. These factors may vary

depending on the employees and their varying cultures and priorities.

There are some indicators to which turnover are related (Price, 1977). The

correlates with strong support are low length of service, young age, and low level


of employment. Correlates with medium support are: unskilled blue-collar

members and the country’s overall turnover rate. Correlates with weak support are

high educational attainment, non-managerial roles, and non-governmental jobs.

In Powell and Meyer’s study (2004), the research instrument utilized to

measure turnover intention focused on questions asking the participants about the

likelihood that they would remain with their current organization for the next year,

three years, and five years or longer. “Responses were made on a 7-point scale

(not at all likely; almost certain). Responses to these three items were reverse

coded to provide a measure of turnover intention” (Measures Section, p. 166).

Casper and Harris (2008) used a five point Likert scale to measure turnover

intentions (1 = strongly disagree to 5 = strongly agree). A sample question given

is ‘‘I will probably look for a new job in the near future’’ (Measures Section, p.

99).

Consequences of Turnover

Based on the article of Matuson (2008), turnover rate affects customer

satisfaction, employee retention and profitability. Also, turnover in organizations

can never really be totally extinguished. “All organizations experience turnover.

Although many know their overall turnover rate, or even their overall cost of

turnover, they often do not know whether their turnover is acceptable or

undesirable, which can hurt both the bottom and the top line (Kochanski &

Sorensen, 2008, p.31)”


According to Kochanski and Sorensen (2008), personnel turnover is

normal in any organization; however, it becomes “toxic” when it already affects

the financial results of the company. Besides from the usual costs of recruiting

and replacing employees, indirect costs such as “lost of productivity, capacity,

and even customers” are incurred all at the same time (Kochanski & Sorensen,

2008, p.28). Moreover, the organization would have a bigger problem if there is a

talent gap in those roles that are critical for the company to execute its business

strategy. According to the authors, the problem of turnover not only specifically

affects big organizations but also those who are experiencing downsizing since

they have to face the exit of their best people.

Worklife Balance

Defining Worklife Balance.

Worklife balance is said to be a “universal good” as it concerns activities

that are of social and moral importance. Moreover, having balance between work

and family or life outside work is encouraged because it reinforces “social values

and inclusion and effective functioning of people” (Yeandle, 2005; Millward,

2005).

By maintaining healthy worklife balance, companies are able to promote a

positive working environment and at the same time, retain good employees

(Pillinger, 2007). One of the most common worklife balance activities that top

companies provide are flexible working patterns. Some companies do not require


their employees to work in fixed hours; employees could just come to work

anytime they please and do the hours to get the job done. A number of companies

also consider providing mobile and web-based technologies to give employees

opportunities to work outside the office. Flexibility in the realm of staff

sabbaticals is also common in some top companies. In some instances, employees

have the choice of how and when they can use their sabbatical privilege; however,

most companies today still limit this privilege (Pillinger, 2007).

There are five main descriptive models of people’s work-life balance

(www.workdesignsolutions.biz, 2005).

“The segmentation model states that work and life outside of work

are mutually exclusive such that one sphere does not impact the

other. The spillover model states that work and life are

interdependent and therefore influence each other. The

compensation model states that where a person has growing

frustration in one life domain (e.g., family) they will reduce time

and energy spent in that role. This leads to an increase in time and

energy dedicated to a second life domain (e.g., work) in an effort

to compensate for the lack of rewards or for disagreeable

experiences in the first life domain (e.g., family). The instrumental

model states that one sphere of influence puts emphasis on the

other. The conflict model states that each sphere has multiple

demands, thus requiring individuals to prioritize and make choices


that can lead to conflict” (www.workdesignsolutions.biz, 2005, p.

1)

Fisher-McAuley, Stanton, Jolton and Gavin (2003) updated a scale to

assess the three dimensions of worklife balance namely: work interference with

personal life (WIPL), personal life interference with work (PLIW), and

work/personal life enhancement (WPLE). This scale was updated from the earlier

scale that was made by Fisher (2001) in his article Work/Personal Life Balance: A

construct development study. According to Fisher (2001), the content items for

work interference with personal life (WIPL) reflected the extent to which work

interferes with personal life. On the other hand, personal life interference with

work (PLIW) reflected the extent to which one’s personal life interferes with

work. Lastly, work/personal life enhancement (WPLE) refers to the extent where

one’s personal life enhances work. To get the overall worklife balance

measurement, lower levels of interference (WIPL and PLIW) will be interpreted

as higher levels of worklife balance while higher levels of work/personal life

enhancement (WPLE) is to be associated with higher levels of worklife balance.

Worklife Benefits.

According to Casper and Harris (2008), work-life benefits affect

organizational commitment. “Organizations often offer WLBs with the goal of

facilitating positive outcomes (Osterman, 1995), so understanding whether they

actually do so is important” (p. 2). Casper and Harris’(2008) study examined


dependent care assistance (DC) and schedule flexibility (SF), two commonly

explored WLBs. Casper and Harries (2008) cited studies that found that worklife

benefits relate to important outcomes, including increased affective commitment

and decreased turnover intention and increased organizational commitment; some

of these proponents are Auerbach, 1988; Youngblood and Chambers-Cook, 1984,

Goldberg, Greenberg, Koch-Jones, O’Neil, and Hamill, 1989; Kossek and Nichol,

1992. Further, Casper and Harris (2008) discussed how family leaves, flextime,

and compressed work schedules has been linked to higher commitment and lower

turnover intentions; this is aligned with other proponents’ studies such as those of

Thompson et al., 1999, Allen, 2001, Baltes, Briggs, Huff, Wright, and

Neuman,1999. The findings of this study resulted in the following conclusion:

“Finally, availability of DC and SF interacted in predicting

attachment such that availability of one WLB was more strongly

related to attachment when the availability of the other WLB was

low. This suggests that organizations may enhance attachment

more when an initial WLB program is implemented than when pre-

existing WLBs are supplemented. Thus, the return-on investment

from WLB program growth may be smaller than the return-on-

investment for WLB program implementation” (Casper & Harris,

2008, Conclusion Section, p. 13)


benefits of worklife balance. According to CIPD.com (2008), the

following are what organizations that have good worklife balance

programs benefit from:

a) “higher productivity and competitiveness

b) increased flexibility and customer service, for example to cover for

absence and holidays

c) raised morale, motivation, commitment and engagement

d) reduced absenteeism

e) improved recruitment and retention of a diverse workforce

f) wanting to become an ‘employer of choice’

g) meeting legal requirements. “ (http://www.cipd.co.uk, 2008, p.1)

Organizational Commitment

Defining Organizational Commitment.

Feldman and Ng (2008) cited Meyer & Herscovitch’s (2001) definition of

organizational commitment as a “stabilizing force that binds individuals to

organizations” (Theory section, p. 2).

Today’s workplace calls for a certain kind of leadership from managers in

order for them to retain their employees. According to Richards (2004),

“leadership means inspiring others to commit their energy to a common purpose.”

(p.6, para. 2) “A leader sounds a call to summon others. The call is a plea for

commitment to a purpose that is defined, embodied, and symbolized by who that

leader is and by what he says and does. The commitment that is summoned is


often a transformational power, a force that can create substance out of mere

dreams and promises through the dedication, involvement, and persistence of

those who offer it. The commitment of others is the fulfillment of the leader’s art;

without the commitment of others, a leader is just a voice. (p. 11, para 1)

According to O’Malley (2000), there are antecedents of commitment:

a) “Fit and belonging, or the extent to which employees’ interests and

values are congruent with the company’s (and with other

employees’)

b) Status and identity, or the extent to which the employees think of

themselves as belonging to the organization (as part of a group)

and derive value from their membership

c) Trust and reciprocity, the extent to which the company engenders a

sense of mutual obligation and indebtedness together with its

workforce

d) Emotional reward, the extent to which employees’ find the work to

be satisfying and the work environment to be free of obstacles to

and/or supportive of that satisfaction

e) Economic interdependence, the extent to which employees believe

they are engaged in a fair economic exchange” (p. 35)


According to Richards (2004), commitment for a leader or employer

organization is four-fold and is illustrated in an inverted triangle which

symbolizes:

a) “Political—commitment to something in order to gain something

else; lowest level and bottom tier of the triangle

b) Intellectual—commitment of the mind to a good idea

c) Emotional—commitment that arises out of strong feelings

d) Spiritual—commitment to a higher purpose; highest level and top

tier of the inverted triangle” (p. 12)

Political commitment is at the lowest level of committed human energy

(Richards, 2004) as it is the least profound. “It involves committing to ideas or

actions when we have little or no driver to follow through because our motives

have less to do with the object of our commitment, and more to do with what we

might gain or avoid by offering the commitment itself” (Richards, 2004, p. 13,

para. 1). Some examples of these political benefits are good salary, great benefits

and opportunities for career advancement. This level of “half-hearted and short-

lived commitment” is usually sufficient when workers need only a “small amount

of new learning” and when the workers expect “an honest day’s work for an

honest day’s pay” but nothing more than that, sometimes less (Richards, 2004, p.

13).


Intellectual commitment is the next higher level of commitment.

Intellectual commitment deals with leaders’ or employers’ stories which are

concerned with a vision of the future or an ideal state of the organization, and how

to convince employees to join in this quest towards this common vision (Richards,

2004). These stories are about the leader, which in the context of our study could

be the employer company or a manager or supervisor, and his followers pursuing

a common goal. “Stories are primarily about identity—who the leader is and who

the followers might become” (Richards, 2004, p. 15). Richards (2004) also

prescribes several strategies to win intellectual commitment. These have to do

with stimulating insight, creating a vision, storytelling, and mobilizing followers

into action.

Emotional commitment is the third highest level of commitment. This

level of commitment deals with “how to move people”, “manage one’s emotions”,

motivation, “recognizing emotions in others”, and “handling relationships”

(Richards, 2004, p. 16). Employees who are uplifted and inspired will engage

their commitment towards management’s desired direction. The strategies

prescribed to gain emotional commitment are: self-awareness, spurring emotional

engagement, and fostering hope of success (Richards, 2004).

Differentiating intellectual and emotional commitment, the former

concerns a “sophisticated understanding of the broader significance of the

purpose”, and the latter is more on employees’ “motivation to get involved—to

act on the purpose” (Richards, 2004, p. 18).


Spiritual commitment is at the highest level and has the greatest amount of

committed human energy, given the same about of followers (Richards, 2004) or

employees. However, Richards (2004) stated that this kind of leadership is rarely

seen in organizational life unless the core business of the organization is spiritual

itself. “Spiritually committed people give of themselves selflessly and with

fervor…It comes from a deeper source than most people bring to their day-to-day

work” (Richards, 2004, p. 18). The strategies prescribed to achieve spiritual

commitment are: rendering significance of the employer’s vision to the

employees’ lives, enacting beliefs and principles into activities, and centering of

the three components of commitment (Richards, 2004).

O’Malley (2000) states that organizational commitment goes with other

elements such as: (a) a desire to act or commitment, (b) an ability to act or

requisite behavioral repertoires, and (c) an objective or goal state. O’Malley (2000)

says that if any one of these is missing, organizational commitment will not take

effect. First, it is contended that “great commitment and goals will be lost on an

inferior workforce and/or on an obstructionist work environment” (p. 14, para. 2).

If the employees do not have the skills needed to accomplish the tasks, the goals

of the organization will not be achieved, no matter how much management

rewards the employees. Aside from a deficient workforce, factors such as

bureaucratic hindrances and insufficient resources will also hinder organizational

commitment.


Second, O’Malley (2000) states that “generating great goals without the

attendant commitment is futile” (p. 15, para. 2). Goals are described as sterile if it

lacks the passion and conviction of the organizational members. It is not enough

that managers involve employees in goal-setting. As explained by O’Malley

(2000), “the real differences do not lie on who made up the goal or what the

specific goal is, but on how deeply once cares about, and is committed to, the

enterprise in which the goal is embedded” (p. 15, para. 2). O’Malley (2000)

suggests the analogy of the difference between a mountain climber and a tourist,

both having the common goal to reach the mountain’s summit. The climber

chooses the more challenging route because he/she is filled with passion; while

the tourist will take only the easiest route possible.

Third, “instilling commitment without establishing direction squanders

employees’ ardor” (O’Malley, 2000, p. 15, para. 4). Essentially, it is stated that

even as committed employees have some freedom or autonomy on how they

accomplish their day-to-day tasks, a clear direction from management is still

needed.

Previous research done by Sheridan and Abelson (1983) cited that

commitment implies that the employee has made an implicit comparison of the

expected job benefits with alternative job opportunities and is satisfied with the

present job offer’s benefits that are as attractive as any other alternative.

Commitment is also defined as the employee’s behavior intention to continually


work for the organization rather than accepting another job that may offer

potentially better socioeconomic benefits.

Powell & Meyer (2004) made mention of the stand of other theorists on

organizational commitment. “Other theorists (e.g., Mowday, Porter, & Steers,

1982) tended to view commitment as an emotional attachment to the organization.

Still others conceptualized commitment as a sense of moral obligation to comply

with behavioral norms (e.g., Wiener, 1982)” (p. 159)

theories on organizational commitment. This study will focus on the

application of Allen and Meyer’s (1990) three-component model of

organizational commitment. Becker’s Side-Bet theory (1960) is included for

reference.

Powell and Meyer (2004) who made a study on organizational

commitment and turnover, cited Allen and Meyer’s study (1990), the three-

component model of organizational commitment. The three components of

organizational commitment are continuance, affective, and normative

commitment. Powell and Meyer (2004) described Allen & Meyer’s components

of commitment develop in different ways and have different implications for job

behavior. Powell and Meyer (2004) explains the three-components of Allen &

Meyer’s model:


a) “continuance commitment was expected to develop in response

to conditions (e.g., side bets) that increase the cost of leaving,

whereas

b) affective commitment was expected to be particularly sensitive

to work experiences (e.g., job scope; organizational support).

c) Normative commitment was believed to develop in response to

social pressure. On the consequence side, affective

commitment was expected to have the strongest positive effect

on desirable work behaviors (e.g., attendance, performance,

organizational citizenship behavior), followed by normative

commitment. Continuance commitment was expected to have

little, or even a negative, impact on these behaviors” (Meyer

and Allen’s three-component model Section, p. 159).

To further expound on these definitions, Feldman and Ng (2008) also

utilized Allen and Meyer’s three component model (1990), following the

definitions of the proponents: “affective commitment refers to employees’

emotional attachment to, involvement in, and identification with their employers.

Normative commitment is the perceived obligation to stay, with some

connotations of moral imperatives to do so. Continuance commitment is “the

extent to which employees perceive that they have to stay with their employers

because the costs of leaving are too high” (Theory section, p. 2).


According to the study of Lee, Allen and Meyer (2001), the three

component model of Meyer all have significant correlations with turnover

intention wherein normative commitment was found to have an independent

contribution to the prediction of turnover intention over and above affective and

continuance commitment.

Feldman and Ng (2008) stated a primary difference about older generation

employees and Generation Y employees when it comes to organizational

commitment. Older workers who have had years of full-time work experience are

particularly more likely to react positively when they perceive that their current

employers are treating them well with unreplicable deals, since they are keenly

aware how hard it will be to find replacement jobs with similar pay and benefits,

also because as individuals gained work experience, their perceptions of the work

world would become more realistic and that individuals would react less strongly

to disappointments on the job. (Mallinckrodt, 1990; Wanous, 1981). “Thus, we

predict that, compared to younger workers, older workers who view their

contracts as unreplicable are likely to have higher organizational commitment”

(Theory section, p. 3). This assumption led to the hypotheses to be investigated in

the study that age and work experience moderate the relationships of contract

unreplicability with affective commitment and normative commitment such that

these relationships are stronger for older employees than for younger employees

(Theory section, p. 3). Results showed that normative commitment and affective

commitment has a stronger relationship with employees age 40 and older than


those aged below 40 (Feldman & Ng, 2008). In relation to age and work

experience, Feldman and Ng (2008) tested the relationship of organizational

commitment with career stages of older and younger employees. The results

showed that the difference was statistically significant. Consistent with the

proponents’ predictions, commitment is stronger with the veteran group than in

the career starter group (Feldman & Ng, 2008).

D'Amato and Herzfeldt (2008) found in the results of their study that

“younger generations are less willing to remain in the same organization and have

lower organizational commitment. The youngest generations (Early and Late Xers,

born 1960 and after) show stronger learning orientation and lower organizational

commitment than older generations (Early and Late Boomers, born 1946-1959)”

(D'Amato & Herzfeldt, 2008). The results of this study contend that job-related

learning is an important variable for the intention to stay/leave one's current

organization.

Even as Feldman and Ng’s (2008) study provided significant information

on the variables affecting organizational commitment, further research could be

done regarding continuance commitment of Generation Y employees. The

researchers will focus on Generation Y employees aged below 30 years old as

contrasted with the 40 years old and below ‘young employees’ used in the study

of Feldman and Ng (2008).

To measure organizational commitment, Powell and Meyer (2004) utilized

a modified version of Allen and Meyer’s Affective (ACS), Continuance (CCS),


and Normative (NCS) Organizational Commitment Scales. “Responses were

made on a 7-point scale (strongly disagree and strongly agree). The ACS and

NCS each contained six items, and reliabilities (coefficient a) were .87 and .89,

respectively. The CCS included three items measuring perceived lack of

alternatives (CC:LoAlt), and six items measuring personal sacrifice (CC:Hi:Sac)”

(Powell & Meyer, 2004, Measures Section, p. 165).

Feldman and Ng (2008) operationalized age as the chronological age of.

Work experience was operationalized as number of years in the industry

(Quinones, Ford, & Teachout, 1995; Feldman & Ng (2008). Career stage was

assessed through employees’ global perceptions of which career stages they

perceived themselves to be in: early-career, mid-career, or late-career. Brief

descriptions of each of these three career stages were indicated so that

respondents could more readily identify their current career stage. “We described

early career as the period in which an individual’s career has just begun and the

individual is still exploring different alternatives. Mid-career was described as the

period in which a career has been progressing for some time and several

important career goals have been accomplished, while late career was described

as the period in which an individual’s career is winding down and getting close to

its end…We found that age was related to work experience at .78 and career stage

at .73, while work experience was related to career stage at .69” (Feldman & Ng,

2008, Measures section, p. 4).


To measure employees’ perceptions of contract replicability, or “the extent

to which respondents perceived that their current psychological contracts would

be readily attainable in other firms” (Feldman & Ng, 2008), Robinson, Kraatz,

and Rousseau’s (1994) measure included the following seven key elements:

opportunities for advancement, level of pay, pay based on current level of

performance (merit pay), training, job security, career development, and support

with personal problems. Feldman and Ng (2008) included the following items: “(1)

this organization promises me a level of pay that other organizations are unlikely

to provide; (2) this organization promises me advancement opportunities that

other organizations are unlikely to provide; (3) this organization promises me skill

training that other organizations are unlikely to provide; (4) this organization

promises me career development opportunities that other organizations are

unlikely to provide; (5) this organization promises me a level of job security that

other organizations are unlikely to provide; (6) this organization promises me

support for personal problems that other organizations are unlikely to provide.

The coefficient alpha for this scale was .90, with higher scores indicating that

contracts are unlikely to be replicable elsewhere” (Feldman & Ng, 2008,

Measures section, p. 5). This measure was pre-tested using an exploratory factor

analysis (EFA) with “one factor that accounted for 52% of the variance, with

factor loadings ranging from .64 to .81. The coefficient alpha in this sample

was .81. Based on this information, it seems the 6-item measure is

psychometrically acceptable” (Feldman & Ng, 2008, Measures section, p. 5).


Feldman and Ng (2008) utilized Meyer, Allen, and Smith’s (1993) 18-item

scale to measure the three components of organizational commitment. “A sample

item of the affective commitment scale is: ‘‘I feel emotionally attached to this

organization.” (a = .94). A sample item of the normative commitment is: ‘‘I feel

the obligation to remain with my current employer.” (a = .91). A sample item of

the continuance commitment is: ‘‘Too much of my life would be disrupted if I

decided I wanted to leave my organization now.” (a = .81).” (Feldman & Ng,

2008, Measures section, p. 5)

In Casper and Harris (2008) study on organizational attachment, Meyer

and Allen’s eight items were used to measure affective organizational

commitment. An example of a question that was included in the research

instrument was “’I would be happy to spend the rest of my career at my

organization.’ Responses were on a five point Likert scale (1 = strongly disagree

to 5 = strongly agree)” (Measures Section, p. 99). To measure perceived

organizational support, a five point Likert scale was also used (1 = strongly

disagree to 5 = strongly agree). An example item on the research instrument is

‘‘My organization cares about my opinions” (Casper & Harris, 2008, Methods

Section, p. 99).

Powell and Meyer (2004) also made mention of Becker’s (1960) side-bet

theory. Powell and Meyer (2004) explained that Becker’s theory was that

commitment was accompanied by an awareness of the costs of discontinuing a

course of action. Becker’s (1960) theory on organizational commitment is that


‘‘commitments come into being when a person, by making a side bet, links

extraneous interests with a consistent line of activity’’ (Becker, 1960, p. 32;

Powell & Meyer, 2004, p. 158). Powell & Meyer (2004) enumerated several

categories of side bets:

a) “Generalized cultural expectations refer to the expectations of

important reference groups regarding what constitutes

responsible behavior (e.g., how long one should stay at a job).

Violating these expectations could lead to real, or imagined,

negative consequences.

b) Self-presentation concerns arise when a person attempts to

present a consistent public image that requires behaving in a

particular fashion. Failure to do so could tarnish the image.

c) Impersonal bureaucratic arrangements are rules or policies put

in place by the organization to encourage or reward long-term

employment (e.g., a seniority-based compensation system).

d) Individual adjustments to social positions refer to efforts made

by an individual to adapt to a situation, but that make him or

her less fit for other situations (e.g., investment of time and

effort to acquire organization-specific skills).

e) Non-work concerns refer to side bets made outside the

organization itself, as when an employee establishes roots in a

community that would be disrupted if he or she were to leave


the organization and be forced to seek employment in another

geographic location.” (p. 159-159)

The findings of Powell and Meyer’s (2004) study provide strong support

for side-bet theory. Measures of all five of Becker’s (1960) side-bet categories

correlated significantly with high-sacrifice continuance commitment and with

turnover intention. However, “the partial correlation was .21 (p < .01), suggesting

that side bets account for some, but not all, of the variance shared by continuance

and normative commitment” (Results section, p. 21).

Fostering organizational commitment to prevent turnover

Branham (2001) describes a culture that fosters organizational

commitment which results in a high-performing, innovative, confident and

committed workforce and overall success of the company:

a) “Views employees as partners

b) Recognizes human needs of all employees

c) Invests in people as the primary source of competitive

advantage

d) Communicates clear corporate mission, vision, strategy,

goals, and objectives.

e) Commits to long-term strategy and the people needed to

carry it out.


f) Reward system and management styles support the mission

and strategy

g) Focuses on “managing the performance contract,” not

controlling the people

h) Puts a premium on employee involvement in new ideas and

innovation

i) Focuses on results, not on who gets credit

j) Trusts employees enough to delegate

k) Tolerates “intelligent error” and experimentation” (p. 26)

Half’s survey (2005) explored the top three (3) reasons why Generation Y

employees would leave a company. In descending order, the percentages were:

“no opportunities for career development (51%), not satisfied with salary (39%),

work/life not in balance (12%)” (Half, 2005, p. 7)

Conversely, Half (2005) explored the factors that are most likely to lure

Generation Y employees to another firm and the responses are aligned with

existing literature. These were: “greater opportunities for career development,

higher pay, better work/life balance, benefits” (Half, 2005, p. 14).

Alexander & James (2009) describe the kind of commitment that

Generation Y has. As contrasted against Generation X’s loyalty to the

organization, Generation Y’s loyalty is to individual managers. They are more

committed to the idealistic corporate vision and values than the organization itself.


Generation Y employees are willing to do their due diligence and hard work with

their work output, but in return there must be immediate reward and recognition

(Alexander & James, 2009). They have an insatiable need for mental stimulation

(Mitman & Wiegand, 2009).

O’Malley (2000) enumerates fifteen (15) myths and misconceptions about

commitment and turnover: First is that “employees who stay with a company are

committed” (p. 16, para. 4); in other words, retention does not equal commitment.

Managers must differentiate employees who stay in the company because they

have no other better options in other companies or if they are just in it for the

benefits. Second, “when a company does something to increase commitment, it

should see the results to the business right away” (p. 17, para. 2); O’Malley

emphasizes that commitment takes time to build, conversely, it takes time to

destroy as well. Third is “turnover and absenteeism are entirely different subjects”

(p. 17, para. 4). As for the similarities of the two, they are seen as similar

responses (e.g. escaping or avoiding) to a lack of commitment to the organization.

On the other hand, these two have different cost structures, policies and

procedures related to them from the company’s perspective (O’Malley, 2000).

Fourth, “employees, by nature, aren’t as committed as they used to be” (p.

18, para. 3); the issue of job security aside, employees still derive commitment

and security in their jobs even without the clear promise or guarantee of

permanence from other facets of the organizational climate. Fifth is “the people

who are most likely to leave a company are new hires fresh out of school who


have not yet developed a work ethic” (p. 18, para. 5); as fresh graduates are beset

with other prospects or job opportunities outside of the company, they are deemed

to be the most uncommitted to an organization. However, O’Malley (2000)

contends that new hires, fresh graduates or not, look at how long the existing

employees stay in the company and then the new hires generally follow suit. Sixth

is “most employees leave because of money, not lack of commitment” (p. 19, para.

2); bottom line, employees who leave for money “have not been enriched by the

company in other ways” (p. 19, para. 3). However, most employees have other

underlying reasons for leaving a company such as abuse of power, broken

promises for career advancement, and other emotion-laden reasons (O’Malley,

2000).

Seventh, “doing something to increase commitment is better than doing

nothing” (p. 19, para. 4); investing in programs that are intended to increase

commitment but do not address the right issues can be costly. For instance,

quality circles that are intended to empower employees might be discouraged

because this is time-consuming and interferes with accomplishing formal work

tasks. Eighth, “there is really no use in trying to create commitment within certain

industries (e.g. retail), because the jobs aren’t that good and that reality can’t

changed” (p. 20, para. 2); employees who are at the bottom of the hierarchy, such

as clerks, representatives, cleaning and maintenance staffs, still need to feel that

they and their work are meaning full and are being valued by the company, no

matter how menial or seemingly remote their role is within the company. Ninth is


“companies should address low commitment where it results in the biggest

organizational returns” (p. 21, para. 2); O’Malley (2000) states that “the

magnitude of potential results tend to be correlated with the scope and effort of

change that is required” (p. 21, para. 3). Tenth is “turnover is a binary effect” (p.

21, para. 4); oftentimes, not one thing but many factors, elements, and

experiences cause an employee to quit his job. O’Malley (2000) contends that

“turnover is an evolutionary process by which employees gradually discover

(some more quickly than others) what the organization is like and what kind of

relationship they are in—and they make a choice accordingly to stay or leave” (p.

21, para. 4).

Eleventh is that “very low turnover is bad” (p. 22, para. 3); there is an

implicit assumption that goes with this particular state (i.e. involuntary turnover)

in an organization, and that is that the company might be too comfortable and

have grown complacent and unmotivated. Further, when it comes to zero or

voluntary turnover, O’Malley (2000) advises that a company must leave room in

the system for employees to be able to leave the company voluntarily so that the

company retains only those who really want to work in the company. Twelfth is

that “there is only one reason for high or low commitment” (p. 23, para. 2);

commitment is affected by “corporate wide influences, group (e.g. departmental,

workgroup, job class) influences, and individual differences” (p. 23, para. 2) such

as attitudes and personal opinions or perceptions. There is no one thing that

causes low or high commitment.


Thirteenth is “to understand commitment, we can just ask employees” (p.

23, para. 2). The input of employees is indisputably significant; however, the

responses of employees of one workgroup to another will most likely be different

and should be contrasted against each other. Further, the responses of employees

who wish to stay in the company and those who wish to leave will differ greatly.

Fourteenth is that “happy employees are productive employees” (p. 24, para. 2);

O’Malley (2000) states that employees who are happy or cheerful do not equal

productive, motivated and committed employees. Last is that “positive behavior

change implies positive change in commitment” (p. 24; para. 3). Even as

managers impose sanctions or reprimands intended to thwart negative behavior of

employees, the existence of these sanctions and how these affect the relationship

of employees with their managers prove to have negative effects on their

commitment in the long-run.

Generation Y

Who are they? Statistics and Trends

Earlier, a brief general overview was given about the Silent generation, the

Baby Boomers, and the Generation X. This section will be solely dedicated to

development, trends and characteristics of the Generation Y. Some literature on

Generation Y that is related to worklife balance, organizational commitment, and

turnover intentions will be discussed as well.


NAS Recruitment Communications (2006) indicated in the article

Generation Y: The Millenials that Generation Y makes up to around 70 million

(20%) of the population of the United States.

There are also a lot of assumptions regarding the range to which this

generation belongs to in terms of birth years. Patalano (2008) conveniently

compiled most of the common variations of birth years that are used to describe

Generation Y. Table 1.1 below shows the different variations.

Table 1.1

Variations of Birth Years used to define Gen Y

Birth Years Author(s), Date of Publication

1975-1984 Cheng (1999); Janoff (1999); Stapinski (1999); Wellner (1999)

1977-1994 Bakewell & Mitchell (2003); Cui, Matiru, Sullivan, & Trent

(2003); Gill (1999)

1970-1995 Crispell (1993); Hira (2007)

1978-1984 Chester (2001); Martin & Tulgan (2001)

1978-1997 Alch (2000)

1979-1994 Duff (1999); Kapner (1997); Neuborne & Kerwin (1999)

1980-1999 Allen (2004)

1980-2000 Zemke et al. (2000); SHRM (2007)

1981-1999 Lancaster & Stillman (2002)

1981-1988 Pew Research Center For the People & the Press (2007)

1982-2002 Howe, Strauss, & Matson (2000)

Note. From A study of the relationship between generational group identification

and organizational commitment: Generation X vs. Generation Y of Patalano, 2008,

(Table 1).


Considering the table above, this paper will employ the age range of 1980-

2000 as the basis for defining Generation Y since the period somehow

encompasses all the other variations given.

“The Millenial generation brings together the “can do” ethic of the Silents,

the teamwork approach of the Boomers, and an even greater tech savvy than that

of the Generation Xers” (Scheef & Thielfoldt, 2004, p.10). People born between

the years 1980-2000 (Zimmerman, 2008) are the ‘Generation Y’ of today or the

so-called the ‘Millennials’ (Huggins, 2008). This is the period of when the

internet, instant messaging, other technology and hip hop are prevalent (Young,

2007). Zimmerman (2008) described this generation as a generation that is

techno-literate, ‘self-confident, success-driven and community-minded.’ They

‘thrive on flexibility, value guidance, and expect respect’ (Zimmerman, 2008).

Aside from being busy and stressed, this generation has this mentality of ‘instant

gratification’ in everything that they do (Huggins, 2008).

Salt (2007), in his article Beyond the baby boomers: The rise of

Generation Y, gives a description of Generation Y, explaining why how its

characteristics are as observed in relation to other generations:

“Gen Y are the children of the Baby Boomers. Some see the Ys as

the children of rich and indulgent baby boomer parents. The

boomers were the first generation to deliver two incomes to the

household and have been inclined to indulge their children as a

consequence… Generation Y are less likely to make commitments


to marriage, to mortgage, to children or to career until late in their

20s. This generation is more likely to live at home or, in the case of

the U.S., to continue to draw upon parental income support after

leaving home. Some have labeled this phenomenon as Generation

Y having access to the “Bank of Mom & Dad”. This generation is

highly educated, generally entrepreneurial (in comparison with

previous generations) and global in their thinking. All of this

makes Generation Y focused on the here and now and, from an

employer’s perspective, it also makes this generation especially

difficult to retain in the office.” (p. 15)

Shown below are statistics and trends regarding the behavior of

Generation Y employees. Researchers often characterize them as self confident,

technologically savvy, collaborative, entrepreneurial and impatient (Grossman,

2006). Furthermore, Fortier (2007) cited findings of a survey by CareerBuilder

released in October 2007 found that 87 per cent of all hiring managers and HR

professionals said Generation Y workers feel more entitled, as contrasted against

older generations, in terms of compensation, benefits and career advancement.

Fleschner (n.d.) says that Baby Boomers and Generation X parents are

enablers in that they encourage rewards and recognition for their Generation Y

children for menial effort and accomplishments. According to Fleschner (n.d.)

this culture of our society celebrating mediocrity has set up an “unrealistic


scenario of adult life” for Generation Y. This has caused members of Generation

Y to graduate with a sense of entitlement, “a feeling that they deserve largely as

they have been constantly rewarded for often small, trivial successes” (Fleschner,

n.d., p. 144).

Levine in Fleschner (n.d.) further extends the reasoning to the high

turnover trends with Generation Y: “Having been used to being well-rewarded for

often little effort, many members of Generation Y move from job to job seeking

this immediate satisfaction” (Levine in Fleschner, n.d., p. 144).

Half (2005) also mentions that Generation Y has been characterized as “an

overstimulated, high-maintenance generation hooked on instant gratification.

Generation Y employees also been accused of having a sense of entitlement and

unreasonable expectations about work” (Half, 2005, p. 13).

“The CareerBuilder results show that when dealing with young

employees:

a) 74 per cent of employers say Gen Y workers expect to be

paid more

b) 61 per cent say Gen Y workers expect to have flexible

work schedules

c) 56 per cent say Gen Y workers expect to be promoted

within a year

d) 50 per cent say Gen Y workers expect to have more

vacation or personal time


e) 37 per cent say Gen Y workers expect to have access to

state-of-the-art technology” (Fortier, 2007, Human

Resources Section, p. 10)

In 2000, the highest level of new hires were between the ages 31 to 40,

while the highest number of quits occurred with the employees in their early 30s

(Colleen O'Hara, 2001).

As contended by Amar (2004), Generation Y draw three sources of work

motivation (as opposed to other generations): the nature of the job; the outcomes

of the job which include rewards and sanctions; and the organizational system and

its attributes such as mission-vision, goals, policies, practices, image, and culture.

Characteristics at Work.

Below are some typical characteristics of Generation Y employees at

work.

commitment to the organization. In the article Busting the myths of Gen

Ys by Fortier (2007) cited Helen Handfield-Jones research on Generation Y

workers that although their seemingly lack of commitment to their employer

companies in terms of stay in the company, they are committed to doing well at

their jobs. One of the reasons for the lack of commitment might be an adaptation

of the dynamic marketplace. "These young people have grown up in the age when

commitments between people and organizations are much more short term. They

know their company isn't going to keep them on the payroll forever," she


explained. "Our research has found that younger generations are incredibly

hungry for development and growth, more than we were at that age…They can be

loyal and give 110 per cent, but they are not planning to stay for 10 years."

(Fortier, 2007, Human Resources Section, p. 10).

impatience/sense of immediacy. Another evident characteristic of

Generation Y is their urgent sense of immediacy (Martin, 2005). The proponent

states, “A year is long-term to a Generation Y employee and three years is just a

mirage.” (p. 41) Furthermore, these workers are not attracted by promises of

climbing ladders, paying dues, and cashing out at retirement, as Generation X

workers do. They are more concerned with what they can learn and gain (in terms

of rewards) today. “Generation Y is self-confident, outspoken, passionate,

opinionated, loyal and impatient. They are easily bored and happily move on to

other things and interests. They are ambitious, and in a hurry…” (Henry, 2006,

p.1). When it comes to career advancement, Generation Y is known to be

impatient in the time they have to wait to receive a job promotion. Fleschner

(n.d.) states that this generation is “opposed to working many years before job

advancement if they are seemingly qualified” (Fleschner, n.d., p. 142). Half’s

survey (2005) of Generation Y employees showed that “more than half of those

surveyed believe they should spend just one to two years “paying their dues” in

entry-level positions” (Half, 2005, p. 7).

demand for responsibility. Another characteristic that is distinct to

Generation Y is the desire or demand for more responsibility at work. When they


are left with menial tasks, they tend to get bored easily. Also, they do not like

being micromanaged. This generation has a need to feel that their bosses trust

them with real and more important tasks so that they will gain professional

growth. Generation Y people are highly motivated. For Martin (2005), the

managers should “position increasing responsibilities as rewards for their Gen Y-

er’s accomplishments” (p. 42). The reason for this could be related to Sheahan’s

(2005) observation that “Generation Y have been played up to their entire life,

often with money and material things ... they know their value, and they know

they have options” (2005, p. 28). Also, Hill and Stephens (2005) noted that

“Generation Y has been raised to believe that their private agendas drive their

public performance” and will clearly need to be ‘managed’ in a much more

sophisticated way than previous generations. As stated by Broadbridge, Maxwell

and Ogden (2007), job security is not a motivator for Generation Y and they do

not expect nor desire long-term employment. This claim is supported by Baruch

(2004b), who suggests that Generation Y employees are more attracted to

challenging and meaningful task assignments for their self-development and their

careers. According to Kupperschmidt (2000), Generation Y would want the same

things from a job. The only difference is they expect it, and more than that, they

demand it.

flexibility of work. According to Martin (2005), Generation Y employees

desire flexibility of work. “They are looking for work places where they can move

from project to project, position to position, department to department, location to


location” (p. 42). The reason for this is that flexibility provides opportunities

where they can continue to learn different marketable skills and gather experience

that will serve their career in the future. As a solution, managers should invest in

on-going education and flexibility within the organization to make it the “hub of

energy” of the Generation Y workers.

preferences on organizational attributes. According to the research study

Attracting Generation Y graduates: Organizational attributes, likelihood to apply

and sex differences (Terjesen, Vinnicombe, & Freeman, 2007), it was found that

with the sample, which consisted of university students about to graduate, there

was be a positive relationship between the attractiveness of organizational

attributes and likelihood to apply. Some of the characteristics of Generation Y

employees, such as being respectful of learning, socially conscious and, diverse

are shown (Grossman, 2006), and the organizational attributes identified were:

a) “invest heavily in the training and development of their

employees”

b) “care about their employees as individuals”

c) “clear opportunities for long-term career progression”

d) “variety in daily work” and

e) “dynamic, forward-looking approach to their business” (p. 517)


Terjesen, Vinnicombe, and Freeman (2007) were able to identify the most

important predictor of likelihood to apply to a company. In descending order of

important attributes are:

a) “employs people with whom you feel you will have things in

common”.

b) “offer the opportunity for international travel”

c) “really care about their employees as people”

d) “friendly, informal culture”

e) “a very high starting salary”

f) “use your degree skills”

g) “scope for creativity in your work”

h) “a dynamic, forward-looking approach to their business” (p. 514)

However, some organizational attributes are disliked by Generation Y workers.

These are: “an internationally diverse mix of colleagues” and “require you to

work standard working hours only” (Terjesen, Vinnicombe, & Freeman, 2007, p.

514). Interestingly, the proponents also identified some attributes that were not at

all mentioned by the sample. This information indicates to some extent that

Generation Y is looking for slightly different qualities in their employers. The

missing attributes, which are greatly prominent with Generation X, are:

a) “absence of students’ mention of benefits (e.g. medical, life

insurance),


b) job security,

c) physical work environment,

d) solitude,

e) easy commute,

f) geographical location and

g) feedback” (p. 515)

nature of job and industry preference. With regard to the type of job or

industry that Generation Y prefers, Terjesen, Vinnicombe, and Freeman (2007)

found through their sample companies, a management consultancy, an investment

bank and a media corporation. The findings were that Generation Y students

perceive the “media corporation to offer more scope for creativity at work and a

relatively stress-free working environment than the management consultancy or

the investment bank” (p. 511), which indicates that Generation Y students prefer

creative and stress-free work. This also evinces that students are able to

differentiate between employers and the nature of work involved very early stages

of the job search process.

clearer expectations based on previous work experience. For

Broadbridge, Maxwell and Ogden (2007), Generation Y may already have work

experience from several jobs while still being students (i.e. undergraduate

internships) before entering into a full-time employment. In general, this

generation of workers has clearer expectations as to what they want and what they


not what for their careers. Furthermore, according to Martin (2005), Generation Y

workers “want to play meaningful roles, doing meaningful work on teams of

highly committed, motivated coworkers. They also had every intention of making

lots of money while building their ideal career and personal life. And with three to

four part-time job experiences or internships under their belts before they enter

the workplace full-time, they were emphatic about the type of manager they

wanted to work with.” (p. 40)

career planning. Ye (2006) in Coping with the “Millenials”, found that

fresh college graduates of today use their first few companies as spring boards to

gain experience so that they can quickly move to a next job which usually pays

more. They accept authority and view work as “a means to an end” and a

“fulfillment” (Hammill, 2005). These Generation Y graduates also expect career

advancement in six months to one year. More importantly, according to

Publishers Weekly (as cited in Alsop, 2008), Generation Y employees value

greatly career success; however, they are also persistent job-hoppers. Their

commitment is not on the company per se but on themselves by acquiring as

much skills as possible before pursuing their dream jobs.

With the characteristics of Generation Y employees identified previously

by different researchers, such as being self confident, independent,

technologically savvy, etc., they seek to find jobs that are meaningful, high-

paying, and flexible (Grossman, 2006). As discussed in Ye (2006), Generation Y

employees go from one job to the other and expecting higher pay every time.


They seem unafraid of not being able to get a job unlike other generations. This

can be because of all the identified characteristics and skills they possess. They

believe they can do anything (Grossman, 2006).

Characteristics at Play.

desire to be independent. Even as this generation is commonly

characterized as being independent because they are said to be able to take care of

themselves, they are also described to be dependent because they grew up in a

very child-centric environment unlike the other generations (Grossman, 2006).

They work well in teams but still maintain a sense of individualism within the

group (Huggins, 2008; Zimmerman, 2008).

techno-savvy. As mentioned by Martin (2005), members of Generation Y

are techno-savvy as technology has fundamentally shaped their lives in how they

learn and how they process information. More than using the technology,

Generation Y workers want to “create with it – from their own web sites to

teaching their teachers how to use technology in the curriculum. They’re

continually customizing how they gather and share information.” (p. 41) Martin

(2005) then proposed that the challenge for managers is to make sure that the

company’s technology is up-to-date and competitive with other businesses in the

same industry as these are big factors that Generation Y considers. The

technological advancement of a company reflects how competitive the company

in contrast to the rest of the world in terms of how it can support its mission and


goals through its available tools. Having outdated technology will turn Generation

Y recruits off and frustrate them.

worklife balance. According to Broadbridge, Maxwell and Ogden (2007)

and Anon (2006), Generation Y workers generally seek a work-life balance and

have differing expectations and perceptions about work from Generation X.

Generation Y is enthusiastic with work, but they are not workaholics; they do not

let it dominate their lives. Moreover, they give high regard for the presence of

diversity, equality, and tolerance in both professional and personal aspects of their

lives (Morton, 2002). “…expect work and life to co-exist harmoniously, even

though they are not sure how to make it work yet…” (Henry, 2006, p.1). Trunk

(2007) in an article for Time Magazine stated that Generation Y perceives work-

life balance differently from other generations. “With 85 million baby boomers

and 50 million Generation X, there is already a yawning generation gap among

American workers--particularly in their ideas of work-life balance. For baby

boomers, it's the juggling act between job and family. For Generation X, it means

moving in and out of the workforce to accommodate kids and outside interests.

Now along come the 76 million members of Generation Y. For these new 20-

something workers, the line between work and home doesn't really exist. They

just want to spend their time in meaningful and useful ways, no matter where they

are” (Trunk, 2007, p. 1).

An article from OnlineRecruiter.com

(http://www.onrec.com/newsstories/22305.asp, 2008) reported on an international


panel of some of today’s brightest 18 year olds at the seminar ‘Kids Today,

Leaders Tomorrow’ held at the London Business School on July 8th 2008. In this

seminar, some of the career requirements of these youth were discussed. “A

common theme throughout was the students’ belief that their parents’ generation

worked too hard and that a work-life balance and the ability to start a family

without one’s career being affected were important prerequisites in determining

the paths they would pursue” (www.onrec.com, 2008, p.1). Asthana (2008) states

that Generation Y employees “care less about salaries, and more about flexible

working, time to travel and a better work-life balance. And employers are having

to meet their demands” (p. 1)

Faller, Jones, & Morgan (2008) stated in their article Generation Y takes

on Work-Life Balance that Generation Y employees, compared with other

generations, are most likely to be successful in alternative work schedules and

working remotely because they grew up in the Internet Age. “Having grown up in

the Internet age, we are sophisticated consumers of technology and are highly

skilled at keeping our colleagues up to date. Because of our facility with the latest

technological advances, we are, arguably, the best-positioned to succeed at

working remotely or on an alternative work schedule. As a result, not only do

many of us look for firms with work-life balance initiatives but we also want the

firms to back up such initiatives with a proven track record of helping lawyers

achieve balance” (Faller, Jones, & Morgan, 2008, p. 1).


Synthesis

The entry of Generation Y into today’s workplace has brought about a

considerable number of changes. This generation is believed to bring in new ideas,

characteristics and behavior that inevitably caused their employers to adjust for

them. More specifically, the literature reveals that the characteristics of this

generation include being self confident, independent, technologically savvy, and

the like. This generation of employees seeks to find jobs that are meaningful,

high- paying, and offer flexible working hours.

Generation Y employees are observed to value worklife balance more as

compared to other generations. In terms of organizational commitment, they are

more loyal to their own careers rather than to the organization itself. Priorities in

their work and personal lives also vary. For instance, while Generation X would

prioritize financial security in their jobs, Generation Y is more inclined towards

career advancement/planning. Specifically, while Generation X employees value

easy commute to and from the workplace and performing static kinds of work,

Generation Y employees value good workplace culture, a variety of work plus

most of all, flexibility.

The best qualities of Generation Y identified are their hunger for constant

learning and self-development. This generation has a very strong drive for

proving themselves, succeeding and acquiring as much skills needed to excel in

their work. Since this new wave of employees has just entered the workforce,

employers need to know how to channel these strange yet strong characteristics of


Generation Y employees and put them into good use. Considering their tendency

to leave a company if their employer does not possess all the qualities they require,

strategies to retain them must be compelling. From the employer’s point of view,

it is naturally important to retain employees considering the substantial costs of

continually hiring and training new employees. This is precisely the reason why

various studies today focus on searching for possible explanations and solutions

to this turnover phenomenon. In this review of related literature, there are several

notable studies wherein the topics of worklife balance and organizational

commitment are separately discussed in relation to turnover intentions. On the

other hand, other researchers only tried to prove the causal relationship between

worklife balance and organizational commitment. Then, most of the literature that

revealed the significant relationship between organizational commitment and

turnover intention were Western-based. Given these trends, the researchers chose

to focus on the relationship of worklife balance with organizational commitment

and verify if it does affect turnover intention within the Philippine setting. Other

causal factors that may affect either worklife balance or organizational

commitment are also identified during the process.


Conceptual Framework

The proposed conceptual framework included two (2) research variables

that helped the researchers explain and discuss the problem in a structured manner.

First, this study focused on one independent variable, namely, the worklife

balance status of Generation Y employees. As observed in the review on related

literature on worklife balance, the worklife balance status of Generation Y

employees may be considered as a contributor to their intention of staying with or

leaving a company. Thus, this variable was thoroughly studied to explain the

turnover intentions of the said generation. The dependent variable for this

research is the organizational commitment of employees. This was also

considered as analogous to the turnover intentions of employees (Branham, 2001).

In previous studies aimed at specific organizations, it had been proven that by

enhancing organizational commitment, turnover rates improve (Branham 2001).

By studying the relationship of worklife balance on organizational commitment, it

will also be able to explain turnover intentions as well of the said generation.

These variables were fairly scrutinized by the researchers to answer the main

problem of this research paper.

This study chose Generation Y employees’ worklife balance and

organizational commitment as the research variables seeing that many previous

studies only focused on relating each one to turnover intention separately or using

other variables. The study aimed to get the relationship between the two (2)

variables to come up with a substantive answer to the research problem.


Figure 1.1

Generation X & Y and the Relationship Between Worklife Balance and


Operational Framework

The operational framework of this research, as shown in Figure 1.2,

showed the specific details that it focused on with regard to each of the variables.

The independent variables Generation Y’s perceived worklife balance and

organizational commitment were studied thoroughly to further understand the

turnover intentions of Generation Y employees. There are three dimensions of

worklife balance and these are: work interference with personal life (WIPL),

personal life interference with work (PLIW), and work/personal life enhancement

(WPLE) (Hayman, 2005). Work interference with personal life (WIPL) refers to

the “extent to which work interferes with personal life” (Fisher, G., 2001).

Generation X and Y

Worklife Balance Organizational Commitment


Work/personal life enhancement (WPLE) refers to the “extent to which one’s

personal life enhances work” (Fisher, G., 2001). Personal life interference with

work (PLIW) refers to the “extent to which one’s personal life interferes with

work” (Fisher, G., 2001)

For the second variable, organizational commitment, the three-component

model of Allen & Meyer (as cited in Powell & Meyer (2004) and Feldman & Ng

(2008)) was included to further assess the turnover intentions of Generation Y

employees. The three components are namely, affective commitment (AC),

normative commitment (NC) and continuance commitment (CC). Literature

showed that the three models of commitment all have significant results on

turnover intention, and that affective commitment has been stated to be a

predictor of turnover. Moreover, continuance commitment (CC) is also said to

closely resemble turnover intentions (Lee, Allen and Meyer, 2001). The

relationship of these three (3) components of commitment, with Generation Y’s

worklife balance status was thus analyzed. This showed the relationship of the

first two variables with regard to staying or leaving the company and to address

the main problem statement.

The same research variables were used in measuring the responses or

results of a comparison group, Generation X, to validate and support the results of

those from Generation Y.


Figure 1.2

Operational Framework

Definition of Terms

1. Generation X employees- also known as Generation Xer, Gen Xers or Xers;

these are individuals born from 1965 to 1980 (Hammill, 2005).

2. Generation Y employees – also known as Generation Yer, Gen Yers or Yers;

these are individuals born from 1980 to 2000 (Xemke et al., 2000; SHRM,

2007).

3. Organizational Commitment- the employee’s behavior intention to continually

work for the organization rather than accepting another job that may offer

potentially better socioeconomic benefits (Sheridan & Abelson, 1983).

3.1. Affective commitment- “refers to employees’ emotional attachment to,

involvement in, and identification with their employers” (Feldman & Ng,

Generation X and Y

Worklife Balance • Work interference with

personal life (WIPL) • Personal life interference

with work (PLIW) • Work/personal life

enhancement (WPLE)


• Affective commitment • Normative commitment • Continuance commitment


2008, Theory Section, p.2). This will be measured in the research

instrument (Appendix E),the three (3) component model of organizational

commitment questionnaire, revised by Lee, Allen and Meyer (2001); the

specific items that will address affective commitment are: “I really feel as

if this organization’s problems are my own”, “I do not feel a strong sense

of belongingness to my organization”, “I do not feel emotionally attached

to this organization”, “I do not feel like part of the family at my

organization” and “This organization has a great deal of personal

meaning for me”.

3.2. Continuance commitment- “the extent to which employees perceive that

they have to stay with their employers because the costs of leaving are too

high” (Feldman & Ng, 2008, Theory Section, p.2). In the same instrument

mentioned in the preceding number, continuance commitment will be

measured by the items: “I feel that I have too few options to consider

leaving this organization”, “One of the few consequences of leaving this

organization would be the scarcity of available alternatives”, “For me

personally, the costs of leaving this organization would be far greater than

the benefit”, “I would not leave this organization because of what I would

stand to lose”, and “If I decided to leave this organization, too much of

my life would be disrupted”.

3.3. Normative commitment- “the perceived obligation to stay, with some

connotations of moral imperatives to do so” (Feldman & Ng, 2008,


Theory Section, p.2). In the same questionnaire, normative commitment

will be measured by the following questions: “I do not feel any obligation

to remain with my current employer”, “Even if it were to my advantage, I

do not feel it would be right to leave my organization now”, “I would not

feel guilt if I left this organization now”, “If I got another offer for a

better job elsewhere, I would not feel it was right to leave my

organization”, and “I would violate a trust if I quit my job with this

organization now”.

4. Worklife Balance- balance between work and family or life outside work

(Yeandle, 2005; Millward, 2005). Fisher-McAuley, et al. (2003) described

worklife balance as a competition for both time and energy between the

different roles filled by an individual. It may be considered unbalanced for an

individual when the amount of time causes some sort of conflict or stress in

other areas of life.

4.1. Personal life interference with work (PLIW) - refers to the “extent to

which one’s personal life interferes with work” (Fisher, G., 2001). This

will be addressed by the following items in the worklife balance research

instrument (Appendix D): “struggle to juggle work and non-work”,

“happy with the amount of time for non-work activities”, “personal life

drains me of energy for work”, “too tired to be effective at work”, and

“my work suffers because of my personal life”.


4.2. Work interference with personal life (WIPL) - refers to the “extent to

which work interferes with personal life” (Fisher, G., 2001). “personal

life suffers because of work”, “job makes personal life difficult”, “neglect

personal needs because of work”, “put personal life on hold for work”,

and “miss personal activities because of work”.

4.3. Work/personal life enhancement (WPLE) - refers to the “extent to which

one’s personal life enhances work” (Fisher, G., 2001). This will be

measured by the following items in the worklife balance research

instrument (Appendix D): “hard to work because of personal matters”,

“personal life gives me energy for my job”, “job gives me energy to

pursue personal activities”, “better mood at work because of personal

life”, and “better mood because of my job”.

In this study, all the above mentioned concepts were obtained through the

survey questionnaire and interview guide (See Appendix B to F).

Scope and Delimitations

The study was conducted with one (1) small-to-medium enterprise (SME)

size, profit-oriented organization as its source of subjects. The organization is

located here in Metro Manila, Philippines. As the study focused on how

Generation Y employees currently perceive their worklife balance and how it

leads to organizational commitment and their turnover intentions, the data taken


for analysis came from the company’s Generation Y respondents. This

information affects not only the company as a whole but also all Generation Y

employees. Additional supporting data came from the company’s human resource

department managers or representatives and Generation X employees.

The firm has some notable characteristics that may affected or even

limited the results retrieved. The company is run by a Filipino-Chinese family.

Hence characteristics such as being Chinese in nature and being a family business

is present.

To further verify results obtained from the Generation Y employees, the

researchers conducted a similar survey with the company’s Generation X

employees. However, as the sample only consisted of one (1) company, the

conclusions that were formed about Generation Y and Generation X might not be

generalized to all Generation Y and X employees. Also, it should be noted that the

organizational culture of the selected organization was not included in this study.

It was also not incorporated in the analysis of the data collected.

As learned from the review of related literature, there have been many

studies that have already proved that there is a prevalent trend or phenomenon

regarding turnover. The researchers of this study hence focused on delving deeper

into the attitudes of Generation Y employees and to verify and compare their

attitudes with older generation employees.


Significance of the Study

The findings of this study were deemed to be highly significant to the

Information Technology (IT) firm selected. With them, the company was able to

know whether or not their Generation X and Y employees are experiencing the

ideal level of worklife balance and hence organizational commitment. The

findings also showed the specific effects of the corresponding levels of worklife

balance and organizational commitment of the employees. Thus, the company

may opt to reassess, adjust and improve the different interventions they are

currently doing. Overall findings on the worklife balance and organizational

commitment of Generation Y employees are useful in crafting or employing

applicable management interventions to maintain the current workforce that can

contribute to companies’ strategies on reducing such unwanted turnover.

The conclusions drawn from the findings may likewise be beneficial or be

utilized in other organizations in the same industry as the nature of work is the

same. Further studies on this topic may also be applied to other small -to-medium

enterprises not necessarily in the same industry. The size of the organization may

be a factor for the results obtained. Such studies may base their assumptions and

initial studies on this paper.

This study could also encourage further studies on the workforce of today

and tomorrow specifically focusing on the variables such as Generation Y

employees, worklife balance, and organizational commitment. Moreover, as the

succession of job positions shifts from older generation workers to young


Generation Y employees, the job industries or markets could be affected by how

they run their companies and how they view and perform work. Significant

widespread changes to the structure of work (i.e. working hours, work

responsibilities, and many more) in various industries could affect the generations

following Generation Y.

The distinct characteristics of Generation Y and the somewhat unsettling

conditions that they bring to the job market are treated by managers and

employers with aversion. Thus, this study can act as a defense against the many

criticisms on Generation Y such as its lack of loyalty (Fortier, 2007) and

impatience (Martin, 2005). The reasons or explanations of the motivations of

Generation Y employees and relationships of the research variables could actually

prove informative and beneficial to employers. Through the research, employers

will have a glimpse of how to deal with the different kinds of characteristics and

behaviors of Generation Y employees. Understanding a phenomenon will bring

forth ways on how to deal, control, and even capitalize on it (Martin, 2005).

The study aimed to contribute insights that may benefit not only the

present predicaments of employers and human resources managers, but also to

further verify the ideas and assertions purported by related theories and studies on

the Generation Y workforce, organizational commitment and turnover. Further,

the results may reveal to the global workforce the findings on Generation Y in the

Philippine setting and these can increase awareness about this new phenomenon

altogether.


Chapter 2

METHOD

Research Design

One profit-oriented organization, in this case, a selected Information

Technology (IT) firm in Metro Manila, was the sample for the study. The research

design for this study was descriptive and had utilized a multi-method approach.

Quantitative and qualitative data gathering methods have been employed. This

design was chosen as it is a way to collect data in order to answer questions about

the current status of Generation Y and Generation X employees in an organization.

The study also identified and described the worklife balance of the two

generations in the company and how it affected the organizational commitment of

Generation Y employees in the selected IT firm within Metro Manila.

Furthermore, Generation X employees was used as a comparison group to verify

if there are indeed significant differences in the results of the findings from the

Generation Y sample vis-à-vis the Generation X sample.

The research methods used were survey and interviews; as such research

instruments employed included a survey questionnaire and follow-up interviews

guide, with the former being carried out first. ANOVA and Correlation tests were

done to test the significance of worklife balance on organizational commitment.

The survey questionnaire was conducted with the IT firm’s employees as

respondents. Interviews were conducted to enrich and verify information gathered


from the survey questionnaires. These interviews helped place the data gathered

into context which aided interpretation.

Subjects and sampling procedure

The organization selected for this study was an IT firm in Metro Manila. It

is a small-to-medium enterprise (SME) that employs about 94 employees. The

rationale behind the selection was that there is a mix of Generation X and Y

currently working for it. As mentioned, this study aimed to explore the Generation

Y phenomenon, but it also aimed to verify this phenomenon vis-à-vis a

comparison group in the form of Generation X.

The organization selected contained the two subsets of samples for this

study as stated above. The study used a purposive sampling method in selecting

the respondents. From the official list of employees provided by the firm’s human

resource representative, the researchers selected those who fall under the

definition of Generation Y and X in terms of age group. The employees who

were born between the years 1980-2000 (Allen, 2004) were categorized as

Generation Y while the employees whose birth years fall between the years 1965-

1980 were categorized as Generation X.

The first set of respondents was Generation Y and the second set of

respondents was the comparison group, Generation X. Five (5) respondents from

each of the two subsets of samples, Generation Y and Generation X, were invited

for interviews. This represented 10% of the total number of respondents.


Research Instruments

There were three (3) instruments used for the study. The first instrument,

developed by the researchers, was the interview guide for the semi-structured

interviews with the human resources representatives (Appendix B) of the

organization. This was accompanied by a letter of request (Appendix A) to the

general manager to accommodate the group.

The second instrument was the survey questionnaire for the Generation Y

and Generation X employees, which started with items on their basic information

(Appendix C). The questionnaire was composed of two scales, namely the

Worklife Balance Scale (Appendix D), and the Organizational Commitment

Questionnaire (Appendix E). The third instrument was the interview guide for the

semi-structured interviews with the Generation Y and Generation X employees

(Appendix F). The purpose of these interviews was to expound on the data that

was obtained from the survey questionnaires. Questions were based from the

review of literature as well as the survey questionnaire. Follow-up questions were

asked to probe for more information and clarification from the interviewees.

However, the interview guide was only tentative as the questions could vary

depending on the answers of the respondents in the survey questionnaire.

Also, an audio recording device was utilized to document both the

interviews with human resource department representatives and Generation Y

employees for data analysis.


Worklife Balance Scale

The worklife balance scale was adapted from the article “Psychometric

Assessment of an Instrument Designed to Measure WorkLife Balance” of

Hayman (2005). The chosen scale was used over other scales because of its

relevance for participants who do not have family responsibilities but still may

experience work impinging on their personal life. It assessed if the participants

currently feel that they had a balance between work and life. The article was an

assessment of Fisher-McAuley, Stanton, Jolton and Gavin (2003) original scale

that was also used to assess the three dimensions of worklife balance namely:

work interference with personal life (WIPL), personal life interference with work

(PLIW), and work/personal life enhancement (WPLE). The updated scale

consisted of 15 items from the original 19 items which had higher Cronbach alpha

values for the three factors of 0.93 for WIPL, 0.85 for PLIW, and .69 for WPLE.

The 15 items was divided into 5 items for each factor. The first five items

measured Work interference with personal life (WIPL), while the next five items

measured personal life interference with work (PLIW) and lastly, the final five

items measured work/personal life enhancement (WPLE). Item number seven was

reversed scored. Scores with a higher score signifies less balance. A 7 point time

related scale was used (e.g. 1=Not at all, 4=Sometimes, and 7=All the time).

Hayman, (2005) researched that the time based stem is recommended so that the

respondents would have the same time frame for reference while responding to


each item. Hayman (2005) also stated that the scale had acceptable reliability

estimates and factor loading patterns for worklife balance See Appendix D.

Three-component model of Organizational Commitment questionnaire

The three (3) component model of organizational commitment

questionnaire, revised by Lee, Allen and Meyer (2001) is a 15-item questionnaire

in a 7-point Likert scale that measures the three components of commitment

namely affective, continuance and normative. With a total of 15 items, each

component was confirmed using 5 questions each. The first five items measured

Affective Commitment (AC), whereas items six to ten measured Continuance

Commitment (CC), and the last five items measured Normative commitment

(NC). This questionnaire was chosen over the earlier questionnaire models by

Allen and Meyer, 1991, and Allen and Meyer 1996, because of the reported

findings that the questionnaire was mostly conducted in North America. This

questionnaire on the other hand was restructured per item, tested in emic-etic

approach to be a better fit to the data than other competing models (Lee, Allen, &

Meyer, 2001). The test has been adapted for Asian respondents. Compared to the

Non-western questionnaire revision by Ko, Price, and Mueller (1997) of

Cronbach's alphas: ACS=0.86, CCS=0.61, NCS=0.74, the questionnaire by Lee,

et al. (2001) rated Cronbach’s alphas of 0.86 for ACS, 0.76 for CCS, and 0.83 for

NCS. The questionnaire has confirmed good psychometric properties in terms of

validity, internal consistency with respect to turnover intention (Lee, K. et al,

(2001). See Appendix E.


Procedure

Several potential host organizations were contacted through different

means such as through letters of requests (See Appendix A) to the General

Managers of each organization through direct mail, electronic mail or facsimile.

The first organization agreed to accommodate the researchers was chosen.

The informed consent or letter given to the potential organizations

contained information regarding the purpose and objectives of the study,

confidentiality clause, and a request for appointment for the interview time and

date. The letter also indicated a request for conducting a census on the Generation

Y and Generation X employees of the organization and corresponding follow-up

interviews with some of these employees. In order to ensure that the sample that

the human resource manager will choose was correct, the demographics of these

employees were specified.

As soon as the organization agreed to the request, the researchers gathered

all the necessary information regarding the subjects of the study from the selected

organization’s human resources department. A list of names and ages or year of

birth of the employees was retrieved for cross-checking with the total number of

surveys to be disseminated.

The researchers first conducted an interview with the human resource

representative to get the management’s perspective on the overall worklife

balance and organizational commitment of both Generation X and Y employees.

During the interview proper, the researchers arrived at the agreed place and time,


prepared with the prior knowledge and instruments necessary for the interview.

Upon the arrival of the interviewee, the usual formalities were followed. The

group gave a short account of the nature, background of the study and its

objectives before the actual interview.

Before the actual interviews, however, the researchers assured the

respondents that the information they gave would only be used for the study. The

researchers also asked for the interviewees’ permission to record the conversation

on tape. If for any of the interviews the respondent claimed to be giving

information as a private practitioner, recording would not be permitted; instead,

the group took down notes during the discussion. The researchers made every

effort to be polite and impartial in obtaining the information. The interview was

paced moderately and to the convenience of the respondent. The interviewers also

respected the respondent’s right to decline answering certain questions, and

allowed the respondent to answer freely and emphasize topics he or she wished to

further elaborate. Prompt questions not included in the questionnaire were also

posed as necessary. Before ending the interview, the interviewers confirmed the

information by summarizing the answers given and made sure that all information

was clear. The interviewers thanked the respondent for his or her time and

expressed gratitude by giving a token of appreciation.

On that same day, the group personally gave the letter and the interview

guide attached to the human resource representatives, as well as the survey

questionnaires for the Generation X and Y employees. The human resource


representative suggested that the group can leave the questionnaires with her so

she could personally facilitate and conduct the survey. Additional instructions on

returning the answered survey to the research group were also discussed. In case

some answers were unclear or left unanswered, the researchers sent follow-up e-

mails to clarify certain points and to ask further questions.

For the survey questionnaires, the group tallied or processed the data and

grouped them accordingly and further classified them by age brackets or lengths

of stay in the company or by category. Using convenience sampling, those

respondents who were chosen or were willing to participate in another interview

were interviewed according to a time and date convenient for them.

Follow-up interviews were conducted with ten (10) percent of the

Generation X and Y respondents or five (5) employees for each generation to

gather possible reasons and further details about their responses. The interview

process was the same as with the interview with the human resource

representative.

After each interview, the researchers accomplished the interview

transcripts by word processing the audio recordings. These interview transcripts

were then compiled and the responses of the respondents were themed according

to the questions asked. The information was grouped and organized accordingly

to facilitate data analysis.


Data Analysis

The data from the instruments were analyzed using a Multi-method

approach. Both quantitative and qualitative data analyses were used for the study.

Quantitative data came from the survey questionnaires while the qualitative data

came from the interviews.

Quantitative Data Analysis

Data from the survey questionnaires had initially been separated based on

the age range specified in the sample. Statistical tests were done to the raw codes

from the survey instruments. Inferential statistics were also obtained to measure

how worklife balance affects organizational commitment both in Generation X

and Generation Y. Pearson Correlation and One-way analysis of variance

(ANOVA) at alpha level of 0.05 was used to measure the effect of the

independent variable (worklife balance) on the dependent variable (organizational

commitment).

Descriptive statistics was also obtained for all variables in the form of the

measures of central tendency (mean, median, and mode), frequency of

distribution, and the measures of variability (standard deviation).

Qualitative Data Analysis

Data from the interviews resulting from the HR representatives as well as

from the Generation X and Y employees were transcribed from the recording


device. The transcriptions were then analyzed using Content Analysis method to

code the data into thematic units.

The information gathered and analyzed from the interview as well as the

data results was assessed and used for the proposed management intervention

program for the organization.

Methodological Limitations

One methodological limitation that the researchers had to consider

concerned the subjects of the study. During interviews, some respondents from

different generations exhibited personal biases towards some questions based on

their personal experiences hence the data collected may not be entirely impartial.

Furthermore, some respondents were not willing to disclose all relevant

information in the interviews. To address these, the group rephrased some

questions or tried to clarify answers derived from the respondents. The group tried

to draw out personal opinions by probing the interviewees. The respondents were

reassured as well that their identities would be kept confidential once the research

paper was written. The group also requested the human resource representatives’

assistance for verification purposes.

As the management backed the study and required the employees to

thoroughly answer the survey questionnaire, the group expected to get a good

turnout in the surveys. Unfortunately, there were respondents who did not take the

survey seriously and answered the questions just for the sake of accomplishing the


survey. Realizing this, the researchers coordinated with the human resource

representative to encourage the respondents to answer as honestly and as

completely as possible. The researchers also requested the representative to

double check on the questionnaires to make sure that each and every question was

completely answered.

In the instruments, particularly the survey questionnaires, answers of

respondents were more limited. Reasons for the respondents’ answers were also

not explained. The researchers tried to get these explanations by asking more

questions in the interview.

The place and time of the interview was also considered a limitation since

it may have been a cause for distraction of the respondents. As the interviews

were conducted in different rooms—sometimes in a private place, other times, in

a more public place—conditions were not the most ideal. When interviews were

done in a public place, the researchers made sure that the respondents face the

wall or just away from the door to avoid being distracted by people passing

through the interview area. Also, another down side of an interview conducted in

a public place was that it was not the quietest place in the area. Although it was

hard to avoid the noise in such public place, the researchers tried to make the best

out of the situation. The recording device was put nearer to the respondent and the

researchers tried to verify every response made by the interviewee. Finally, the

time scheduled for the interview was not always the best time for both the

interviewers and the respondents. As much as possible, the interviewers


accommodated and scheduled the interviews in a time most convenient for all the

respondents.


Chapter 3

RESULTS

Introduction

This chapter contains the results of the research study that was conducted.

It is written into three sections. The first section provides a short description of

the host company and its employees. The next section presents the results from

the survey questionnaire in detail and finally, the last part shows the summarized

responses retrieved from the interviews with the survey respondents are presented

below.

The IT Firm and its Employees

The selected company was a small-to-medium sized Information

Technology (IT) firm that requires all of its employees to come to work six (6)

days a week. Saturdays are usually either a day for trainings for those employees

in the Sales Department or an extra day of work for the other departments.

The company is run by a Filipino- Chinese family; hence the company has

special characteristics (i.e. a family business and a Chinese company by nature)

that may contribute to the overall results. Further, although it is a Chinese

company, all of its employees are Filipinos. For a more comprehensive look on

the company, refer to the table below (Table 3.1). The data below shows historical

data (as of May 2009) on the company’s employee count as per department.


Table 3.1

IT firm’s Employee Count per Department

Department Generation Y Generation X

Accounting Department 1 1

Administration

Department

2 1

Customer Service

Department

2 2

Inventory Department 1 4

Leasing Department 1 1

Logistics Department 1 7

Marketing Department 2 1

Purchasing Department 3 1

Sales Department 12 7

Technical Support

Department

13 10

Telemarketing

Department

2 1

Treasury Department 2 4

TOTAL 42 40

Note: Historical data, as of May 2009.


Although data above does not coincide with the exact population used in

the study, it is important to note that in this company, the bulk of the Generation

Y employees were mostly in the Sales and Technical Support Department; there

were more Generation Y employees in such departments in proportion to the other

departments as compared to Generation X employees.

In total, the company currently employs 94 employees from different age

groups. For the purpose of this study, from the total 94, only 80 employees were

qualified for the study because only this amount of respondents completed the

whole survey questionnaire. However, out of the 80 employees, there were forty-

five(45) Generation Y respondents, twenty-five(25) Generation X respondents

and ten (10) Baby Boomers. Because ten (10) of the respondents were Baby

Boomers, they were not part of the study.

From the pool of respondents, the researchers interviewed ten (10)

employees; five (5) from Generation Y and another five (5) from Generation X.

Also, the ten (10) employees were composed of five (5) males and five (5)

females. These employees were designated across different departments with

varying lengths of stay in the company.


Table 3.2

Interview Respondents’ Profile

Name Age Generation

Group

Sex Civil Status Length of Stay

with the

Company

Mr. A 35 X Male Married 10 years

Ms. B 38 X Female Married 10 years

Mr. C 32 X Male Married 2 years

Ms. D 39 X Female Married 4 years

Ms. E 41 X Female Single 2 years

Mr. F 30 Y Male Married 6 months

Ms. G 22 Y Female Single 1 year&2

months

Mr. H 25 Y Male Single 6 months

Mr. I 28 Y Male Single 2 years

Ms. J 21 Y Female Single 9 months

Survey Questionnaire Results

Initially, the data was categorized by using the scores above and below the

standard deviation (SD = 9.81) of the Worklife Balance mean scores (M = 55.47,

N = 70). However, there were many respondents that had scores near the mean.

The decision was to categorize the scores using median (Md = 54.5). Scores

above the median were categorized as low while scores below the median were

high. In total, 70 respondents were considered for the study – 34 of which were


males and the remaining 36 were females. The ages of the respondents ranged

from 20 to 40 years of age. For the 70 respondents, 13% did not have a job before

the present company (16% for Generation Y, 8% for Generation X), 24% had one

(1) job previous job (27% for Generation Y and 20% for Generation X), 31% had

two previous companies before the present (36% for Generation Y and 24% for

Generation X), 13% had 3 previous jobs before the present (7% for Generation Y

and 24% for Generation X) and 18% had four or more jobs before the present

(15% for Generation Y and 24% for Generation X). Found in the table below are

additional details about the respondents from the company.

Table 3.3

Additional details on the Generation Y and X Respondents

Generation Mean Age Marital Status Companies prior to present

Single Married Separated None 1 2 3 4 or more

Y 25.2 30 15 -- 7 12 16 3 7

X 34.46 9 16 1 2 5 6 6 6

Worklife Balance

Generation Y employees had a mean of 56.07 for Worklife Balance

(WLB), 3.42 for work interference with personal life (WIPL), 3.04 for personal

life interference with work (PLIW), and 4.62 for work/personal life enhancement


(WPLE). For Generation X, WLB had a mean of 54.4, WIPL had a mean of 3.42,

PLIW had a mean of 2.72, and WPLE had a mean of 4.49. It is important to note

that Generation X had a Mode of 1 for personal life interference with work

(PLIW); this is as compared to having a Mode of 4 for Generation Y. Below are

the other descriptive statistics for Worklife Balance of Generation Y and

Generation X.

Table 3.4

Descriptive Statistics of Worklife Balance

Variables Generation Y Generation X

Mean Median Mode Mean Median Mode

Worklife Balance 56.07 58 59 54.4 54 54

WIPL 3.42 4 4 3.3 4 4

PLIW 3.04 3 4 2.95 3 1

WPLE 4.62 5 4 4.63 5 4

worklife balance for generation y. For work interference with personal

life (WIPL), results from the survey questionnaire of Generation Y (45

respondents) showed that 36% generally disagreed (11% strongly disagreed, 13%

disagreed, 11% slightly disagreed, while 51% neither agreed nor disagreed) that

“Personal life suffers because of work”. 60% generally disagreed (18% strongly


disagreed, 24% disagreed, 18% slightly disagreed) that “Job makes personal life

difficult”. 49% generally disagreed (11% strongly disagreed, 18% disagreed, 20%

slightly disagreed) that they “Neglect personal needs because of work”. 49%

generally disagreed (11% strongly disagreed, 13% disagreed, 24% slightly

disagreed, while 44% neither agreed nor disagreed) that they “Put personal life on

hold for work”. And lastly, 29% generally disagreed (9% strongly disagreed, 7%

disagreed, 13% slightly disagreed while 49% neither agreed nor disagreed) that

they “Miss personal activities because of work.

Results for Personal life interference with work (PLIW) showed that 51%


disagreed, while 42% neither agreed nor disagreed) that they “Struggle to juggle

work and non-work”. 42% generally agreed (7% strongly agreed, 18% agreed,

18% slightly agreed, while 31% neither agreed nor disagreed) that they are

“Happy with the amount of time for non-work activities”. 53% generally

disagreed (16% strongly disagreed, 20% disagreed, 18% slightly disagreed while

31% neither agreed nor disagreed) that “Personal life drains me of energy for

work”. 56% generally disagreed (11% strongly disagreed, 29% disagreed, 16%

slightly disagreed while 38% neither agreed nor disagreed) that they are “Too

tired to be effective at work”. Lastly, 80% generally disagreed (44% strongly

disagreed, 22% disagreed, 13% slightly disagreed) that “My work suffers because

of my personal life”.


For work/personal life enhancement (WPLE), data shows that 58%

generally disagreed (24% strongly disagreed, 24% disagreed, 9% disagreed while

22% neither agreed nor disagreed) that it is “Hard to work because of personal

matters”. 69% generally agreed (22% strongly agreed, 31% agreed, 16% slightly

agreed while 20% neither agreed nor disagreed) that “Personal life gives me

energy for my job”. 62% generally agreed (7% strongly agreed, 33% agreed, 22%

slightly agreed, while 22% neither agreed nor disagreed) that “Job gives me

energy to pursue personal activities”. 60% generally agreed (13% strongly agreed,

29% agreed, 18% slightly agreed while 36% neither agreed nor disagreed) that

there is “Better mood at work because of personal life”. Lastly, 60% generally

agreed (9% strongly agreed, 22% agreed, 29% slightly agreed while 27% neither

agreed nor disagreed) that there is “Better mood because of my job”.

worklife balance for generation x. Work interference with personal life

for Generation X showed that 40% generally disagreed (24% strongly disagreed,

8% disagreed, 8% slightly disagreed while 52% neither agreed nor disagreed) that

“Personal lives suffer because of work”. 72% generally disagreed (28% strongly

disagreed, 16% disagreed, 28% slightly disagreed while 24% neither agreed nor

disagreed) that “Jobs make their personal lives difficult”. 33% generally


52% neither agreed nor disagreed) that they “Neglect their personal needs because

of work”. 40% generally disagreed (16% strongly disagreed, 16% disagreed, 8%

slightly disagreed while 38% neither agreed nor disagreed) that they “Put personal


life on hold for work”. Lastly, 28% generally disagreed (8% strongly disagreed,

12% disagreed, 8% slightly disagreed while 52% neither agreed nor disagreed)

that they “Miss personal life activities because of work”.

Personal life interference with work (PLIW) results showed that 44%


disagreed while 44% neither agreed nor disagreed) that they “Struggle to juggle

work and non-work”. 52% generally agreed (12% strongly disagreed, 16% agreed,

24% slightly agreed while 32% neither agreed nor disagreed) that they are

“Happy with the amount of time for non-work activities. 64% generally disagreed

(32% strongly disagreed, 16% disagreed, 16% slightly disagreed while 32% that

“Personal lives drains their energy for work”. 77% generally disagreed (52%

strongly disagreed, 12% disagreed, 12% slightly disagreed while 20% neither

agreed nor disagreed) that “They are often too tired to be effective at work”.

Lastly, 80% generally disagreed (48% strongly disagreed, 24% disagreed, 8%

slightly disagreed while 16% neither agreed nor disagreed) that “Work suffers

because of their personal life”.

Work/personal life enhancement (WPLE) had results that showed that

56% generally disagreed (36% strongly disagreed, 12% disagreed, 8% slightly

disagreed while 24% neither agreed nor disagreed) that “It is hard to work

because of the interference of personal matters”. 64% generally agreed (28%

strongly agreed, 20% agreed, 16% slightly agreed, while 28% neither agreed nor

disagreed) that “Personal lives give them energy for their jobs. 56% generally


agreed (20% strongly agreed, 28% agreed, 8% slightly agreed while 24% neither

agreed nor disagreed) that “Job gives them opportunities to pursue personal

activities”. 60% generally agreed (20% strongly agreed, 32% agreed, 8% slightly

agreed while 32% neither agreed nor disagreed) that they “Have a better mood at

work because of their personal life”. Lastly, 52% generally agreed (16% strongly

agreed, 28% agreed, 8% slightly agreed) that they “Have a better mood because

of their job”.

Worklife Balance factors for Generation Y and X. For Work interference

with personal life (WIPL), Generation Y respondents with a low level of Worklife

Balance had a mean of 4.06 while 2.62 for the Generation Y respondents with a

high level of Worklife Balance. Generation X respondents had a mean of 3.90 and

2.89 for those with a low and high level of Worklife Balance respectively. The

results for Personal life interference with life (PLIW) showed that respondents of

Generation Y with a low level of Worklife Balance had a mean 3.69 while 2.52

for those with a high level of Worklife Balance. For Generation X, respondents

with a low level of Worklife Balance had a mean of 3.56, while 2.55 for those

with a high level of Worklife Balance. Lastly, Work/personal life enhancement

(WPLE) results showed that Generation Y respondents had a mean of 4.80 for

those with a high level of Worklife Balance, while 4.40 for those with a low level

of Worklife Balance. Generation X respondents with a low level of Worklife

Balance had a mean of 5.04 while those with a high level of Worklife Balance had

a mean of 4.36.


Table 3.5

Breakdown on Worklife Balance

Generation Y Generation X

Low High Low High

WIPL 4.06 2.62 3.90 2.89

PLIW 3.69 2.52 3.56 2.55

WPLE 4.80 4.40 5.04 4.36


For Organizational Commitment (OC), Generation Y respondents had a

mean of 57.53 for Organizational Commitment, 3.52 for Affective Commitment

(AC), 4.08 for Normative Commitment (NC), 3.91 for Continuous Commitment

(CC). For Generation X, on the other hand, OC had a mean of 53.4, AC had a

mean of 3.35, NC had a mean of 3.72, and CC had a mean of 3.72. It is to note

that Generation X had a Mode of 2 for Continuous Commitment compared to 4

for Generation Y.


Table 3.6

Descriptive Statistics of Organizational Commitment

Variables Generation Y Generation X

Mean Median Mode Mean Median Mode

Organizational Commitment 57.53 58 58 53.4 52 53

Affective Commitment 3.52 4 2 3.35 3 2

Normative Commitment 4.08 4 4 3.72 4 4

Continuance Commitment 3.92 4 4 3.61 3 2

organizational commitment for generation y. Results for Affective

Commitment (AC) with Generation X (25 respondents) showed that 47%


disagreed, while 18% neither agreed nor disagreed) that “I really feel as if this

organization’s problems are my own”. 62% generally disagreed (13% strongly

disagreed, 36% disagreed, 13% slightly disagreed while 27% neither greed nor

disagreed) that “I do not feel a strong sense of belongingness to my organization”.

56% generally disagreed (9% strongly disagreed, 36% disagreed, 11% slightly

disagreed while 24% neither agreed nor disagreed) that “I do not feel emotionally

attached to this organization”. 60% generally disagreed (13% strongly disagreed,

31% disagreed, 16% slightly disagreed while 29% neither agreed nor disagreed)

that “I do not feel like part of the family at my organization”. Lastly 60%


generally agreed (4% strongly agreed, 31% agreed, 24% slightly agreed) that

“This organization has a great deal of personal meaning for me”.

Further, data on Normative Commitment (NC) showed that 44% generally

agreed (16% agreed, 29% slightly agreed while 29% neither agreed nor disagreed)

that “I feel that I have too few options to consider leaving this organization”. 38%

generally agreed (13% agreed, 24% slightly agreed while 40% neither agreed nor

disagreed) that “One of the few consequences of leaving this organization would

be the scarcity of available alternatives”. 42% generally agreed (2% strongly

agreed, 16% agreed, 24% slightly agreed while 42% neither agreed nor disagreed)

that “For me personally, the costs of leaving this organization would be far greater

than the benefit”. 33% generally agreed (16% agreed, 18% slightly agreed while

40% neither agreed nor disagreed) that “I would not leave this organization

because of what I would stand to lose”. Lastly 38% generally disagreed (2%


agreed nor disagreed) that “If I decided to leave this organization, too much of my

life would be disrupted”.

In the responses of the employees, it showed that Continuous

Commitment (CC) showed that 49% generally disagreed (2% strongly disagreed,

27% disagreed, 20% slightly disagreed while 38% neither agreed not disagreed)

that “I do not feel any obligation to remain with my current employer”. 49%

generally agreed (29% agreed, 20% slightly agreed while 24% neither agreed nor

disagreed) that “Even if it were to my advantage, I do not feel it would be right to


leave my organization now”. 40% generally disagreed (7% strongly disagreed,

18% disagreed, 16% slightly disagreed while 27 neither agreed nor disagreed) that

“I would not feel guilt if I left this organization now”. 31% generally disagreed

(13% disagreed, 18% slightly disagreed, 51% neither agreed nor disagreed) that

“If I got another offer for a better job elsewhere, I would not feel it was right to

leave my organization”. Lastly, 38% generally agreed (7% strongly agreed, 7%

agreed, 24% slightly agreed while 36% neither agreed nor disagreed) that “I

would violate a trust if I quit my job with this organization now”.

organizational commitment for generation x. Results for Affective

Commitment showed that 36% generally disagreed (20% strongly disagreed, 12%

disagreed, 4% slightly disagreed while 32% neither agreed nor disagreed) that “I

really feel as if this organization's problems are my own”. 80% generally


16% neither agreed nor disagreed) that “I do not feel a strong sense of

belongingness to my organization”. 84% generally disagreed (12% strongly


disagreed) that “I do not feel emotionally attached to this organization”. 64%


disagreed while 16% neither agreed nor disagreed) that “I do not feel like part of

the family at my organization”. Lastly, 72% generally agreed (12% strongly

agreed, 40% agreed, 20% slightly agreed while 16% neither agreed nor disagreed)

that “This organization has a great deal of personal meaning for me”.


As for the Normative Commitment of the respondents, it showed that 40%


disagreed while 32% neither agreed nor disagreed) that I “feel that I have too few

options to consider leaving this organization”. 40% generally disagreed (4%


agreed nor disagreed) that “One of the few consequences of leaving this

organization would be the scarcity of available alternatives”. 24% generally


52% neither agreed nor disagreed) that “For me personally, the costs of leaving

this organization would be far greater than the benefit”. 36% generally disagreed

(4% strongly disagreed, 8% disagreed, 24% slightly disagreed while 44% neither

agreed nor disagreed) that “I would not leave this organization because of what I

would stand to lose”. Lastly, 52% generally disagreed (20% strongly disagreed,

12% disagreed, 20% slightly disagreed while 24% neither disagreed nor agreed)

that “If I decided to leave this organization, too much of my life would be

disrupted”.

Continuous Commitment results showed that 60% generally disagreed

(20% strongly disagreed, 24% disagreed, 16% slightly disagreed while 20%

neither agreed nor disagreed) that “I do not feel any obligation to remain with my

current employer.” 36% generally disagreed (8% strongly disagreed, 16%

disagreed, 12% slightly disagreed while 24% neither agreed nor disagreed) that

“Even if it were to my advantage, I do not feel it would be right to leave my


organization now”. 56% generally disagreed (12% strongly disagreed, 28%

disagreed, 16% slightly disagreed while 16% neither agreed nor disagreed) that “I

would not feel guilt if I left this organization now”. 48% generally disagreed (4%


agreed nor disagreed) that “If I got another offer for a better job elsewhere, I

would not feel it was right to leave my organization”. Lastly, 52% generally


12% neither disagreed nor agreed) that “I would violate a trust if I quit my job

with this organization now”.

Organizational Commitment factors for Generation Y and X. Results

showed that Generation with a low level of Worklife Balance had a mean of 3.54,

while 3.49 for a high level of Worklife Balance for Affective Commitment (AC).

Generation X showed a mean of 3.66 and 3.15 for a low and high level of

Worklife Balance respectively. For Normative Commitment (NC), Generation Y

employees had a mean of 4 for those respondents with a low level of Worklife

Balance and 4.18 for those with a high level of Worklife Balance. Generation X

with a low level of Worklife Balance had a mean of 4.22 while in contrast, 3.39

was the mean for those with a high level of Worklife Balance. Lastly, Generation

Y respondents with a low level of Worklife Balance had a Continuance

Commitment mean of 3.95, while those with a high level of Worklife Balance had

a mean of 4.18. For Generation X, respondents with a low level of Worklife


Balance had a mean of 4.30 while those with a high level of Worklife Balance had

a mean of 3.15.

Table 3.7

Breakdown on Organizational Commitment

Generation Y Generation X

Low High Low High

AC 3.54 3.49 3.66 3.15

NC 4.00 4.18 4.22 3.39

CC 3.95 3.85 4.30 3.15

Similarities and Differences for Worklife Balance

For Work interference with personal life (WIPL), both Generation Y and

Generation X generally disagreed with the following statements in the survey

questionnaire: “Jobs make their personal lives difficult”, “Neglect their personal

needs because of work”, “Put personal life on hold for work”, and “Miss personal

life activities because of work”. Both generations rated low with Generation Y

having a mean of 3.42 and Generation X having a mean of 3.3.

Both Generation Y and Generation X employees when referring to

Personal life interference with work (PLIW), generally disagreed with the

following statements: “Struggle to juggle work and non-work”, “Personal lives


drain their energy for work”, “They are often too tired to be effective at work”,

“Work suffers because of their personal life” while agreeing that they are “Happy

with the amount of time for non-work activities”.

Generation Y and X respondents both generally disagreed on

Work/Personal life enhancement (WPLE) that it is “Hard to work because of

personal matters” while agreeing that “Personal life gives me energy for my job”,

“Job gives me energy to pursue personal activities”, “Better mood at work

because of personal life” and “Better mood because of my job”.

Similarities and Differences for Organizational Commitment

For Affective Commitment, both Generation Y and Generation X

employees generally agreed that “This organization has a great deal of personal

meaning for me”. Both generally disagreed that “I really feel as if this

organization’s problems are my own”, “I do not feel a strong sense of

belongingness to my organization”, “I do not feel emotionally attached to this

organization”, and “I do not feel like part of the family at my organization”.

However, on Normative Commitment, Generation Y generally agreed

while Generation X generally disagreed that “I feel that I have too few options to

consider leaving this organization”, “One of the few consequences of leaving this

organization would be the scarcity of available alternatives”, “For me personally,

the costs of leaving this organization would be far greater than the benefit, and “I

would not leave this organization because of what I would stand to lose”. On the


other hand, both Generations generally disagreed that “If I decided to leave this

organization, too much of my life would be disrupted”.

Responses for Continuous Commitment were varied from both

Generations. Both Generations generally disagreed that “I do not feel any

obligation to remain with my current employer”, “I would not feel guilt if I left

this organization now”, and “If I got another offer for a better job elsewhere, I

would not feel it was right to leave my organization. On the other hand,

Generation Y generally agreed while Generation X disagreed that “I do not feel it

would be right to leave my organization right now”. And “I would violate trust if I

quit my job with this organization now”.

Effects of Worklife Balance on Organizational Commitment

An analyses of variance (ANOVA) was conducted to determine if there

was a significant difference between the levels of Worklife Balance on

Organizational Commitment. Results was significant at F (1,68)=3.982,

p=0.04998. A Pearson’s correlation test was also used on Worklife Balance and

Organizational Commitment. A significant association emerged between the two

variables (r=.26, p<.05) indicating a small positive relationship between Worklife

Balance and Organizational Commitment.


Table 3.8

Descriptive Statistics for Worklife Balance Scores on Organizational Commitment

Levels of Worklife Balance Mean SD N

High 53.65714 1.582437 35

Low 58.45714 1.811422 35

worklifebalance on organizational commitment for generation y. A one

way ANOVA test was also conducted for Worklife Balance on Organizational

Commitment for Generation Y. No Significant difference was found for the levels

of Worklife Balance on Organizational Commitment at F(1,43)=0.002,

p=0.961197. The Table 3.9below shows the descriptive statistics for the scores of

Generation Y

Table 3.9


for Generation Y


High 57.60000 1.596707 20

Low 57.4800 1.781497 25


worklife balance on organizational commitment for generation x. The

results from the one way ANOVA test for Generation X showed that the levels of

Worklife Balance is significant on Organizational Commitment at F(1,23)=6.7330,

p=0.1620. The strength of the relationship showed that there is a medium positive

correlation between Worklife Balance and Organizational Commitment at

r=0.41,p<.05.

Table 3.10


for Generation X


High 48.40000 2.474248 15

Low 60.90000 4.615072 10

Interview Questionnaire Results

The researchers were able to obtain follow-up interviews from ten (10)

employees from the company to verify the responses given from the survey

questionnaires. Five (5) of which are Generation X respondents and the remaining

five (5) are Generation Y respondents. As suggested by the Human Resource (HR)

representative, all ten (10) interviews were scheduled on just one Saturday for the

convenience of both the researchers and the HR representative. Respondents for


both Generation X and Y were chosen by the representative depending on the

willingness and the availability of each of the respondents.

On Worklife Balance

generation y interview results. When asked about their jobs prior to

joining the company, only one (1) respondent was a fresh graduate and the other

four (4) had previous jobs. The number of previous jobs of those four (4)

respondents ranged from one (1) to three (3) in various companies (Table 3.11).

Table 3.11

Generation Y respondents’ work history

Name Current Department Job or Department first started

Mr. F Technical Support

Ms. G Human Resource Assistant

Mr. H In-house Technician

Supervisor (Technical Support

Dept)

Technician

Mr. I Pre-sales engineer (Technical

Dept)

Field Tech

Ms. J Graphic Designer and

Marketing Associate

(Marketing Dept)


on overtime and saturday work. Most of the Generation Y respondents

believed that indeed both Saturday work and overtime work were tiresome but

they do not deem these as completely affecting their worklife balance. In

particular, the trainings were considered insufficient by most (4 out of 5)

Generation Y respondents. As for organizational commitment, most Generation Y

respondents were open to the idea of looking for better job opportunities outside

of the company. The respondents also enumerated their reasons for staying in and

leaving a company—any company, not just their current employer.

The company Generation Y respondents believed that the Saturday work

and trainings are necessary and comes with the job. It serves as an extra day for

doing the paperwork of tasks accomplished within the week. Another practical

reason for the Saturday work day, according to them, was that most of their

clients are private companies that can only deal or interact with the company on

the said day. This is in contrast with governmental agency clients that are mostly

dealt with during weekdays. Overall, the respondents do not equate having to

work on Saturdays as being a factor that takes a toll on their personal/social lives.

However, they do find this tiresome and prefer that Saturdays be a non-working

day.

As for the issue of overtime, three (3) out of five (5) did not often or were

not required to do overtime. The other (2) who belong to Marketing and Technical

support often had to do overtime work.


on current company interventions. The activities and events such as

Christmas parties and outings were received well by majority (4 out of 5) of the

respondents. For the trainings, four (4) out of five (5) either think that the training

or seminars they receive were insufficient or they actually do not receive any kind

of extra training (seminars) at all. Only one of the Generation Y respondents gets

to attend training every Saturday. The others merely have work on Saturdays as

the nature of their designation/job requires it. Two (2) of the respondents who

deem the training insufficient suggest team-building activities and more technical

training should be implemented, aside from product training. One particular

respondent, Mr. H, is of the impression that he does not receive training since he

has only recently joined the company. He believes that the longer he stays, the

sooner he will receive trainings. However, he further comments that he, along

with those at his level and department, are too busy to attend trainings.

Most Generation X respondents believe that their social or personal and

work lives were balanced and that it depends on the person to know how to

balance both. Company interventions on worklife balance were considered

sufficient and just “okay” for most (4 out of 5) of the Generation X respondents.

As for their organizational commitment, nine (9) out of ten (10) of the

respondents are loyal to the company and have no immediate intentions or plans

to leave.

on the respondents’ job histories. Exactly four (4) of them first started in

a different department before their current one (Table 3.10); however, as seen in


the same Table, it was apparent that there was not much movement in terms of

promotion. Most of the interviewees, who spent years with the company, were

just promoted once. There was however, one notable exception; it can be seen that

interviewee Mr. C was promoted four (4) times in just two (2) years.

When asked about their previous jobs, four (4) of Generation X

respondents have had previous jobs before they entered the company. One (1),

however, was a “tambay” and just gets extra work if there was any available. The

number of previous jobs of the interviewees ranges from two (2) to five (5) and

most of them stayed for quite a while in their previous companies.

The number of years they stayed with the previous companies ranges from four (4)

to eleven (11) years. There were two (2) employees who stopped working for

their organization either to start on a business or to concentrate on taking care of

the family. However, they chose to return to work because either the business had

failed or they needed a job for financial stability to support the family. Another

reason given by an interviewee for leaving her previous organization was that she

had a misunderstanding with a boss.


Table 3.12

Generation X respondents’ work history

Name Current Department Job or Department first started

Mr. A Inventory Assistant Delivery (Logistics Assistant)

Ms. B Inventory and Purchasing

Manager

Inventory Assistant

Mr. C Product Specialist; “slash-slash” Service Engr.; Pre-sales Engr.;

Store Mgr.; Product specialist

Ms. D Inventory Assistant Technical

Mr. E Treasury Assistant

Generation X Interview Results

For the interviewees, most, if not all of them, believed that their social or

personal lives were balanced with their work lives. Most Generation X employees

did not work overtime unless if it was really needed. For higher level managers,

they have control of their time; they can come to work and go home whenever

they please. One respondent went out of her way to request for a special

arrangement where she only goes to work half the day or no work at all on

Saturdays. This arrangement was made to allow her to have the time to go home

to her province and be with her family. This privilege was perceived by the

respondent as a privilege brought about by her position and seniority. Because of


this, the company is not strict with her when it comes to time or working hours.

Another respondent believed that it is up to the person on how to balance his/her

work and personal life. According to him, in the end, it is his family that will

benefit from the work.

As for the trainings and activities to promote worklife balance, most of the

Generation X respondents were indifferent with the trainings provided by the

company. It should be noted that trainings given by the company vary from one

department to the other. Unlike those in Sales who have trainings every Saturdays,

those in Technical or in Accounting Departments do not have such trainings. For

Mr. A, who for ten (10) years have stayed in two departments (Logistics and

Accounting Department) and has never actually experienced weekly trainings. In

fact, he preferred to have additional personal and product trainings. On the other

hand, for Mr. C, he preferred to have Saturday trainings and work since it gave

him extra time to do his work. With regard to the other activities given by the

company such as outings and parties, all of the Generation X respondents were

indifferent and just said that they were “okay” and happy with it.

On Organizational Commitment

Generation Y Interview Results

Four (4) out of five (5) respondents claimed that they were loyal to the

company for the reasons such as they were happy with management, co-

employees and the office environment and they enjoyed the nature of their work.


on compensation. In terms of salary satisfaction, four (4) out of five (5)

were dissatisfied with their current salaries. One particular married Generation Y

respondent commented that the salary received is sufficient to satisfy his family’s

basic/daily needs only and does not allow him extra resources to enjoy his

personal/social life. Another respondent claims that she has to budget her salary

very carefully since it is quite low.

Mr. F seems the most satisfied with his job even with a menial salary as

the nature of his work is most desirable to him. However, he does comment that

his high job satisfaction is not sufficient; as he said, "hindi nakakabuhay ang

sobrang saya." He plans to look for an equally satisfying job but with a higher

salary either domestic or abroad; if there are better opportunities, he will not

hesitate to immediately grab them.

view on career advancement. There are those who do not feel as

committed or loyal to the company. One (1) respondent, Ms. J, said outright that

she has plans to leave the company in a year as she deems that there is no career

advancement in the company. The opportunity for career advancement, she says,

is a critical factor that any company must be able to offer its employees. Even as

Ms. J claims that she is not currently looking for other job opportunities outside of

the company, she admits to being confused about her career path and is likely to

try other companies if not a different profession altogether. She attributes her

indecision or uncertainty about her career to her youth. Another respondent, Mr. I,

even as he believes himself to be loyal to the company, is also pessimistic about


career advancement and goes on further by saying that there is “no chance to

evolve or grow” in the company. He does not see himself with the company in the

next five (5) to ten (10) years precisely for this reason. Further, Mr. I is under the

impression that the management only gives promotions when employees threaten

to leave the company. Mr. H is also not looking for other job opportunities outside

of the company but admits that he is not closed on any better opportunities that

might come his way.

reasons for staying. When asked about the factors that would encourage

the respondents to stay with the company, the following answers were yielded:

job satisfaction, more challenging tasks and responsibilities, higher salaries, good

office environment: relationship with management, co-workers, proximity to

one’s place of residence and career advancement. Conversely, when asked about

considerations about leaving the company, the respondents identified that with

some of the criteria mentioned, their current employer falls short of the

respondents’ needs. These were (a) more challenging tasks and responsibilities, (b)

higher salaries and (c) career advancement.

Generation X Interview Results

All of the Generation X respondents stated that they are loyal to the

company and currently have no immediate plans to leave. Some reasons for this

claimed loyalty include: (1) because of the kind bosses; (2) because of the work;

(3) because of “utang na loob”; and (4) because the company gives the respondent

the opportunity to grow.


However, although as of now the respondents do not have plans to leave

the company, one respondent admitted that if in the future, better opportunities

would come along, and he will definitely consider them. Another respondent also

mentioned that her dream is to establish her own business in her province where

her family lives. Right now, she claims that she cannot leave her current employer

yet because the family business that she had just started is still unstable.

Satisfaction with work, co-employees, bosses, culture and the environment as a

whole contribute to the overall commitment of the Generation X respondents.

Four (4) out of the five (5) respondents do not consider salary satisfaction as a

motivating factor to increase organizational commitment. Most of them still

believe that their colleagues and the environment of the company are the

necessary factors for them to stay.

Human Resource Department Interview Results

On top of the surveys and interviews conducted with the employees of the

company, the researchers also conducted an interview with its Human Resources

Department to get the precise information on how the company deals with the two

generations. Summarized below are the responses retrieved from the interview.

Generation Y

According to the Human Resource (HR) representatives of the company,

Generation Y employees are characterized as being active workers and are always

on-the-go. They are still young and are less prone to get tired easily. They are


willing to do extra work; because of their idealistic nature, Generation Y

employees can easily be persuaded to do tasks not included in their regular job

description. Hence, by taking advantage of these characteristics, the company is

able to maximize such employees.

The downside to such employees is that they are said to be easily bored

and likewise unsure of what they want to do in life. They are the generation that

thinks of themselves as being able to do anything they want given that they are

still young. Also, these employees are also characterized as being “hard-headed;”

there are times wherein it is difficult to make them listen or follow one’s

instructions. Moreover, it is relatively hard to reprimand them.

Generation X

Generation X employees, according to the Human Resource

representatives, tend to concentrate and do only the tasks that they are assigned to

and are used to doing. These employees bank on seniority and thus cannot be

reprimanded easily. As they have been with the company for a longer period of

time, they are more comfortable and “at home” in the workplace; this is as

contrasted against Generation Y employees.

On Worklife Balance

As the regular work week in the company is longer. It specially provides

trainings and other activities to balance out the six-day work week. Regular

employees receive the same compensation and benefits regardless of their

generation. It would only differ from one position to the other.


Work days

Unlike most companies, regular work days in the company are eight hours

a day from Monday to Saturdays. Flexibility on working hours, however, depends

on the departments. According to HR, applicants to the company are informed of

this working arrangement beforehand, either during the interviews or on the job

offer itself. If applicants prefer to a different working arrangement (i.e. Monday-

to-Friday work day), then the HR believes that the company will not be a good fit

for them.

Company Interventions and Other Activities

To balance out the six-day work week, the company provides

interventions for continued learning, fun or relaxation of its employees by

providing company outings, team building sessions, Christmas party, trainings,

and the like. Company outings and the Christmas party are held annually during

the months of May and December respectively. The representative stresses that

even with the economic recession, the company still sees to it that such annual

events continue. The company seems to be very generous in giving its employees

the best when it comes to such activities. For example, in Christmas parties,

goodie bags, groceries, and raffles where employees could win prizes such as cell

phones, refrigerators, washing machines and other appliances are given to

employees. In outings, one can bring his/her family members to the outing.

Providing trainings is a form of intervention used by the company to

motivate its employees. These are usually conducted during Saturdays and they


may or may not be work related. Work related trainings include sales, product,

marketing, technical training which may be provided either by the company or by

the service partners. Work related trainings for employees depend on which

department they belong to. Non-work related trainings are those outside of work

that can help and benefit the employee personally or his/ her family. This kind of

trainings include time, stress and financial management seminars and workshops

that can help employees boost their self-confidence or improve on their

personalities. Non-work related trainings are usually held once every three

months or whenever it is necessary to serve as reminders or updates on the

employees.

The representatives discussed that as of now, employees are satisfied with

the current interventions provided. This, however, according to the representatives,

should not prevent the HR Department from providing more activities for its

employees. The representative mentioned that the company should continue to

provide new types of activities and trainings or at the least update or follow-up

previous trainings and activities given.


In general, according to the HR representatives, Generation X employees

are more committed than those belonging to Generation Y. This assumption is

backed up with the seen fact that Generation Y employees are still young and

hence they have more options and more offers. They are moreover, easily

influenced by people around them. Most of the Generation Y employees are


single and rely mostly on their parents for support (i.e. “Nandiyan naman si

Mommy.”). On the other hand, Generation X employees considered to be more

committed because this is the age group where people are married and have

children that go to school and they need a stable job for their spouses and children

and not just for themselves.

However, the HR representatives also acknowledge the fact that all

workers naturally work hard as each and every employee has his/her own drive to

work (i.e. being a breadwinner). Moreover, being committed to work still depends

on the background of the person as there are Generation Y employees that are

breadwinners of their families.

The HR has its own way of measuring commitment in the company. It

uses the attendance record of an employee and as well as feedback from clients,

immediate supervisor, and co-workers of the employee to determine his/her

commitment. If the attendance is perfect then commitment is high; conversely, if

there are absences or tardiness then commitment is low. As for the feedback,

positive feedback means high commitment and negative means low.

The hiring process and the overall turnover situation in the company were

discussed as well to get a better grasp of the employees’ organizational

commitment level. Further discussion on the two topics is seen below.

On Hiring

The company hires based on the job description, age, experience and the

requirements of the job is taken into consideration. The representative explained


this by giving an example: when the company needs to hire an employee for Sales

who will be based on the field, they do not hire people who are too old,

specifically along the ages of 45 and above. But at the same time, they also would

not hire a very young and inexperienced applicant as well. The reason for this

would be the budget constraints since people at this age are most likely to have

higher asking salaries and are nearing their retirement age as well. The company

hires those whom it deems have the drive or purpose to really work hard.

Examples given were single parents or the breadwinners of a family.

There have been instances when the company has rehired previous

employees. This is based on past performance which was good but resigned due

to personal reasons such as health problems or marriage.

To inform the public of their job vacancies, the company prints postings in

the newspaper and in certain websites. They also hand out flyers or post in the

newsletters or placement offices of different universities. Referrals are welcomed

by the company, although placement of siblings or relatives in one department is

not advised.

On Compensation and Benefits

Regardless of the generation they belong to, the compensation and

benefits provided by the company do not differ among employees as long as they

have been regularized. The range of the salary or benefits, however, depends on

the position of the employees. Employees in the managerial positions have

additional allowances (i.e. transportation allowance) as compared to those of


rank-and-file status. Salaries, according to the representatives, increase every year

based on the performance of the employees. Bonuses are also given to employees

for achieving perfect attendance. Thirteenth month pay is provided for regular,

irregular and contractual employees.

Overtime pay is granted depending on the department which the employee

belongs to. One particular exception is the Sales department. Employees from

sales receive incentives when they reach their targeted sales quota. It is because

of these incentives that they no longer receive overtime pay; they receive

commission-based compensation. On the other hand, if employees work overtime

and the tasks assigned are outside their regular work which have a deadline,

overtime pay is provided. For other reasons for working overtime, the granting of

overtime pay is based on the perusal of the HR Department.

Regular employees are allowed to convert their leave credits to cash.

Aside from those mentioned above, other benefits offered by the company include

computer loans, salary loans, insurance, meal allowances, and the like. Such

benefits are granted only to those employees who are deemed deserving. This is

specifically based on the evaluation of their supervisors.

On Turnover

According to the HR representatives, current turnover rate in the company

is tolerable. Turnover is perceived as a normal part of the process. People really

do come and go. Since the company invests in its employees through trainings

and accreditations, the risks associated with turnover is more on the time and


resources spent by the company. An estimate rate for the company would be 20:5.

This means that in a year, twenty (20) would be hired but approximately five (5)

would leave the company. It was noted, though, that recent resignations came

mostly from the Generation Y employees.

The company conducts interviews with the employees before they leave.

Reasons for leaving include: offers abroad, local offers which offer a bigger

salary, or the desire a change in environment and lifestyle. The HR

representatives noted that the lack of growth is not an issue.

Interventions by the company to encourage employees to stay include the

following: the promise of promotion, increase in salary and benefits, raise number

of trainings, and Human Resource support whenever the employees may need it.

Chapter 4

DISCUSSION

Worklife Balance

As defined by Yeandle (2005) and Millward (2005), worklife balance is

the balance between work and family or life outside work. Fisher-McAuley, et al.

(2003) described worklife balance as a competition for both time and energy

between the different roles filled by an individual. It may be considered

unbalanced for an individual when the amount of time causes some sort of

conflict or stress in other areas of life.

The researchers based the description of worklife balance for Generation

Y from Williams (2009), “work life balance must address the issues of both

achievement and enjoyment and that the four quadrants of work life balance must

be included: work, family, friends and self.” In contrast, findings as supported by

literature show that the definition of Generation X for worklife balance is dictated

by the life stage pressures that come with parenting (Erickson in Yeh, 2009). This

means that Generation X places a much higher priority on family-related goals

than on their career-related goals (Gerkovich, 2005). Evidence of this is in

Generation X’s prioritizing proximity of workplace over promotions and desire

for flexible work schedules or arrangements, and economic/financial stability

(Robinson, 2009).


Worklife interference with personal life (WIPL)

Fisher (2001) defines WIPL as the extent to which work interferes with

personal life.

WIPL in the IT Firm.. The identified work factors that were mentioned

by the respondents to interfere with the personal life are (a) overtime, (b) 6-day

work week, (c) lack of flexibility in work schedules, (d) Saturday training

sessions. Both generations have similar views regarding overtime work and the 6-

day work week. They agree to work overtime only when it is necessary. They

believe that the occasional extension of work hours is indispensable and part of

the job. Hence, working on Saturdays is seen as necessary to accomplish their

required reports and training sessions. This supports Crampton & Hodge (2009)

that claim that both Generation Y and Generation X are hard working and would

desire effectiveness in what they do. According to the Human Resources

Department, trainings are prepared to suit the job nature and job responsibilities

of the employee. For the selected IT Firm, it involves intensive and up-to-date

information regarding the industry. The training is specifically given to the Sales

Department every Saturday while the Technical Support Department receives

occasional training by private service companies (i.e. suppliers). All interviewed

respondents mention that they are still able to set time for their personal lives

despite the overtime and the six-day work week.

WIPL for Generation Y. Generation Y employees are willing to do their

due diligence and hard work in return for reward and recognition (Alexander &


James, 2009). Though the interview respondents mentioned that Saturday work

and overtime are tiresome, they do not deem these as completely taking a toll on

their worklife balance. 60% generally disagreed that “Job makes personal life

difficult” for them while 49% also said that they generally disagreed that they

“Neglect personal needs because of work”. This is in support with the statement

of a respondent that mentioned that despite the cost of the six-day work week and

overtime to his personal life, it is his family who will benefit from his hard work

in the end. Also, another respondent mentioned that he does not have excess

spending to take his family out for entertainment anyway. Amar (2004) mentions

that the nature of job, the outcomes of the job (rewards and sanctions) and the

organizational system and its attributes (mission-vision, goals, policies, image,

culture) are the three sources of work motivation for Generation Y. It can be

inferred that Generation Y employees are generally willing to put in extra work

and hours if it means gaining rewards and recognition (Alexander & James, 2009)

for their contributions. Contribution to society, money and mental stimulation

could be a source of motivation for Generation Y employees (Crampton & Hodge,

2009; Mitman & Wiegand, 2009).

For flexible work schedules, Generation Y employees who are in the

lower ranks or are new hires perceive that they are not given the same

consideration contrasted against the more senior Generation X. Pillinger (2007)

cites flexible working patterns as one of the most common worklife balance

activities that top companies provide. Crampton & Hodge (2009) cited that


younger workers have high opinions of themselves and seem to want everything

at entry level. Armour (2005) mentions that there is a realization for Generation Y

that life is short and thus they value it more. Grillo (2009) states that Generation

Y employees are concerned with a “what’s in it for me?” attitude. They believe in

their worth (Armour, 2005). Half (2005) mentioned that Generation Y employees

have been accused of having a sense of entitlement and unreasonable expectations

about work. While these views may hold true for most findings, their self-

entitlement attitude may not be solely rooted in their desire to be granted with

equal privileges of the more senior Generation X group. Generation Y is obsessed

with career development and promotions based on skills, rather than the perceived

seniority process. The lack of granting of privileges to the Generation Y

respondents can be related to them being new in the company than their youth.

According to Armour (2005), Generation Y employees have been pampered,

nurtures and programmed since they were young, which means that they are both

high-performance and high-maintenance. Also, Levine in Fleschner (n.d.) & Half

(2005)cites that Generation Y have been used to being well-rewarded for often

little effort thus move from job to job seeking this immediate satisfaction. This

shows that age is not considered to affect the treatment received by the employee.

Rather, seniority is more of a function of the length of stay along with the

rank/job position in the company and past work experience.

With Generation Y hungry to improve in their career, their intention for

more training has been mentioned by all the interviewed respondents. Four (4) out


of five (5) mentioned that the current set of trainings offered by the company is

either insufficient or that they do not receive any kind of training at all. This

supports the study by Cubic Consulting (2008) that Generation Y values training

that is customized specifically to the employee’s role. Two (2) of the interview

respondents expressed that the training is insufficient, suggested team-building

activities, and additional technical training sessions. Employees from the

Marketing, Human Resources, Technical Support and other Administrative

Departments have minimal training sessions compared to the Sales Department

which have it every Saturday. Most of the time, the other departments use the

time to finish their reports. From time to time, the other departments receive self-

development trainings. All Generation Y respondents expressed that it is

insufficient. Generation Y employees have a heavy if not unrealistic expectation

on the company’s provision of trainings (Cubic Consulting, 2008). This is further

supported by Fortier (2007) who said that Generation Y employees are hungry for

growth and development. Research also explains that investing in employees

through providing a positive working environment will have incremental benefits

for retention. (Irving, Cawsay & Cruikshank, 2002). Fleschner (n.d.) expresses

how Generation Y feels that they deserved largely as they have been constantly

rewarded for often small, trivial successes. Generation Y thus expects trainings to

be something they deserve. Generation is described as self-confident, success-

driven, has a mentality of ‘instant gratification’ (Zimmerman, 2008; Huggins,

2008). Due to the lack of seniority and security of Generation Y employees in the


company, they seek the opportunity for growth in their skills to perform their jobs

effectively to achieve career advancement. Cubic Consulting (2008) mentions that

Generation Y’s top criterion for choosing an employer is its capacity to provide

professional development to the individual. It is therefore crucial for an employer

to be able to provide clear-cut opportunities for growth of the Generation Y

employees. Huggins (2008) describes that this Generation thrives on value

guidance and expect respect. Their hunger to improve has been indicative of their

wanting to prove themselves and advance in their careers. On the other hand,

companies perceive more training as a bigger risk., especially when it comes to

Generation Y employees who are known for their high turnover trend

(Anonymous, 2007; Kochanki & Sorensen, 2008; www.epf.org,2004).

Personal life interference with work (PLIW)

PLIW reflects the extent to which one’s personal life interferes with work

(Fisher, 2001).

PLIW in the IT Firm . Generation Y claims that their personal lives are in

good health in tandem with their work. 53% generally agree that they are “Happy

with the amount of time for non-work activities”. Also, 80% generally disagree

(44% strongly disagree) that “Work suffers because of their personal lives”.

However, there were also constraints from their personal life that interfere with

their worklife such as (a) overtime and 6-day work and (b) financial need to

support their families and, (c) the proximity of the residences from the office


place. Even so, Generation Y generally is not “Struggling to juggle work and non-

work” at 42%.

PLIW for generation y. Personal life is valued by Generation Y the same

manner that it is important for Generation X. The difference is in the aspect in

which is specified as self and social life. Generation Y respondents comment that

their personal lives are described more in terms of time for themselves and their

social lives, which include family and friends. This is consistent with William’s

(2009) definition of worklife balance for Generation Y. In contrast, Generation X

specifies the need to be with their families (Gerkovich, 2005). Generation X

employees make sure that they have adequate time spent with their families. One

female Generation X interview respondent even mentioned that she wanted to

“concentrate on taking care of the family”. Another interview respondent

mentioned that they would leave the company to work in an office that is situated

near the residence of their family (Robinson, 2005) to be more present at home.

Though an interview respondent expressed that he would prefer having the

Saturday off, he then mentioned that it is up to the person to balance his/her work

and personal life because in the end, it is his family that will be the beneficiaries.

This concurs with Crampton & Hodge (2009) which cited that Generation X has a

high desire for worklife balance as well as financial stability. This is in contrast

with Generation Y that looks forward to spending their personal time for

themselves or with friends and family. This is explained by Crampton & Hodge

(2009) as Generation Y works to live as opposed to living to work. Further


supported by Erickson in Yeh (2009), Generation Y lives out of their personal

lives differently. This may be due both to their characteristic as a generation and

to the life stage they are in. This can be seen in how Generation X, by contrast,

would spend its benefits such as non-work time or vacation for family needs

(Erickson in Yeh, 2009).

Generation Y makes an effort to balance work and personal life

especially with the six-day work week. Generation Y interview respondents

express that they do not equate work on Saturdays as being a factor that takes a

toll on their personal/social lives. In support, results from the survey questionnaire

showed that 56% generally disagreed that they are “too tired to be effective at

work”, even if the company uses a six-day work week. Though Generation Y

respondents express that they would prefer Saturdays to be a non-working day,

they have no qualms about coming to work since it comes with the job and some

of their clients can only be dealt with on the Saturday. Lower & Schwarz (2008)

supports this finding that Generation Y employees want work schedules that will

give them worklife balance; hence, it is common that this generation would tend

to request for flexible schedules. In support, a survey by the Australian Institute of

Chartered Accountants (2005) found that providing employees with flexible work

arrangements is considered the best way for employees to retain staff and provide

greater levels of job satisfaction. Numerous studies (Knoop, 1995, Young,

Worchel and Woehr, 1998, Testa, 2001) have cited that job satisfaction is a

significant determinant of organizational commitment. Workers in return would


likely exhibit higher levels of performance, productivity, and would be committed

to their organization (Steinhaus and Perry, 1996).

Another identified constraint on work caused by personal obligations is

the financial need or obligation of the employee to support their families. The

Human Resources Department expressed that they valued applicants who identify

themselves as breadwinners of their family. This specific profile of applicants is

sought by the organization because of their unspoken assurance of dedication to

their job. A reason for it is because the breadwinners have an obligation to

consistently support their dependents financially. All of the respondents (both

Generation Y and Generation X) expressed that their pay is inadequate and/or just

enough. Most of their pay would then go to their family and nothing is really left

for other activities or luxuries for themselves. Due to this constraint, both

generations consider Saturday beneficial as it is converted into more pay

regardless of the additional day of working and stress. Nevertheless, one (1)

Generation X employee shared that she is given consideration to leave work early

on Saturday to go home to her family in the province. Generation X employees

expressed that management has shown much understanding and generosity for

their personal circumstances. This privilege has only been expressed by senior

Generation X employees and not to new hire and low-ranking Generation Y

employees.

Work/Personal life enhancement (WPLE)


Fisher (2001) defines WPLE as the extent to where one’s personal life

enhances work.

WPLE in the IT Firm. WPLE is achieved by having a balance in both

work and personal life for the employee. Factors that were found to enhance both

are (a) having a good relationship with management and co-employees, (b) good

culture or work environment, (c) benefits such as Christmas parties and outings.

Generation Y also sees challenging tasks/responsibilities and job fit as

work/personal life enhancements.

WPLE for Generation Y. In the organization, Generation Y as well as

Generation X felt that the management is approachable and understanding. They

feel comfortable in expressing their problems and thus can easily communicate

and request for any kind of consideration from the management. The Human

Resources Department is also on the alert on noticing if the employees are

experiencing any personal or work-related problems. They would talk informally

and would want to be informed about the employees’ concerns. Open

communication is promised at the recruitment stage. New applicants in the

company are informed about the company’s work arrangements. This would

include working on Saturdays and also other specific working conditions

depending on the department. For example, the Sales Department would have to

work late to facilitate certain transactions. The Human Resources Department is

open to facilitate an open discussion and advising on the applicant’s specific

preferences if the management can adjust.


Generation Y generally feels that they are happy with the organization’s

culture or environment, management and the people they work with. 60% of

Generation Y generally agrees that it they are in a “better mood because of my

job”. Generation Y expresses that they are happy because of their job and the

culture of the company. Grillo (2009) supports this finding that organizational

culture is important to Generation Y employees. Human Resources Department

mentioned in the interview that the employees get along well because of the

relative age and relatively the same interests. Also, because many of them are

breadwinners, they understand each other and find one another relatable.

For company outings and Christmas parties, employees are allowed to

invite their family or friends to join. The participation of the employees’ family

and friends is highly encouraged by the company. Aside from being allowed to

bring plus-ones (usually significant others), discounts on food and

accommodation expense on outings are provided by the company. The Human

Resource Department mentioned that employees are even sometimes allowed to

bring along more than the allotted plus-ones for the trip. For Christmas parties,

goody bags, groceries and raffles are paid for by the company for the employees.

There would also be various contests that the employees can participate to win

more prizes. Both generations look forward to these events and feel that the

company exerts effort in providing them good benefits. Some of the employees

said that the benefits provided by the current employer are better compared to

their previous companies that did not have any events at all. Some of the


employees’ previous companies did not include all the employees in their events.

Through the interview respondents, both generations expressed gratitude for this

and consequently also suggested/requested having additional time for personal

life.


As previously defined in our framework, organizational commitment is the

employee’s behavior intention to continually work for the organization rather than

accepting another job that may offer potentially better socioeconomic benefits

(Sheridan & Abelson, 1983). Research by Irving, Cawsey, and Cruikshank (2002)

found out that affective and normative commitment combined would create lower

turnover intentions. Their findings suggest that when the organization creates

conditions to increase both the desire to remain (AC) and felt obligations to the

organizations (NC) to the organization are more likely to reduce turnover

intentions.

Affective Commitment

Affective Commitment, according to Powel and Meyer (2004), is the

employees’ emotional attachment to, involvement in, and identification with their

employers. Powel and Meyer (2004) further explain that affective commitment is

expected to be sensitive to work experiences (e.g., job scope; organizational

support).


affective commitment in the IT Firm. Generation Y and Generation X

employees feel involved in the corporation. Results from the survey show that

80% for Generation X while 62% for Generation Y generally disagreed that they

“do not feel a strong sense of belongingness to my organization”. 84% for

Generation X and 56% for Generation Y generally disagreed that “they do not

feel emotionally attached to this organization”. And also, 72% of Generation X

while 60% for Generation Y generally agreed that “This organization has a great

deal of personal meaning for me”. Both generations are loyal with the company

because of their (a) kind bosses and co-employees, (b) the good culture or work

environment, and (c) job and salary satisfaction. In addition, when asked about

reasons for staying with their current employer, both Gen X and Gen Y believe

that a good office environment will make them stay. This supports the belief of

some theorists that commitment comes from the emotional attachment of the

employee to the organization (Powell & Meyer, 2004). It supports a study done

by the American Management Association (2008) wherein the results show that if

the bosses are kind, employees tend to look forward to going to work every day,

put in extra effort in doing their jobs, and might even delay looking for jobs

outside the company. Moreover, according to Putzier (as cited in Johnson, 2005),

“the number one reason people leave an organization isn’t inadequate pay or

benefits; it is the day-to-day relationship with their supervisor.” It was also found

that Generation Y feels less indebted (“utang na loob”) to their employers than

does Generation X. Their reasons for being such are discussed in detail below.


affective commitment for generation y. In contrast to Generation Y,

Generation X has a tendency to feel more indebted to the company. According to

one (1) Generation X respondent, she claims that she considers “utang na loob” as

one main reason for her loyalty to the organization. Generation X respondents

said that they are indebted to the company for providing them with work and

compensation and would have feelings of guilt should they decide to look for

other opportunities outside of the company. This confirms Lew’s (2008) study

that satisfaction towards ‘salary’ was found to have a significant positive

relationship with affective commitment. The Human Resources Department

mentioned the importance of referrals in their recruitment strategy. They would be

willing to hire someone on the basis of another person’s account as the employee

that was referred will feel “utang na loob” for being hired as well as indebtedness

to the company. The employees are then attached to the organization and would

not want to ruin the relationship built. Generation Y respondents may not have the

same sentiments for their employers. The Human Resource Department

mentioned that they also post job applications in online portals and in newspapers.

The Generation Y employees go through the normal process of recruitment. None

of the interviewed Generation Y respondents mentioned referrals as a basis for

them in entering the company. Two (2) mentioned that they applied for the job.

Consistent with Lew (2008), their emotional attachment to the organization is

expressed by belongingness with their peers as mentioned by one (1) Generation

Y interview respondent.


Generation Y's happiness with their employers is one of the main reasons that

four (4) out of five (5) Generation Y respondents are loyal to the company.

Generation Y employees feel like they belong to a family because of their peers.

This is in keeping with our results that 60% generally disagreed (13% strongly


disagreed) that “I do not feel like part of the family at my organization”. Though,

it may seem that the indebtedness felt by Generation X employees may be

because of how they were recruited, but what must also be taken into account are

their length of stay in the company and the depth of the relationships they have

built with management (Lew, 2008) as possible extraneous variables.

Normative Commitment

Feldman and Ng (2008) described normative commitment as “the

perceived obligation to stay, with some connotations of moral imperatives to do

so. Allen and Meyer (1990) describe it as the employee’s feeling of obligation to

remain with the organization. Among the three components, normative

commitment was found to have an independent contribution to the prediction of

turnover intention more than affective and continuance commitment (Lee, Allen

and Meyer, 2001).

normative commitment in the IT Firm. The perceived obligation to stay

with the company has been identified with the following: (a) the company’s

present organizational culture or working environment, (b) the relationship with

their employers and their colleagues, and (c) gratitude to the company for


providing the employee with work and compensation. Both Generation X and Y

employees mention that they are committed to the organization because it

provides them with work and compensation on a daily basis. A reason for this can

be explained by the preferential hire of breadwinners of families.

normative commitment for generation y. Both Generation Y and

Generation X expressed their satisfaction for the company’s working environment.

38% from Generation Y and 52% from Generation X stated that they disagreed

that “If I decided to leave this organization, too much of my life would be

disrupted”.

Generation X interview respondents give importance to “utang na loob”,

and how kindly the bosses treat them. This supports Lew’s (2008) finding that

satisfaction towards supervision by one’s boss yields significant positive

relationships with normative commitment. Results in the survey questionnaire

showed that 42% of Generation Y generally agreed while 24% of Generation X

generally disagreed that “For me personally, the costs of leaving this organization

would be far greater than the benefit”. Also, a Generation X respondent

mentioned that she was hired by referral of another employee and it would be

embarrassing, not only to their colleagues but also to the person who referred

them, to leave the company. Feldman and Ng (2008) cited that older employees,

who have experienced full time work in a particular company and have seen their

employers treat them well, are more likely to react positively when it comes to

turnover. In support, Generation X employees are identified to have higher needs


for affiliation and lower needs for achievement (Doering, Rhoedes and Schuster,

1983). They tend to feel that somehow, they have achieved what they have today

because of their friend and because of the company. They feel as if they owe their

friend and the company. According to the Human Resource Department, one is

more likely to get a job through a referral. Other specifications that the Human

Resources Department also mentioned are that they would not get someone young

for the Sales Department. They would place the new Generation Y hire in the

Telemarketing Department to be trained and get more experience. Generation Y

respondents do not have the same sentiments for their employers. In support, 33%

from Generation Y generally agreed while 36% from Generation X generally

disagreed that “I would not leave this organization because of what I would stand

to lose”. Generation X values something else aside from work and compensation

while Generation Y is just looking out for better opportunities. Research by

Schulz and Ewen (1993) cites that Generation X highly value close friendship

with their co-workers to provide emotional support for them to cope with various

adverse life events. Generation X may then value their relationships with their co-

workers for their value for commitment in the organization.

Generation Y employees are open to new and better opportunities and

would seize them if they should come. This is expressed through the survey

questionnaire when the respondents mentioned that 38% generally agreed that

“one of the few consequences of leaving this organization would be the scarcity

of available alternatives”. This is in contrast with the response of Generation X


that 40% generally disagreed with the statement. This shows that Generation X

has no plans of leaving the company contrasted against Generation Y who are on

alert standby for an opportunity for career advancement and further learning

(D’Amato & Herzfeldt, 2008). According to Armour (2005), Generation Y

employees are more interested in making their jobs accommodate their family and

personal lives. They want jobs with flexibility, telecommuting options and the

ability to go part time or leave the workforce temporarily when children are in the

picture. Generation Y is thus searching for something more, not only in terms of

compensation but also in their job satisfaction (Lew, 2008). Also according to

Lew (2008), employees who have high job satisfaction are more likely to be

committed to the company. In return, Lew (2008) states that employees who are

satisfied with their jobs tend to take more pride in being a part of the organization,

gain a stronger attachment to its goals and values, and “exhibit higher levels of

performance and productivity” (Steinhaus and Perry in Lew, 2008, p. 1). The

obligation to stay with the company is then more prevalent for Generation X. In

support, the results also showed that 44% of Generation Y generally agreed while

40% of Generation X generally disagreed that “I feel that I have too few options

to consider leaving this organization”.

Continuance commitment

Continuance commitment refers to commitment based on the costs that the

employee associates with leaving the organization (Powell & Meyer, 2004).

Feldman and Ng (2008) believe that continuance commitment is specifically the


extent to which an employee perceives that they have to stay with the company

because the cost of leaving is too high.

continuance commitment in the IT Firm. For both Generations, the cost

of leaving the considered to be too high and hence this yields a positive

continuance commitment. From the interviews, the researchers found out that

with regard to the cost of leaving, employees in both generations consider factors

such as (a) the economy, (b) the work opportunity available in the labor market, (c)

a bigger salary, and (d) the precise uncertainty of a new job. Uncertainty may

come from the need to adjust to a new environment, new culture, or new

management. A factor identified that is uniquely for Generation Y is their

perceived availability (or lack thereof) of career advancement within the IT Firm.

On the other hand, a factor unique to Generation X is their preference for

proximity of their residence to the office place.

The economic factor in the cost of leaving has been explained by one (1)

Generation X interview respondent when he shared that he left his previous job to

start his own business. Unfortunately, the business did not flourish and hence the

need to go back to work for a company that could support him and his family.

Another Generation X interview respondent mentioned that she cannot leave the

company because the business she put up is still unstable. This shows the

perceived uncertainty of the business environment as a whole. Also, she

mentioned how hard it is to look for a job considering the current economic crisis.

Age is also another consideration when the respondent mentioned “will someone


still hire me if I am thirty-six or forty?” Apparently, older age is a factor that is

perceived by Generation X to affect the hiring decision of recruiting companies

(Mathieu and Zajac, 1990). Continuance Commitment reflects present conditions

that bind the employee to the organization (Irving, Cawsey & Cruikshank, 2002).

Working with a company gives a sense of stability and this is seen with the

experience of the respondents, increases the cost of leaving. On the other hand,

the Human Resources Department mentioned the struggle in training new hires

stating that some Generation Y employees leave the company after a year or six

months even if there is an offer to be regularized. From this one could infer that

Generation Y respondents are less concerned with job security and financial

stability than the Generation X respondents.

Another major factor to look at in the cost of leaving is the availability of

career advancement in the company. Both generations have contradicting views

on such and it is interesting to see why. Generation Y employees expressed

pessimism about their career advancement in the company; one (1) respondent

mentioned that he believes that the management will only offer an employee

career advancement is when the moment comes the he/she shows signs of leaving

the company. This is in contrast with the views of the Generation X employees

that the company gives them the opportunity to grow. Management even

encouraged one (1) respondent to try out a department as a challenge and to give

that employee holistic training. This may be a reason why Generation X

employees have no plans of looking for other opportunities outside their work and


not surprisingly, Generation Y employees have. Most of the interviewed

Generation Y respondents do not see themselves working with the company in the

long run. This supports the literature saying that Generation Y employees value

greatly career success and that these employees are committed not to the company

but to their careers (Alsop, 2008; Johnson, 2005). In summary, it can be inferred

that the Generation X respondents are much satisfied with the availability of

career advancement in the company than are the Generation Y respondents.

For respondents of Generation Y and Generation X, one main reason

expressed for leaving and transferring to another company is the opportunity to

get a bigger salary. This is supported by results that showed that 48% of

Generation Y and 31% of Generation X generally disagree that “If I got another

offer for a better job elsewhere, I would not feel it was right to leave my

organization”. This is in line with Lew’s (2008) study that salary satisfaction has a

significant positive relationship with commitment. Also, Russ and McNeilly (as

cited in Lew 2008) stated that the continuance commitment of younger workers is

likely to be more affected by disappointment with pay and promotion

opportunities. This is in contrast to the effect of such to the continuance

commitment of older Generation X employees who have already achieved career

advancement and higher salaries (Lew, 2008). In this case where the high cost of

leaving the company may be offset by a better opportunity in terms of higher

salary, both generations stated that if the management would continue to be kind

and if the work environment will continue to be that good, then most probably


they will stay. Results showed that Generation Y did have higher continuance

commitment scores compared to Generation X. As previously noted, the effect of

continuance commitment is for present conditions, it might be possible that the

employees might experience high continuance commitment because they lack

alternatives. Generation X respondents however mentioned that if the increase in

salary would be double or triple, it would be considered but still weighed with

caution. Currently, both generations are staying with the company because of the

kind bosses, the nice work environment, their co-employees, and the nature of

work. Interestingly, according to literature, the Generation Y employees are more

affected by the nature of his or her job (Terjesen, Vinnicombe, and Freeman,

2007); but in this company, both generations are.

A factor unique to Generation X touches on their continuance commitment

was their great concern with the proximity of the workplace to their homes and

their family. One respondent specifically arranged her schedule with management

so that she could go home in the weekends to see her family. She also mentioned

that it is her dream to establish her own business close to her province so that

she’ll be closer to her family. Generation Y respondents did not mention

proximity of residence to workplace as a factor.

Similarities and Differences between Worklife Balance and Organizational

Commitment

Similarities and Differences in Worklife Balance. Both Generation Y and

X do not see their jobs as a burden to their work. This is supported by the results


that showed that 60% and 72% respectively that they generally disagree that their

“Job makes their personal lives difficult”. Both generations rated a low in WIPL

meaning that work does not interfere with personal life.

For PLIW, both Generations mentioned that they are “Happy with the

amount of time for non-work activities” by generally agreeing by 42% and 52%

respectively. They also generally disagree that they “Struggle to juggle work and

non-work”, and that “Work suffers because of their personal life”. Both rated low

in PLIW meaning that personal life does not interfere with their work.

On WPLE, Generation Y and Generation X both mentioned disagreement

in that “it is hard to work because of personal matters” while generally agreeing

that “they have a better mood because of both their jobs and personal lives”.

Similarities and Differences in Organizational Commitment. Both

Generation Y and Generation X employees generally agree that “the organization

has a great deal of personal meaning for me” while generally disagreeing that

“they do not feel a strong sense of belongingness to the organization.

For Normative Commitment (NC), Generation Y generally agreed in

contrast with Generation X that “they feel that they have too few options to

consider leaving the organization” and that “the cost of leaving this organization

would be far greater than the benefit. Yet both generations generally agreed that

“if they decided to leave the organization, too much of their life would be

disrupted”.


For Continuance Commitment (CC), it varied for the generations. Though

both generations generally disagreed that “I do not feel any obligation to remain

with my current employer”, “I would not feel guilt if I left this organization now”.

Generation Y generally agreed while Generation X disagreed that they“do not feel

it would be right to leave my organization now and they“would violate trust if I

quit my job with this organization now”.

Effects of Worklife Balance on IT Firm

The results showed that there is a significant relationship between the

levels of Worklife Balance on Organizational Commitment for both Generation Y

and Generation X. As a result of the small positive relationship found, the

analysis of data related to worklife balance also showed that those with high

worklife balance would also have a high rating in Organizational Commitment.

This confirms with Casper and Harris (2008) and Osterman (1995) that work-life

benefits affect organizational commitment positively. Good worklife balance

would benefit productivity reduce absenteeism, increased flexibility and customer

service and improved recruitment and retention of diverse workforce

(www.cipd.co.uk, 2008). The management of the IT firm has been aware then

actively involved in the employees’ concerns and has tried to maintain a

semblance of a worklife balance program for its employees. This is consistent

with the study of Casper and Harris (2008) that the company would have a greater

return on investment for implementing a worklife balance program. However,


there is still no formalized program to address employees’ worklife balance issues.

An article by the Hudson Highland Group (2005) stated that as organizations are

not providing real opportunities for worklife balance for their employees, there

are increasing numbers of dissatisfied and unproductive employees. This then

explains the high attrition rate of the company currently.

Employees from Generation Y and X believe that their work and personal

lives are balanced. Responses from the interview mentioned that they feel that

worklife balance largely depends on how a person balances both. Though both

generations may seem happy with the interventions such as the Christmas party

and the annual summer outing that is provided by the organization, results showed

otherwise. Results showed that those employees with a higher level of Worklife

Balance had slightly lower scores for Work/personal life enhancement. The

Work/personal life enhancement (WPLE) factor must have higher levels which

would be associated with higher levels of Worklife Balance. O’Malley (2000)

cites fit and belonging, status and identity, trust and reciprocity, emotional reward,

and economic interdependence as antecedents of commitment. This suggests that

there are other factors which would be beneficial in enhancing the balance

between work and life.

Salary has been noted as a reason that affects employees’ commitment to

the organization. Research by O’Malley (2000) explains that employees who

leave for money “have not been enriched by the company in other ways.” The

reason behind this is if the employees are not happy with other factors such as


abuse of power, broken promises for career advancement or other emotional

reasons, salary would be a contributing reason that would make them leave. In the

IT firm, this was validated by the interview responses. One respondent explicitly

said that promotion is only offered when one is planning to leave the company.

Another respondent in addition, said that the management promised him a

promotion but after a few years, it was still not granted. Kochanski and Sorensen

(2008) identified misunderstandings about compensation as some reasons that

employees cite for leaving a company. This may be an explanation why the

work/personal life enhancement factor is slightly lower for the respondents with a

higher level of worklife balance. This confirms with the study done by Hudson

Highland Group (2005) which mentions that worklife balance is the “fit” or

satisfactory level of involvement between multiple roles in a person’s life. It is

commonly associated with the overall sense of harmony in life which involves a

person’s ability to manage simultaneously the multiple demands of life. This

further explains that even if the respondents would express a good relationship

with their co-workers and bosses, and a good working environment, the trust and

reciprocity as O’Malley (2000) states as the extent to which the company

engenders a sense of mutual obligation and indebtedness together with its

workforce is affected.

Casper & Harris (2008) found out that family leaves, flexitime, and

compressed work schedules are linked with higher commitment and lower

turnover. This confirms with results as all of the employees interviewed do not


work overtime unless necessary. Specifically, for the Technical Support group,

employees in this department only go overtime when they need to set-up or

deploy some products. For those employees in the Marketing and Sales

departments, they only go overtime when there is a bid. Although it can be noted

that when there isa bid, employees go overtime until as late as 12 midnight.

When they do so, these employees are excused and can go to work in a later time

the next day. The respondents further mention that it is easy to communicate with

management in this aspect. O’Malley (2000) mentions that bureaucratic

hindrances and insufficient resources will hinder organizational commitment.

Thus with management being flexible in terms of job demand and company rules,

in increases organizational commitment for the company.

The researchers went further in finding out the effect of worklife Balance

for Generation Y. Results showed that the levels of worklife Balance were far

from significant for Generation Y. This would confirm research by Trunk (2007)

that the line between work and home doesn’t really exist. Generation Y just wants

to spend time in meaningful and useful ways, no matter what they are. Because

Generation Y employees are mostly new to the company, they are unsatisfied and

tend to desire other factors that they think are available elsewhere (O’Malley,

2000). Research by Russ and McNeilly (1995) discovered that the commitment

of Generation Y employees is likely to be more affected by disappointment with

pay and promotion opportunities than is the commitment of Generation X

employees who have achieved their advancement and income potential. This is


contrary to a previous study found in the annual MetLife Employee Benefits

Trend Study (2006) which showed worklife balance to be the most consideration

of Generation Y when making decisions with regards to joining or remaining with

an employer. The study also mentions that financial growth and advancement, and

skill building and professional growth are second and third respectively.

In contrast to the Generation Y, results for Generation X showed that there

is a significant difference for the levels of Worklife Balance on Organizational

Commitment. This shows that Generation X employees are comfortable with their

jobs and are likely to stay. This confirms what Sheridan and Abenson (1983) said

that commitment is seen when the employees has made an implicit comparison of

the expected job benefits with alternative job opportunities. Commitment may be

also seen when employees are satisfied nevertheless with the present job’s

benefits that are attractive as any other alternative. This may also be due to the

logic that as Generation X is an aging group, alternative employment

opportunities become limited, thus making the current job more attractive

(Mathieu and Zajac, 1990). Other characteristics of Generation X such as being

loyal and being attracted to promises of climbing ladders, paying dues, and

cashing out at retirement supports the results.


Chapter 5

Summary, Conclusion(s), and Recommendations

Summary

This study aimed to verify if worklife balance affects the organizational

commitment of employees, specifically, Generation Y employees. For a more in-

depth analysis, the researchers chose to focus on an IT firm in Metro Manila.

Surveys and interviews were done on all the Generation Y employees of the

company. As a comparison group, Generation X employees of the same company

were given the same surveys and interviews.

The main problem statement of this paper was:

Does worklife balance affect the organizational commitment of

Generation Y employees in the selected IT firm in Metro Manila?

The specific objectives that the researchers aimed at addressing are reiterated

below:


commitment of Generation X employees in the selected IT firm.


commitment of Generation Y employees in the selected IT firm.


3. To compare the similarities and differences in worklife balance status and

level of organizational commitment between Generation X and Y

employees in the selected IT firm.

4. To identify the effects of worklife balance on organizational commitment

in the selected IT firm.

Conclusion

The entry of Generation Y employees in today’s workplace brought about

many changes. Employers are now encountering problems on how to completely

satisfy and maintain them in their companies. After conducting surveys and

interviews with the host IT firm, the researchers found out that worklife balance

does not affect organizational commitment of Generation Y employees. This

shows that Generation Y employees do not consider worklife balance as the

necessary factor or determinant that will make them stay in the company. Results

as with literature states that employees of Generation Y are obsessed with career

development and promotion based on skills and are known to give lower

importance on making a lot of money (Crampton & Hodge, 2009).

Their impatience with long-term stay in a company reflects their sense of

entitlement which reflects their expectations of fast rewards and unreasonable

expectations (Fleschner, n.d.; Half, 2005). Considering Generation Y’s

background—historical events during which its members were born into coupled

with influences of intergenerational difference, it comes to no surprise that

worklife balance is not a conscious need or want. Unlike its predecessors,


Generation Y sees worklife balance as a given state or basic job consideration that

must be already present.

On the other hand, results from Generation X respondents showed that for

this generational group, worklife balance does indeed affect their organizational

commitment. This was not surprising considering the characteristics of

Generation X such as loyalty and dedication to climbing the corporate ladder

(Henry, 2006; Martin, 2005). In contrast with Generation Y’s obsession on career

development, Generation X employees specifically place a higher priority on

family-related goals than on their career-related goals (Gerkovich, 2005).

Evidence of this is seen in Generation X’s prioritizing of proximity of their

residence to the workplace over promotions and their desire for flexible work

schedules or arrangements, and economic/financial stability (Robinson, 2009).

Despite prioritizing family-related goals, Generation X employees continue to be

just as loyal to the company. In fact, they are more committed than their

Generation Y counterparts, as can be seen in the survey results.

Considering such varying results, it is important for management to equip

its organization not only with a fitting compensation scheme and culture that

allows for worklife balance. But it must be made certain that there is both a

promise and clear manifestation of career advancement and self-development for

employees of both generations (O'Malley, 2000; Feldman & Ng, 2008; Robinson,

Kraatz, and Rousseau’s, 1994).


Recommendations

The researchers recommend several methodological improvements and

suggest ideas for further research.

Methodological Improvements

A factor that may have affected the findings of this study is the subject of

the study. For this study, it was an IT firm which is a family business and it is also

a Filipino-Chinese company. Non-family businesses and non-Filipino-Chinese

businesses could be explored next to learn if there will be differences in the

results from the results in this paper.

In addition, instead of focusing on one company, a study of two or more

companies will allow for more valid and reliable generalization of statistical data.

If future research should choose to do a study on one host company, studying a

company with a larger sample of employees may also give a more concise and

reliable set of results. Having more respondents would provide for a richer data

analysis and ease of interpretation of the quantitative data from surveys.

As stated in the discussion, the researchers noticed that responses provided

by the respondents may also vary according to their department. The group hence

recommends doing an in-depth study on the same topic and company but by

comparing different departments to show if indeed there are significant

differences. The distribution of Generation Y and X employees into the different

departments could also make for an interesting research.


This research has shown that the specific industry in which the company is

in may affect the results. Since the host company is an IT firm, emphasis is given

more on the sales and technical departments. More trainings and activities are

given to employees in such departments as this is required by the nature of their

work. Further research into solely the IT industry could also use as subjects, local

and multinational IT firms to make for an interesting comparison. For a more

diversified view, future researchers could compare different types of companies in

various industries. Companies in the finance, fast-moving consumer goods, and

service-providing industries are some industries future researchers could look

into.

Aside from changing up the subject or sampling procedure, there were

some procedural improvements identified by the researchers in executing this

study. As the instrument used is a 3-page questionnaire, some respondents

inadvertently skipped some pages. Hence, these incomplete questionnaires were

not included in the data analysis and reduced the sample. The number of pages

may have affected the enthusiasm of the respondents in answering the

questionnaire. Perhaps better monitoring on-site and company encouraged

incentives would aid the respondents while they answer the forms so that they are

guided. More reverse items could also be included to further track the liability of

responses.

Further Research


For future research, the group suggests looking into the company culture

as a possible variable in the study of worklife balance and organizational

commitment in both generations. Company culture may contribute and hence

affect the characteristics of the employees. As per our findings from this study,

most of the employees, though not satisfied with the availability of career

advancement and compensation package, still choose to stay because of the good

company culture or working environment, their relationships with their bosses

and colleagues.

To delve deeper into worklife balance research on Generation Y, further

research can have the utilization of time and work week as an extraneous variable

which may have affected the worklife balance of the subjects of this study. For

instance, a study could compare various IT firms that have different number of

working days per week. There exists four (4), five (5) and six (6) working days in

companies the Philippines.

Further study could also look into the comparison of worklife balance of

Generation Y employees with differing marital status. Since findings and

supporting literature show that those who have dependents or are breadwinners of

their families take on similar responsibilities as those Generation X employees

who have families, similarities and differences in the perceptions and definitions

between the two groups on worklife balance could possibly prove significant.

In conclusion, this field still has many facets that would benefit from

further in-depth study which this paper may be used in providing supporting data


for. It is highly encouraged for researchers to do further study on this topic in

order to have a holistic understanding on the phenomenon that is taking the

workforce by storm, Generation Y.


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APPENDICES Appendix A

Letter of Request to the General Manager of the selected IT firm in Metro Manila

June 4, 2009 Mr. Jefferson Plaza General Manager Dear Mr. Plaza: Greetings! We are undergraduate students from the Bachelor of Science in Commerce, major Business Management with a specialization in Applied Corporate Management program at De La Salle University-Manila. We are currently writing a thesis regarding how Generation Y employees’ perceive their worklife balance status and how these are correlated to the commitment they exhibit to their organization. To verify data collected from the Generation Y respondents, the study proposes to do a similar survey to the organization’s corresponding Generation X employees. In addition, further effects of the two main variables in the study (worklife balance and organizational commitment) on the Generation Y employees’ turnover intentions will also be examined as part of our research. In this regard, may we request for an opportunity to interview (either face to face or via e-mail or landline) your human resource manager or an appropriate representative from the company? Also, we would like to request for your accommodation/assistance as we would like to give out survey questionnaires to all of your Generation X and Y employees. Generation X employees are those born between the years 1965-1979 while those who are born from 1980 onwards are Generation Yers. Follow-up interviews might also be needed with selected respondents to verify data collected. In any case, the group is available and most willing to conduct the abovementioned surveys and interviews during Fridays and/or Saturdays (starting as soon as possible) to avoid the hassle of interfering with business operations in the remaining weekdays. We would greatly appreciate your participation in our study, as we attempt to add to needed research on Generation Y in different parts of the world. Thank you very much for your kind consideration and hoping for a positive response. Sincerely, Ms. Marianne Evangelista Mr. Eric Lim Ms. Shirley Rocafor Ms. Germaine Teh

Contact number Noted by: Laurene Chua-Garcia, Ph.D. Thesis Mentor


Appendix B – Interview Guide for Human Resource Representatives

1. On the company’s Generation Y profile

a. How many Generation Y employees, or employees 28 years old

and below, do you have in your company? What is the ratio or

percentage of the Generation Y employees as compared to

employees of higher generations?

b. Do these Generation Y employees have distinct work style

characteristics and behaviors as compared to employees who are

more senior to them?

c. Which of the mentioned characteristics of Generation Y employees

are positive or contributory to your company, and which of these

are not?

2. On work-life balance

a. How would you describe the worklife balance of the employees in

your company?

b. Does your company have worklife benefits? Please enumerate and

explain.

c. Based on your perception, what percentage of your employees’

lives are devoted to work and to their personal/family lives?

d. Are there any differences in the perceptions or preferences of

Generation Y employee from older generation employees?

3. On organizational commitment

a. Would you say that your Generation Y employees are committed

to your organization? Why or why not?

b. How would you define, or what is/are your indicators with

Generation Y employees that tell you that they are committed?

4. On turnover


a. What is the turnover rate of your company? How much of that

figure is composed of Generation Y?

b. Do you find the turnover rate of your company tolerable or not?

What makes you say that?

c. What are the financial and socio-psychological effects of

turnover in your company? Are there any other effects manifested

by turnover in your company?

d. According to your/managers’ perspective, what are the primary

reasons that cause Generation Y employees to leave? To stay? If

they choose to leave, how long do they stay before leaving?

5. On interventions and retention

a. What forms of interventions or methods (such as rewards systems,

training) do you use to motivate your employees in particular to

stay?

b. Do you employ any interventions specifically for Generation Y

employees?

c. What are the effects of these interventions to your employees?


Appendix C – Basic Information

Greetings! We are undergraduate students who are majoring in Applied Corporate Management at

De La Salle University-Manila. We are currently writing a thesis on “Worklife Balance,

Organizational Commitment of Generation Y Employees in a Selected IT Firm in Metro Manila.”

We would like to take a few minutes of your time to answer this survey. Read the instructions

carefully and fill out the questionnaires accordingly. This is not a test, so there are no right and

wrong answers. All responses will be kept confidential. Your sincerity and thoroughness in

answering the survey will be much appreciated and will prove essential to the success of the study.

Thank you for your participation.

Name (Optional):

Gender (Please check): □ Male □ Female Age:

______________

Birth Place: ______________________ Birth year:

__________

1. Educational Attainment:

□ Some high school or less

□ High school graduate

□ Attended some college

□ Associates degree

□ Bachelor’s degree

□ Post college degree

2. Marital Status

□ Single

□ Married

□ Separated

□ Divorced

□ Widowed

3. Work Status

□ Full-Time Employed

□ Part-Time Employed

4. How many companies have you been

employed with prior with your present

company?

□ 0

□ 1

□ 2

□ Others, please specify: __________


5. Position Description

□ Strategic, policy-making

□ Selling and/or marketing

□ Product/service development or delivery

□ Administrative or support functions

6. Total work hours per week

□ Less than 40

□ 40 to 49

□ 50 to 59

□ 60 to 69

□ 70 to 79

□ More than 80

7. How long have you been working in

your present company?

□ Less than 6 months

□ 6 months to 1 year

□ 1 to 2 years

□ Others, please specify: __________

8. What is the range of your monthly

income?

□ 10,000 – 19,999

□ 20,000-29,000

□ 30,000-39,000

□ 40,000-49,000

□ Others, please specify: _________

Contact Details (If you would like to be part of the interview portion (second phase))

E-mail Address: Contact No.:


Appendix D – Worklife Balance Scale

This questionnaire is designed to measure how you view your personal life and

your work life as dimensions of worklife balance. Answer each item as carefully

and as accurately as you can by encircling the number that corresponds to your

choice on the blanks below.

Not at

all

Sometimes All the

time

Personal life suffers because of work 1 2 3 4 5 6 7

Job makes personal life difficult 1 2 3 4 5 6 7

Neglect personal needs because of work 1 2 3 4 5 6 7

Put personal life on hold for work 1 2 3 4 5 6 7

Miss personal activities because of work 1 2 3 4 5 6 7

Struggle to juggle work and non-work 1 2 3 4 5 6 7

Happy with the amount of time for non-

work activities

1 2 3 4 5 6 7

Personal life drains me of energy for

work

1 2 3 4 5 6 7

Too tired to be effective at work 1 2 3 4 5 6 7

My work suffers because of my personal

life

1 2 3 4 5 6 7

Hard to work because of personal matters 1 2 3 4 5 6 7

Personal life gives me energy for my job 1 2 3 4 5 6 7

Job gives me energy to pursue personal

activities

1 2 3 4 5 6 7

Better mood at work because of personal

life

1 2 3 4 5 6 7

Better mood because of my job 1 2 3 4 5 6 7


Appendix E – Organizational Commitment Questionnaire

This questionnaire is designed to measure the model of organizational

commitment that is most applicable to you. Answer each item as carefully and as

accurately as you can by encircling the number that corresponds to your choice on

the blanks below.

1 = Strongly Disagree

2 = Disagree

3 = Slightly Disagree

4 = Neither Agree or Disagree

5 = Slightly Agree

6 = Agree

7 = Strongly Agree

I really feel as if this organization’s problems

are my own.

1 2 3 4 5 6 7

I do not feel a strong sense of belongingness to

my organization.

1 2 3 4 5 6 7

I do not feel emotionally attached to this

organization.

1 2 3 4 5 6 7

I do not feel like part of the family at my

organization.

1 2 3 4 5 6 7

This organization has a great deal of personal

meaning for me.

1 2 3 4 5 6 7

I feel that I have too few options to consider

leaving this organization.

1 2 3 4 5 6 7

One of the few consequences of leaving this

organization would be the scarcity of available

alternatives.

1 2 3 4 5 6 7


For me personally, the costs of leaving this

organization would be far greater than the

benefit.

1 2 3 4 5 6 7

I would not leave this organization because of

what I would stand to lose. 1 2 3 4 5 6 7

If I decided to leave this organization, too much

of my life would be disrupted. 1 2 3 4 5 6 7

I do not feel any obligation to remain with my

current employer.

1 2 3 4 5 6 7

Even if it were to my advantage, I do not feel it

would be right to leave my organization now. 1 2 3 4 5 6 7

I would not feel guilt if I left this organization

now.

1 2 3 4 5 6 7

If I got another offer for a better job elsewhere, I

would not feel it was right to leave my

organization.

1 2 3 4 5 6 7

I would violate a trust if I quit my job with this

organization now.

1 2 3 4 5 6 7


Appendix F –Interview Guide for Generation Y Employees

1. On Worklife Balance,

a. If answer to questionnaire indicates that respondents are satisfied

with worklife balance status: How does the company provide you

with a balanced worklife? Please explain.

b. If not: why are you not satisfied with your worklife balance status?

What benefits would make you appreciate your worklife balance?

c. How is your personal/social life?

d. Does the Saturday workday affect your worklife balance?

2. On Organizational Commitment

a. If answer to questionnaire indicates that respondents feel

committed to the organization: What factors make you commit to

the organization?

b. If not: why do you not feel committed to your organization? What

would make you more committed to your organization?

c. Are you happy with your current job in the company?

d. On Turnover

i. If respondent had previous jobs: why did you leave the

previous organization(s) you worked for?

ii. If current organization is the first job of the respondent:

how long do you see yourself staying in this company?

Where do you see yourself in the next five (5) or ten (10)

years?

iii. What would make you stay or leave a company?


Appendix G

Transcribed Interview Responses (HR Representatives)

Interview with Ms. K, HR Assistant, Human Resources

(June 19, 2009, 10:00am)

Ms. A: So sa ‘yung sa “Do these Generation Y employees have distinct work

style characteristics and behaviors as compared to employees who are more senior

to them?” Siguro ‘yung parang similar work styles, both sila masipag. Parang

siyempre as—as ano ka, as new parang bagong employee or young employee,

parang mas on the go ka, talang go lang ng go ‘yan, tapos mas masipag ka. Uh…

same thing as—as uh… managers, kunwari mas matanda ‘yung manager,

definitely parang, at the same time parang nagagaya nila. Nagiging role model na

‘yung manager nila na kung masipag din ‘yung manager nila, sila din magigigng

masipag. Pero, (phone rings) uh… hindi natin maiiwasan siyempre kung mas

matanda ka mas magiging pasaway ka. Talagang nangyayari dito ‘yan at, I think

doon sa other companies. Siyempre parang mas sanay ka na dito, so parang mas

alam mo na rin environment, so parang mas at home ka compared sa mga newly

grads or bagong salta lang dito sa company. So ‘yun.

Sa letter C naman, “Which of the mentioned characteristics of Generation Y

employees are positive or contributory…” Ito parang same lang siya sa letter B.

‘Yun nga, mas active sila so mas masipag ‘tsaka siyempre rin… mas matagal

mapagod, naturally, diba? And negative ‘yun nga, mas pasaway ang mas

matatanda tapos ‘pag sa negative naman sa mga mas bata, siyempre idealistic sila

tapos hindi pa nila alam kung ano gusto nilang gawin sa buhay. So mas may

chance na parang mainip or parang ano ba talagang ginagawa ko sa company na

‘to, parang nagiging productive ba ako or ano pa ba? Siyempre parang minsan

mahirap din silang, uh…, parang suwayin tawag ba doon? Kasi kunyari ‘pag bata


ka you think na invincible ka, lahat pwede mong gawin. So in a way ‘pag may

mga employees na matitigas ‘yung ulo, mahirap talagang, anong tawag doon,

pasunurin sayo. Lalo na ‘pag mas bata siya and fresh grad, mga ganun. Or not

necessarily fresh grad, basta mga bata.

(Laughs) so next, (laughs) uh… sa on work and life balance, uh… “How would

you describe the worklife balance of the employees in your company?” Uhm…,

here I can say na talagang ‘yung mga tao dito, especially sa sales and technical

group, talagang nasasacrifice ‘yung ano nila, personal life, kasi dito parang, diba

sales sila- sales ng computer, so mga nagkakaroon ng mga biddings, na ‘yung

mga biddings umaabot hanggang uh… late na talaga- mga twelve o’clock. Tapos

sila, uh…, kahit na walang overtime pay, talagang nagstastay sila sa company ng

hanggang mga two o’clock in the morning. Tapos the next day papasok ulit ‘yan.

So imagine na parang, ‘yun talaga, ‘yung mga taong may family, nasasacrifice

nila ‘yun. ‘Tsaka Monday to Saturday din ‘yung work. So ang talagang family

day nila is Sunday lang. Pero, pero sa technical group siyempre may ano rin ‘to,

may overtime pay. ‘Yung sales lang talaga ang walang overtime pay. Ano pa ba?

So, letter b, does your company have worklife benefits? Please enumerate and

explain. Uh…, like ‘di ba ang mga worklife benefits ‘yung mga outing diba? Ano

pa? So may outing kami every year. So ang outing namin is tuwing May

something, basta kung kelan naging parang natayo ‘yung company. Tapos, and

every, every year din talagang nagkakaroon kami ng Christmas party kahit na

naghihirap ‘yung company, tinatry namin mag-put up ng Christmas party para sa

lahat and talagang lagi rin mayroong goodie bag every Christmas din. Tapos,

uhm…, kasali ba ‘yung mga benefits? Like thirteenth month pay?

Interviewer: Yes.


Ms. A: So mayroon rin kaming thirteenth month pay kahit regular- kahit irregular

ka, meron kang thirteenth month pay. Tapos ‘yung leaves mo, once na regular ka

na, ‘yung mga leave credits mo, convertible to cash ‘yun. So okay ‘yun ‘di ba?

Siyempre… tapos may mga other benefits like computer loan and salary loan—

once na, ito ah pang regular lang siya, ‘yung mga loan na ‘yun. Tapos, and

insurance din pang regular lang siya. Ano pa ba? Uhm…

Interviewer: … ano uh… may flexitime…

Ms. A: Panong- panong flexitime siya? Parang kunyari late ka na nakauwi the ne-

‘yung night before parang pwede kang pumasok ng late? Ganun ba ‘yun?

Interviewer: Or you work... Or parang kahit—basta umabot ka ng eight hours.

Anytime—Kunyari ten ka papasok…

Ms. A: Ah…

Interviewer: Or may set time?

Ms. A: Alam ko oo, may flexitime siya kasi sa- parang ang flexitime na—

Interviewer: Depende sa department?

Ms. A: Oo, depende actually kung saang department ka. Ang pwedeng, I think

pwede sa flexitime is—

Interviewer: Sales


Ms. A: Sa sales, oo, parang gaya nga diba ‘pag nag-stay up late hanggang, let’s

say, two in the morning, pwede silang mag- uh… maging late na pumasok the

next day parang to compensate na makapagpahinga naman sila. May questions pa?

Kung may questions kayo, tanong lang kayo ah, baka salita ako ng salita tapos…

Interviewer: Tama ‘yun… Bakit pala walng OT pay ‘yung sales tapos ‘yung

technical mayroon?

Ms. A: Ayan, so, uh kaya ang sales may ano sila- I mean, wala silang OT pay

kasi mayroon silang incentives once nareach nila ‘yung sales nila. So ‘yun nga

‘yung commission-based, tapos ‘may mga other benefits pa sila, unlike sa tech.

So questions pa? Okay.

Sa letter c na noh? Uh… Based on your perception, what percentage of your

employees’ lives are devoted to work and to their personal/family lives?

Pwedeng…? Ay eto, I think dito nagfafall ang sales and technical department kasi,

like I said before, ‘yun nga, nasasacrifice ‘yung personal life nila dahil ‘yung

time- sobrang time consuming. Tapos minsan talaga, parang I know dito ang—

‘cause ‘yung sales namin puro babae. Talagang sobrang career woman sila

compared sa mga asawa nila ah. Talagang sila ‘yung bumubuhay. So, at that point,

parang talagang sacrifice talaga ‘yun sa anak nila and all. Tapos, iba pa sa kanila

parang wala paring anak? Siguro walang time bumuo nga family or, I think ah,

‘yun. So eto pwede, uh, ano muna siya? Additional ano nalang? Information? A-

ask ko nalang ulit mamaya. Hindi ko pa alam ‘yung percentage eh.

So, next question. Are there any differences in the perceptions or preferences of

Generation Y employees…? Uh…, so here syempre uh… ‘pag manager ka dito,

‘pag you’re applying for a managerial position, definitely mas gusto ‘yung mas

matanda kasi experience-wise. However, ‘pag sa Generation Y, hindi naman


namimili as long as parang nasa right age na kasi ang ginagawa namin dito, for

example, you’re applying for a sales position, ‘yung talagang nag-fifield work ka.

Hindi kami kumukuha ng talagang bata kasi parang hindi pa siya experienced

talaga. So parang wala pang ganun ka experience. Kapag sinabak mo na sa field,

siya ‘yung mahihirapan and at the same time, ‘yung company din. So ang

ginagawa, let’s say kunyari, may batang, uh… parang fresh grad. Hindi kaagad

sales ‘yan. Parang dadaan muna siya siguro sa telemarketing position or any

position na pwedeng doon siya magtratrain saka siya gagawing sales na pwedeng

i-on field. So, ano pa ba? Matatanda, ano pa bang pwede? Actually ‘yun lang

naman. ‘Pag… and siyempre hindi rin kumukuha ng sobrang tanda na. ‘Yung

parang ilang years nalang magreretire na kasi mahirap din naman ‘yun. Well,

wala naman ng ibang other problems ‘pag preferences. Wala naman. May

question kayo diyan or ano?

Uh…, next is doon sa organizational commitment. Uh… would you say that your

Generation Y employees are committed to your organization? Why or why not?

Uh…, paano ba? Depende actually sa employee, I think. Uhm, parang halo eh.

Siguro ‘pag Generation Y ka, I think committed naman sila kasi here kapag fresh

grad ka talagang magstastart ka as minimum wage. So parang uh…, parang kahit

na minimum wage ‘to, sila parang interested naman din magaaply parin here.

Tapos nagwowork hard parin sila kahit na minimum ‘yung sweldo and maraming

other opportunities outside ng companing ito.

Interviewer: Mayroon ba kayong like, uhm measure kung or like survey or

evaluation para ma-track ‘yung how willing are they to…

Ms. A: Stay here?

Interviewer: Oo. For this (…) year or something.


Ms. A: Wala, wala naman. Siguro parang ang sinasabi…

Interviewer: Measure commitment parang…

Ms. A: Ah ganun? Siguro ang pinaka-way nalang namin is ‘pag nag-stay sila and

‘pag naging regular sila rito, makukuha nila ‘yung benefits. Pero other than that,

wala na. Parang siguro mga puro ano nalang parang uhm pano ba? Sabihin na

parang mag-stay ka here, parang support nalng. Pinaka-mabibigay namin is

support. Pero other than mga intervention or survey na parang uhm if magstastay

sila. Wala, wala kaming ganun.

“How would you define, or what is/are your indicators with Generation Y

employees that tell you that they are committed?” ‘Yun nga, despite na the

minimum of the salary, nagstastay sila dito and sila ‘yung maraming opportunities

outside but they chose to stay here. So, ‘yun ‘yung pinaka ano—

Interviewer: Why do you think na they chose to stay here?

Ms. A: Here, okay. Kasi kung ako, I can say talagang ‘yung management mabait.

Mabait na mabait sila and I don’t wanna be bias or ano pero ako uh, talagang

‘yung mga bosses mabait sila eh. Parang hindi sila ‘yung inconsiderate. Parang ‘di

ba imagine mo ‘yung ibang tao ‘pag pasaway ka na, automatic you’re out of the

company or ano. Here, talagang sobrang i-naunderstand nila na ano ‘yung mga

nangyayaring problems sa iyo, domestic man or hindi. Kasi here parang sa

employees dito parang more on ano sila simple employees lang. Simple, na-gets

niyo naman kung ano ‘yun ‘di ba? So parang sila parang na-uun—ina-understand

ng mga bosses kung ano mga problems and all.


Interviewer: Parang may leeway for example mayroon siyang problem with his, I

don’t know—wife ganyan?

Ms. A: Mm hmm…, pero para talagang tina-take into consideration ‘yun, hindi

‘yung ‘di ba—

Interviewer: Hindi ‘yung puro reprimand.

Ms. A: O reprimand. Talagang parang ilang days mo na- o, parang ano ‘yung

problema? Ano ba pwedeng magawa? Tapos, siyempre pagsasabihan nandoon pa

din pero talagang nandoon ‘yung pagunderstand hindi basta bastang por que ano,

you’re out, hindi.

Interview: So parang may security of tenure?

Ms. A: Mm hmm… talagang… yah, oo. Parang I think dito rin sila kaya

nagstastay sila kasi talagang secured sila and hindi sila mawawalan ng trabaho

and despite the economic crisis and all…

So next, ‘yung on turnover. What is the turnover rate of your

company? Kailangan talagang percentage siya? Or—

Interviewer: Pwedeng to follow nalang

Ms. A: Sige, to follow nalang din siya. Uh… Do you find the turnover rate of

your company tolerable or not? What makes you say that? Uhm, siyempre as

much as possible ayaw namin na umalis ng umalis ‘yung mga—ano ba ‘to? For

both Generation Y and X?


Interviewer: Oo, sana. Distinction.

Ms. A: Distinction? For Generation X, definitely, talagang bihira or wala pang

umaalis na Generation X kasi siyempre sa age nila talaga parang more on

concerned sila. Papano ‘pag umalis na ako, nag-apply ako sa ibang company.

Mayroon bang tatanggap sa akin na let’s say thirty-six na ako or forty na ako.

Mahirap na ‘yun. And case sa Generation Y naman, uhm, mas sila ‘yung prone

umalis dahil mas bata and all pero, tsaka ang—I mean, nahihirapan din kami kasi

so let’s say, ito nag-stay na sa amin for a year or naka six months na siya diba?

Parang pwede na siyang maregular tapos sabay aalis. Parang another adjustment

period nanaman with the company environment tapos training nanaman ulit kasi

minsan parang let’s say kunyari ang course niya uh, let’s say, tourism tapos

nagapply siya for sales position. Siyempre may train- mag-uundergo siya ng

training diba? So ‘yung mga ininvest namin na training sa kanya, umalis siya,

nawala nanaman. So another fresh start ulit. Eh ang hirap maging ganun. Parang i-

train mo ng itrain tapos aalis rin sayo. So ‘yun ang pinaka ano mahirap na part.

Interviewer: Mayroon ba kayong retirement age? 60? 65?

Ms. A: I think 60 ang retirement age. I think, it’s either 60 or 65.

Interviewer: Required ba magretire ‘pag nagreach na ng age na ‘yun?

Ms. A: Actually wala ‘pang umaabot ng 65 dito so wala pang nangyayaring if

papa-stay ba or—

Interviewer: Ilang years na ba ‘tong company na ‘to?

Ms. A: Thirteen years na siya. So wala pa namang umaabot ng 65 or 60 years old.


Interviewer: But ano ‘yung oldest?

Ms. A: I think fifty… fifty-nine, magfifity- nine na siya sa September.

Interviewer: Tanda na… pero…

Ms. A: Siya ‘yung pinaka matanda. Pinaka matagal, hindi pero siya ‘yung pinaka

matanda. Next… ‘yung What are the financial and socio-psychological effects of

turnover… In terms of financial, wala naman, nababawi naman namin ulit ‘yun.

But siguro ang pinakarisk is ‘pag nagpa-training kami tapos umalis ‘yung mga tao

kasi here siyempre, as, ‘pag ‘yung mga technicians magtatake sila ng mga exams

sa mga HP or Acer para maging accredited partner sila o ano. Kailangan ng

company ‘yun. So ang nangyayaring process is kunyari uh... kayong lahat, lahat

tayo technicians. Mag-eexam tayong lahat. So babayaran ‘yun ng company. Eh

tapos kunyari uh bumagsak ka, kunyari bumagsak ka, nagbayad ako ng like ten

dollars sayo, sa exam mo. Tapos umalis ka rin, so nalugi kami sayo. Hindi ka

namin napakinabangan. So doon lang. ‘Yung mga (…) ng pagtratraining pero

financial, ‘yung talagang umalis ka, nalugi ‘yung company. Wala naman

nangyayaring ganun.

Interviewer: Mayroon bang ano, for example, ako may plano umalis or umalis

ako tapos nadamay ko ‘yung ibang kasama ko. May ganun bang situation? Peer

pressure…

Ms. A: So far wala naman ganung nangyari, based sa pagstay ko dito. Wala

naman nangyaring ganun na parang eto nahatak eto. Wala naman. I don’t know if

(…) may ganung nangyari kasi hindi ko pa alam kasi seven months palang ako

dito. Hindi ko alam, ‘yun.


Next… according to your/managers’ perspective, what are the primary reasons

that cause Generation Y employees to leave? To stay? If they choose to leave,

how long do they stay before leaving? Well Pinaka-reason naman, kasi kapag

when we do exit interviews, and pinaka-reason nila kaya sila umaalisis nag-gogo

abroad, or nakakahanap sila ng, anong tawag dito?

Interviewer: Better offer?

Ms. A: Better offer, oo. ‘Yun lang naman. Tapos ‘pag, ‘pag gusto namin sila pa-

stay, siguro siyempre nandyan nalang ‘yung support na ah rereassure namin na

parang siyempre starting ka palang naman ngayon. Talagang magstastart ka as

minimum pero once na tumatagal ka rito, ‘pag nagging regular ka, siyempre diyan

na papasok ‘yung mga benefits and all. ‘Yun ang pinaka-reasons nila. So, may

gusto kayong tanungin or what?

Interviewer: Uhm, siguro aside sa mga benefits na binibigay niyo, meron pa ba

silang mga hinihinging iba? Na parang pinag-iisipan ng company kung ibibigay

or hindi kaya?

Ms. A: Pano ba? Kasi ang sa amin, ang ginagawa nalang namin parang sila gusto

nila ng meal allowance. So ‘yun binibigay naman namin ‘yun sa kanila. Pero

once- ‘yung mga deserving siyempre and once nagstay ka sa company hindi

‘yung por que, por que regular ka na, o sige may meal allowance ka na. Hindi

ganun. Talagang dapat prove mo sa company na talagang deserving ka, to, uh, to

get that uh ano benefit.

Interviewer: So saan siya based? Kunwari, meal allowance?


Ms. A: Panong based?

Interviewer: Based on… paano mo malalaman kung deserving siya?

Ms. A: Ah. So parang, ano ‘yun eh. Sa report din ‘yun ng mga managers.

Siyempre nagkaroon ng evaluation and, at malalaman din naman ng management

if ikaw nagpeperform poorly. Siyempre diyan din pumapasok ‘yung lagi kang late,

nirereprimand ka sa mga kapalpakan mo. ‘Tsaka pano ka bibigyan ng mga

benefits and all diba? Ano pa? Next na? okay na?

Uhm, on interventions and retention, What forms of interventions or methods do

you use to motivate your employees? May list ako dito eh. Uh ang ginagwa namin

here… parang nagaano kami. Siyempre andoon ‘yung promise of promotion, plus

raise of the salary and the benefits. Parang ang gagawin kasi uh kunyari

nagrereklamo ‘yung employee na gusto niya tumaas ‘yung ano niya, salary niya.

Gagwin namin, siyempre, ipropromote namin siya. Parang, mas marami, lalaki na

tuloy ‘yung duties niya. Para deserving din siya sa uh sa babayaran sa kanya. Plus

‘yung mga trainings namin, nandoon din siya. Parang siyempre here, talagang ang

trainings every Saturday siya dito. So natututo ‘yung employee diba? Plus ‘yung

meron kami dati uh ano, parang motiv- paano namin imotivate ‘yung mga

employees. Naabutan ko din. Parang last year hanggang mga bandang January

dito. Kunyari, sa tech din kasi siyempre logistics ‘yung mga drivers, ‘yung

technical group. ‘pag naka perfect attendance sila, for a month, may reward silang

money. So, talagang may nangyayaring improvement naman. Mapapansin mo na

talagang, ‘yung iba talaga, ‘yung mga pasaway, pumapasok talaga ng straight na

walang absent. Tapos nung nawala ‘yun, ‘yun nanaman, problemado nanaman sa

attendance. Pero effective siya. Tapos, ‘yun nga ‘pag nagstay sila, the benefits

makukuha nila iyon. Tapos nagkaka-team bulding din kami every—‘yun nga,

every May. Tapos ‘yun nga, ‘yung party na rin and anong tawag dito, grocery.


Kasi ‘yung party, hindi siya ‘yung normal party na parang uh may food lang.

Nagpapraffle din kami. Like, ang raffle last time nakuha na pinakamagandang,

anong tawag doon, iPhone. So, may washing machine din, refrigerator. So

imagine parang diba? Talagang mapapaenganyo kang mag-stay dito kasi ‘yung

binibigay talaga ng company. Maganda… ‘yun.

So, other inter- forms of interventions, ‘yun nga more on support nalang din.

Parang wala kasi kaming parang pinaka-way to ano, para, anong tawag doon, para

i-guide ‘yung tao. More on kamusta ka na or kapag kelangan ng kausap or

kelanagan mo ng heart to heart talk. Talagang nandoon kami sa mga employees.

Uh, especially siyempre sa Generation Y kasi sila ‘yung madalas, mapagsabihan

lang ng managers o ano, sila ‘yung siyempre parang, anong tawag doon? Parang

soft pa ‘yung…

Interviewer: Sensitive….

Ms. A: Oo, sensitive talaga. So parang konting ano lang, parang gusto ng umalis.

Siyempre nandoon ka parang, ‘pag ikaw ba sabihin mo. ‘pag ikaw ba umalis dito,

let’s say, lumipat sa ibang company tapos ganun din ‘yung boss mo, parang

papano ‘yan diba? Parang here kailangan mag-toughen up ka kasi kaya mo naman,

matiis mo naman ‘yung manager mo so parang konting tiyaga nalang. And like

pasok dito and labas sa kabila. ‘yun.

So what are the effects of these interventions… ayon, nagstastay naman sila.

Parang, like last time kasi may nagyaring ganun. Napastay naman namin and na-

put up naman namin sa mind niya na I mean like na parang kaya mo iyan. Tapos

hindi ka pwede basta basta magpatalo por que ganito ‘yung nagyayari sa iyo.

Effective naman siya.


Interviewer: (…)

Ms. A: Uh parang, parang ano ba? Mahihirapan siya sa in terms of the work tapos

parang feeling niya walang nagsusuport sa kanya

Interviewer: (…)

Ms. A: Parang uh…, like ‘yun nga matagal ka na dito tapos bakit biglang ganito.

Uh… bas- parang tiisin mo nalang kasi hindi naman por que napagsabihan ka

lang or you think na walang nagsusuport sa iyo. Tapos parang dapat umalis ka na.

Interviewer: Mayroon bang ano, feeling nila kasi hindi sila naggrogrow? In

terms of going up the ladder? Kaya sila aalis? Para sa career nila?

Ms. A: Ah career…

Interviewer: Maybe they’re not learning... may ganun bang… or in terms of

hindi sila napropromote or feeling nila five years from now pa sila mapropromote?

Mayroon bang ganun?

Ms. A: Based from my, kung ano lang ‘yung span of time na nandito ako ah,

parang wala pa naman. More on talagang nagkakaproblema lang kapag ‘yun nga

abroad and mayroong opportunities na talaga. Pero ‘yung growth, wala namang…

Interviewer: Hindi issue?

Ms. A: Oo, hindi naman issue. Pero based sa stay ko ah, wala pa naman akong

naencounter na ganun.


Interviewer: Kahit Generation Y or X?

Ms. A: Wait, teka… hindi, mayroon akong isa. May isa akong naabutan but hindi

ko sure ‘yung pinaka-reason. Ask niyo nalang ‘yung isa namin ano HR. Siya ang

may alam doon. About ‘yung sa question na ‘yun, siya na ‘yun, pero sa span of

time ko wala naman…

Interviewer: Wala naman.

Ms. A: Wala na. May questions pa? ….

Interviewer: ‘Yung going abroad, ano ‘yun? Habang nagwowork sila,

naghahanap sila ng other opportunities? … Mga nagaabroad, are they looking for

opportunities while working or…while they’re still working here…

Ms. A: Parang… siguro parang, I think, pwede kasi bakit sila makakapunta

abroad…

Interviewer: ‘Yun nga eh.

Ms. A: Mm hmm, if hindi sila nag-, anong tawag doon, parang nagaapply…

Interviewer: Generation X or Y ‘to?

Ms. A: Y, Y ‘to.

Interviewer: Y usually…


Ms. A: Mm hmm kasi alam ko mayroon din ‘yung mga iba, like nag-abroad na

sila tapos nagpahinga muna dahil gusto bumuo ng family or magstay muna sa

Pilipinas, mag-wowork dito. Pero andoon parin ‘yung choice nila na parang may

tendency bumalik talaga. So madalas, either, may experience na abroad kaya nag-

aabroad ulit or nag-fifind ng better opportunities.

Interviewer: May employee ba na umalis na dito tapos bumalik ulit?

Ms. A: Yah, mayroon, dalawa.

Interviewer: Tinanggap niyo rin?

Ms. A: Oo tinaggap.

Interviewer: For what reason? Nung umalis sila, dahil saan?

Ms. A: Kasi ang, based sa alam ko, maganda ‘yung performance nila kaya kinuha

sila ulit.

Interviewer: Bakit sila umalis?

Ms. A: Dahil ‘yung isa alam ko nag-asawa tapos kinuha siya ulit kasi maganda

‘yung performance niya. ‘Yung isa naman parang nagkaroon ng health problem.

Tapos umalis, nagpahinga, kinuha siya ulit.

Interviewer: Hindi naman na pumunta sa other company tapos bumalik ulit dito?

Ms. A: Mm… wala namang ganun. Ang pagkakaalam ko walang ganun.


Interviewer: Personal…. Paano ka napunta dito?

Ms. A: (laughs) Nakita ko lang siya sa ano, sa best job. Tapos nag-apply ako.

Tapos napunta na ako dito. Alam mo ‘yung time na nagsusubmit ka na ng sobrang

daming resume?

Interviewer: Oo.

Ms. A: Tapos biglang may magtetext sayo…

Interviewer: Oo naman, alam ko ‘yun.

Ms. A: May mag-tetext sa iyo tapos ayan. Eh diba UN Ave.? Kasi ang pinaka-

reason ko kaya ako nagstay dito, is parang one LRT ride lang siya from my place.

Like kung nag- Makati ako, layo.

Interviewer: Dalawa.

Ms. A: Tapos ano pa ko. Ubos pa ‘yung, ano ‘to? Salary. Kasi may free food ako

dito, kaya okay na rin diba? ‘yun ang importante. For me, ‘pag ‘yung parang

mga—kaya ako nag-stastay din in a way kasi siyempre kung lumipat ako sa ibang

company, ‘yung benefits nila hindi na… hindi ka na babayaran ng mabuti. Like

‘yung commute mo, ikaw pa gastos. Traffic pa. Eh dito wala ng paguran. Isang

uwian lang ako.

Interviewer: Nag-uundergo ka rin ng training?

Ms. A: Mm hmm, nag-uundergo rin.


Interviewer: Every Saturday rin?

Ms. A: ‘Pag ano, nag-aatend attend din ako ng mga product training nila or kasi

pinaka-training ko kay Dr. X. Tsaka HR training siya. Parang tinuturuan niya ako,

parang mismong siya ‘yung, parang mentor ko na rin siya.

Interviewer: Pero ‘yung company naghire kay Dr. X para i-train ka, parang

ganun?

Ms. A: At the same time, si Dr.X, nag-tratrain din siya ng other employees dito.

Sa mga managers and sa sales, naalala ko na.

Interviewer: Magstastay ka dito?


Interview with Ms. B, HR Assistant, Human Resources

(June 19, 2009, 11:00am)

Ms. B: Letter B? Distinct work style characteristics and behaviors… Anyways,

‘yung mga alam mo na, ‘pag mga bata medyo mga on the go talaga ‘yan. Very

active talaga sila kumilos and then ‘yan kasi ‘yung mga talagang madali, da totoo

lang ah, madali talagang mautusan kasi syempre mga ganyang age medyo mga

idealistic pa ‘yung mga ‘yan. So ang ano nuka is ‘pag sumunod sa mga boss, okay

sila. Maganda ‘yung mga (…) performance nila. So, sila talaga ‘yung pina- more

on active magtrabaho. At saka talagang namamaximize. Hindi ‘yung focus na, o

kunwari, ang technician, field lang sila, ‘di ba? So may mga iba pa ‘yan na let’s

say. Ay kasi, I don’t know kung nabanggit ni Via noh, ‘yung mga technician

namin hiwalay kasi meron kaming assembly, field technicians and we have in

house technicians. ‘Yung difference, in house, dito lang sila sa office. Assembly,

sila ‘yung nag- nagbubuo talaga nung computer. Actually para sa mga projects

namin and field technicians, sila ‘yung nagaasikaso syempre ng mga uh

Interviewer: On call?

Ms. B: Oo. ‘Yung mga needs ng mga clients naman namin. So, let’s say meron

kaming field technician but today wala namin client na nagpapaservice,

nagkataon sa assembly marami dapat gawin so namamaximize namin sila na

tumulong doon sa ibang group. So ‘yan, actually mabilis mautusan ‘yang mga

‘yan. Okay? What else? So, ‘yun ‘yung mga style talaga nila namamaximize

namin sila.

Interviewer: Sa Generation X po?


Ms. B: Kung mga Generation X, kumbaga kung ano na mga nakasanayan na

nilang work, kung ano ‘yung talagang task lang nila, more on ‘yun lang talaga

‘yung ginagawa nila. ‘Di ba? Tsaka syempre mga magkakaidad na ‘yan, hindi mo

naman pwede ring masabihan ‘pwede bang pakigawa nito?’ Kasi siyempre

nandoon na rin ‘yung parang seniority na nila ‘di ba? So parang hayaan mo

nalang silang to do kung ano ‘yung talagang work nila. Pero ‘yung mag-eexpect

ka ng—

Interviewer: Mag-eeffort?

Ms. B: Yah, yes. Hindi mo na siyempre ma-(…). Although, marami din naman na

employees dito na, alam mo ‘yun, ‘yung they go out of their way talaga na…

Kunwari, uhm, especially kung Saturday. Kasi may pasok talaga kami ‘pag

Saturday, and that’s whole day. So ‘pag may mga (…) half day. Let’s day, mga

11 o’clock palang wala na silang ginagawa, tumutulong din naman sila doon sa

iba. Pero medyo ano lang, minimal lang. What else?

Positive? ‘Yun siguro ‘yun ‘yung very active sila. Sila ‘yung mga on the go talaga.

Uhm, worklife balance of the employees in your company? Worklife… (pauses)

worklife.

Interviewer: Outings po…

Ms. B: Uhm… outings? Sa amin, sa company? Kasi we give lang naman ano eh,

uhm, team building, tsaka minsan ‘pag may company outing and then ‘yung

Christmas party. So far ‘yun lang naman. Uh… we give trainings, mga ganun.

Nabanggit na ba ni Via?


Interviewer: Pero how about ‘yung hindi related sa work na training? Like, time

management, family…

Ms. B: Ay Oo, nagbibigay niyan. Actually si Dr. X and si Via ‘yan. Kami ni Via

nag-aasist kay Dr. X. Siya nag-bibigay ng mga time management, ‘yung mga

stress management tsaka ‘yung how do you handle ‘yung mga financial. ‘Yung

mga hindi makakatulong sa kanila… maliban sa work, makaktulong rin sa kanila

personally, especially sa mga family nila.

Interviewer: During Saturdays po usually?

Ms. B: Madalas kasi Saturday, doon kami kumpleto. Kasi Monday to Friday,

lahat ng mga technicians- ‘yung mga field (…) lahat nasa field.So Saturday doon

kami kumpleto, so doon lang kami nakakapagtraining talaga. Maliban nalang ‘pag

sobrang importante ng training, nagrerequest kami sa kanila. Kunwari nag-seset

kami ng weekdays, so kung may clients sila, dapat na-inform agad. Hindi sila

pwede kasi talagang may training.

Interviewer: May mga other events pa ba? Kunwari, uhm, mga sports fest, mga

ganoon.

Ms. B: ‘Yun na ‘yun, siguro ‘yung teambuilding namin na every January tsaka

‘yung company outing. Maliban nalang, let’s say mga service partnet nila meron

silang anniversary. Kunwari, service partner like mga Acer, IBM, Lenovo…

Kunwari may event sila, so iniinvite nila ‘yung mga technicians namin tsaka mga

field to attend. ‘Yun nga lang, pili lang. Talagang ‘yung mga department lang ng

technician, marketing, sales… Pero let’s say ‘yung mga accounting, treasury, or

inventory hindi nakakasama ‘yung mga ‘yun. So, more on ‘yung mga nag-fifield

lang, may mga clients. Sila ‘yung may, uh, extra-curricular activities.


Interviewer: Question lang siguro po. Follow-up din. With regards sa current na

meron niyong worklife balance na activities, do you think sufficient na siya to

parang help ‘yung employees? (…) do better?

Ms. B: Actually… enough?

Interviewer: Or…

Ms. B: Actually mas better nga ‘yung madagdagan pa. So ‘yun nga lang, kaya

kelangan nag-aano nga rin kami, nag-uusap-usap kung ano pa ‘yung pwede namin

maitulong. Pwedeng ibigay sa mga employees. Right now, sila satisfied na pero

siyempre kelangan mo paring mag-isip ng bago eh para (…). Kasi kumbaga,

‘yung mga nabigay na namin, ‘yun na rin ‘yung before pa. So parang more on

inu-update lang namin. Unlike kung mayroong bago, siyempre mas ano din ‘yun,

mas matutuwa pa actually ang mga employees.

Interviewer: Pero mayroon po bang distinction or parang separate sessions sa age?

Ms. B: Ay wala, sabay sabay talaga lahat.

Ms. B: Okay, what else? worklife benefits? Uhm… When you say benefits, hindi

ito ‘yung binibigay ng company na benefits?

Interviewer: Opo.

Ms. B: Let’s sa ‘yung for our regular employee? ‘Yung mga insurance? Ganun?

Additional meal allowance? Iba ba ‘yun?


(Mumbles)

Ms. B: ‘Yun na rin ‘yun? Ay… Siguro na-isa-isa ni Via.

Interviewer: Opo.

Ms. B: Kasi finalow-up niya, chineck niya rin sakin.

Interviewer: Opo.

Ms. B: Oh so, ‘yung mga trainings for technicians din. Na pag- mali ‘yung

training, ‘yung mga certification. Kasi ‘di ba ‘yung mga IBM, ‘yung mga (…)

kailagan doon certified engineer ka talaga. You have to take their exams para

maging qualified ka as engineer ng (…). Kasi siyempre kami nagrerepresent sa

mga service partners. So we give them incentives (phone rings). ‘Pag pumasa sila

sa exam, may incentives, additional incentives. Mayroon silang additional one

thousand sa kanilang basic salary. So ‘yun. I don’t know lang kasi kung nabanggit

ni rin ni Via, dagdag ko lang. What else?

Ah okay, uh, what percentage of your employees’ lives are devoted to work?

Actually, karamihan talaga dito, ano, mga family person talaga. Kaya nga ‘yung

karamihan sa mga- mga tao dito talagang, alam mo ‘yun, ‘yung work nila, uhm,

nag-sstay sila sa oras. Especially for the sales personnel namin kasi ‘yan ‘pag may

mga bidding, inaabot sila dito ng twelve o’clock- twelve o’clock midnight. Alam

mo ‘yun para matapos nila, hopefully manalo kami sa bidding. Kasi alam naman

nila ‘yun. At the end of the day, ‘yung pera naman, for their family rin naman.

Same with our sa mga technicians. Kahit ‘yung mga accounting staff namin, kahit

walng mga overtime pay ‘yan, talagang ginagawa- ganun sila kadedicate sa work,

kasi iniisip nila para din naman ‘yun sa family nila. In a way, siyempre ‘yung


company bumabawi rin sa ibang bagay, let’s say kahit hindi talaga counted ‘yun

as OT pay, nagbibigay naman ‘yung company ng pera for their food or… basta

nagbibigay (…).

Kailangan ba exact percentage? Pwede ko bang sabihing eighty-five to ninety

percent? Mga ganun? Pwede ba ‘yun? Counted ba ‘yan? Or may specific kayong

answer na…

Interviewer: Mmmm… ewan ko lang po. Kasi usually, I think, ‘pag ‘yung mga

ganyang percent, better kung may available. Pero kung wala, baka hindi namin

talaga ma-ano. Kasi, I think, hindi rin siya usually mine-measure ng company—

Ms. B: Actually, hindi kasi namin— Ah ito, okay ‘to…

Interviewer: O nga po.

Ms. B: Oo. Wala kasi kaming ganun but mostly talaga kung whether ano ‘yun eh,

uhm, married person or a single person ‘yung employee. Same talaga ‘yung

dedication nila sa work. Para doon din sa ano nga nila, uhm, ‘yung pagkadevoted

nila sa work para sa family nila. Kasi ‘yung mga single naman namin, karamihan

dito ksai mga single, uhm, sila ‘yung mga breadwinner sa family. Kaya ganun sila

ka-ano sa work kasi meron dyan ‘yung parents wala ng work, ‘yung iba diyan

‘yung parents paralyzed, meron naman wala ng parents- sila ‘yung

nagshoshoulder ng mga education ng mga kapatid so ganun talaga karamihan ng

mga employees. Kaya makikita mo sa kanila na dedicated talaga sila sa work kasi

meron silang, alam mo ‘yun, parang- meron silang pinanghahawakan…

Interviewer: Obligation


Ms. B: Oo, na-ano, may nag-dridrive sa kanila to work hard. Kasi nga ‘yung

family nila.

Uhm, differences in the perceptions? Perception. ‘Pag dating naman sa work,

okay, ganun din eh.

Interviewer: Sa benefits.

Ms. B: Ah sa benefits?

Interviewer: Opo.

Ms. B: Wala same din lang naman kasi sa amin, once naman na regular employee

ka, ay, let’s say, six months ka na, automatic regular ka na right? So makukuha

mo rin ‘yung benefits na nakukuha ng, let’s say sampung taon na dito sa company.

Same benefits

Interviewer: So ‘yun parin ‘yung (…)?

Ms. B: Ah oo, kasi actually right now naman, talagang pinaka-importante kung

kumpleto ‘yung nakukuhang benefits ng isang empleyado, right- especially right

now na medyo may, ‘di ba may crisis tayo right? Maraming company ang nag-

reretrench, mayroong recession, so what’s good with us naman kasi kahit na

medyo may ganung crisis, hindi natin binawasan ‘yung benefits na matatanggap

ng mga employees. Mine-maintain natin na ‘yun pa rin. Unlike sa iba na- o, wla

na tayong meal allowance, wala na tayong ganun… So so far, with us, ganun,

‘yun pa rin. Binibigay- we’re trying- we’re trying talaga na maibigay pa rin kahit

na medyo ang mga sales eh—we’re trying talaga. Hindi namin binabawasan.


Uhm, Would you say that your Generation Y employees are committed to your

organization? Ako gusto kong isipin sana ‘di ba? Committed talaga sila kasi ‘yun

‘yung nakikita ko. Although sa lahat naman ng company, mayroon ka talagang

makikita diyan na siguro mga five percent. May makikita kang employees na, ano

‘to, parang hindi ba siya happy or wala lang… ‘yung mga empleyado na

kailangan mo pa ring i-remind kung (…), with work, kung happy pa ba kayo sa

work, happy ba kayo sa co-worker nyo, o baka sa boss niyo may problema kayo

kaya kayo nagka-ganyan or, che-check mo rin ‘yung family nila. Baka may

problema sa family, may personal problems kaya medyo na-apektohan’yung-

‘yung work niya. So-

Interviewer: Usually po, sila po ba ‘yung Generation X or Generation Y?

Ms. B: Nag-iiba-iba din eh. Totoo lang, kasi ‘yung—pero ano ba, mostly siguro

(pauses).

Iisipin ko muna ‘yung mga nakakausap ko ah, kung karamihan sa kanila sino ba?

Generation Y? Generation—siguro, more on, sixty percent Geenrtation Y. Kasi,

uhm, (pause).

Ang more committed. Hindi, mas committed pa rin ‘yung mga seniors. Mmm, in

a way, (…) ‘yung mga X sa mga Y. Kasi mga Y medyo ano pa ‘yan eh, ang dami

pa nilang (…) pang mga options niyan sa buhay. So…

Interviewer: Kahit (…) regular na sila?

Ms. B: Mmm-mmm, kasi syempre and mga Generation Y nandyan pa ‘yung,

madami pang offers sa kanila. Syempre iniisip nila- lalo na kayo, iniisip niyo bata

pa ako, dami pang offer. Right now, let’s say, siguro ano ka ba, uhm, assistant


manager, and then- and yet dito sa isang company ino-offeran ka ng… o eto, ano

ka na, manager. At your age (…), kahit bata ka pa, but siyempre ‘yung

background, ‘yung mga ganun. Siyempre iisipin mo, ay doon nalang ako kasi

manager na ako agad dito. So nandoon pa ‘yung marami pang offer sa inyo eh.

Kaya mga Generation Y medyo madali pang maimpluwensiyahan, parang ganun.

Unlike doon sa mga older, ‘yung mga older, and mga main concern lang naman,

‘pag nagresign ako, may tatanggap pa ba sa akin? Thirty years old na ako. ‘Di ba?

Unlike sa inyo, hawak niyo kasi ‘yung age niyo. So, in a way, siguro mga sixty

percent ‘yung sa X mas committed kasi andun na rin ‘yung mga married na ‘yan

eh. So nandun na ‘yung talagang, kailangan ko ng, uhm, stable na trabaho kasi

mayroon na akong pinapaaral, may pinapa-inom ng gatas, (…). Unlike sa mga

younger, ano natin, generation, medyo single pa ‘yang mga ‘yan kaya wala pa

talaga silang problema about, alam mo ‘yun, ‘yung mga commitment and

responsibilities sa buhay. Kasi alam niyo, ah, nandiyan naman si mommy. ‘Pag

kailangan ko ng pera, bibigyan ako ni mommy. So, kahit ito lang ‘yung sweldo ko,

may (…) ng family. Okay na. Although, may iba naman diyan, depende kasi may

background talaga dito sa amin mga Generation Y na sila na ‘yung, ano,

breadwinners sa family. So ‘yun masasabi ko talagang committed sa work.

(pauses)

Mmm… Employees that tell you that they are committed. So siguro sa akin,

unang una makikita mo ‘yan. Talagang ‘yung attendance, nandito sila. Perfect

attendance ‘yung mga ‘yan. No record of tardiness. So doon pa lang makikita mo

na talaga, driven talaga ‘to magtrabaho. And then so far sa mga clients ‘pag may-

kunwari may nagfefeedback, Ma’am (…) ganyan ganyan. So far wala kaming

naririnig na negative feedback from the clients noh. And hindi lang sa clients,

doon din sa immediate boss. So ‘pag may time na nagkakausap- nakausap namin

‘yung mga immediate boss nila- ‘yung mga managers- wala namang negative


comments. ‘Yun lang mga konting paalala, siguro mga ganun lang. konting

reminders, but so far wala naman- nako kailangan, ano na ‘yan, kung pwedeng

end of contract, end of contract nalang kasi walang naitutulong, ganun ‘di ba? So

wala- wala naman kaming na-rereceive… More on praises pa nga from their

immediate superior na hopefully, magtuloy-tuloy ‘yung ano nila, uhm,

magandang work performance nila. So ‘yun.

(pauses)

Mmm… sa tingin ko, isama ko na din doon ‘yung memo. Mga walang

natatanggap na memo ‘yan. Mga memo’s like ‘yung mga tardiness or medyo may

ginawa silang hindi maganda na ini-reklamo ng co-employees or ng mga clients.

So, ‘yun, wala- wala silang memo.

Interviewer: Or siguro OT?

Ms. B: Ah…

Interviewer: Nag-oovertime na walang…

Ms. B: Yah, ‘yung mga willing na kahit inaabot ng, let’s say ang, especially with

our ano ah, magbabanggit na ako ng mga department. Purchasing department

namin, ‘yan ‘yang mga marketing group. Purchasing kasi namin hanggang- ang

pasok lang nila six p.m.- hanggang six p.m lang sila but talagang willing silang

mag-stay dito hanggang eight o’clock, nine o’clock para lang tulungan ‘yung mga

sales personnel namin sa biddings. So ‘yun talagang never ako nakarinig ng ‘ano

ba ‘yan, nagiistay tayo dito, wala namang overtime’ mga ganyan ganyan—wala.

So talagang work lang talaga sila to help out our sales. Anyway, ang sales namin


bumabawi. ‘Pag nagkakaroon naman ng- let’s say nananalo sa biddings,

shinesahere naman nila kung ano mayroon sila.

Interviewer: (…) purchasing department?

Ms. B: Uhm, technicians namin, mga comp- uhm, technical services department,

eight to five sila but karamihan sa amin, nine o’clock.

(pause)

What else?

Interviewer: Ay ‘yung, mayroon po kayong mga flexitime?

Ms. B: Flexitime? Na-fleflex… ay wala kami. Pero para doon sa mga sales

personnel namin- tsaka medyo bida talaga lagi mga sales tsaka field, uh mga

technicians namin since sila talaga ‘yung nag(…). Let’s say, uhm, technicians

namin, ‘di ba dapat hanggang five lang sila? Eh inaabot sila magbigay ng service

sa clients namin hanggang alas otso or alas nuebe. So minsan, lalo na ‘pag malayo

pa ‘yung bahay nila- nakakuwi na ‘yan let’s say eleven or twelve and then

papasok sila ng eight. ‘Pag nalalate sila, let’s say nine, nag-ooffset naman kami.

Ina-adjust nalang namin ‘yung (…), especially ‘yung sa mga assembly

technicians namin na, lalo na ‘pag may malaki ‘yang project. Nakauwi sila ng

twelve o’clock or three o’clock in the morning. Nag-aadjust kami niyan. So

papasok sila kinabukasan, let’s say, mga eleven na or twelve. Okay lang ‘yun.

Interviewer: Parang may consideration…


Ms. B: Yah… we give consideration naman siyempre. I’m sure ‘pag hindi

nagbigay ng consideration mag-lalayasan ‘yung mga ‘yan (laughter), right?

So may OT pay and at the same time consideration din. Konting offsetting tayo sa

oras.

Interviewer: Sa technical lang po ‘yung OT—‘yung OT pay?

Ms. B: Ah… nag-aaply lang ‘yan talaga sa technical tsaka logistics namin. Uh,

what else? On turnover? Although ‘yung mga ano ah, accounting department

namin, ‘pag talagang may, may deadline. Alam mo naman mga accounting,

talagang busy sa payroll and yet may ni-rerequire let’s say ang BIR na kailangan

gawin ‘tong report, susubmit niyo this time. Nag-oOT sila, binabayaran din

naman. Pero ‘yung mga regular lang na- kailangan matapos ‘yung payroll, ano

nalng nila, prang labor of love nalnag nila ‘yun. Tulong nalang sa company. Pero

‘yung mga extra talaga na may mga- may deadline kailangan gawin. So ‘yun, we

give them OT pay. Baka sabihin ayoko nang magtrabaho sa kumpanya.

(laughter)

Interviewer: So – So kunyari nag-over time ako, meron akong reason bakit ako

nag-overtime…

Ms. B: Mmm- mmm. Kailangan i-indicate ‘yun. So doon sa OT—

Interviewer: Then kayo na mag-jujudge?

Ms. B: Yes. So naka-indicate ‘yun doon sa form. Uhm, for turnover… ang

turnover rate namin?


Interviewer: Meron po?

Ms. B: Yes.

Interviewer: To follow nalang… ihahabol nalang daw niya…

Ms. B: Mmm-mmm. So paanong rate? Parang one is to two na parang isa ‘yung

nagreresign and then dalawa…

Interviewer: How many pumapasok tapos umaalis over a certain period, I think.

Ms. B: Uhm, nako, kailangan niyo diyan ng exact. Irereview ko ‘yung copy ko.

Let’s say mag- aaano lang ako, magtatantsa. Siguro let’s say in a year…

Interviewer: In a year.

Ms. B: ‘Pag hire kami… nakahire kami ng total of twenty employees, siguro ano,

lima doon ang nag-reresign. Pero hindi ‘yung twenty- ‘yung twenty na pumasok.

Interviewer: Iba.

Ms. B: Oo. Yung iba kasi may—dati nang empleyado, hindi kasama ‘tong year na

‘to. So more or less ganun. Parang pwedeng five to anu…

Interviewer: (…)

Ms. B: …Mga ganun.


Ms. B: Reason? Anong pinaka-reason? Ah mayroon ba dito ‘yun? Wala. (…)

Tolerable? Tolerable naman. (chuckles) So anyway ‘yung ano muna, ‘yung

pinaka-reason, siyempre, ‘yung iba kasi nag-reresign, ‘yung iba, let’s say, sa tagal

tagal na nila dito sa company, parang kailangan na nila ng bagong…

Interviewer: Environment?

Ms. B: Yeah. Lalo na ‘yung mga ten years na. So, recently lang, last December,

may nag-ganun—nag-resign ng ten years. So tutal kabisado na niya ‘yung work,

happy na siya dito, barkada na niya lahat ng empleyado, ‘yun nga lang kailangan

lang niya ng ‘yun nga ‘yung sinasabing boredom siguro…

Interviewer: Change of lifestyle?

Ms. B: Yah siguro ganun nga, kasi parang—kahit naman tayo wala tayong

permanent right? Wala naman ‘yun… so ‘yun nag-resign siya because of that.

‘Yung iba naman, karamihan talaga, abroad. May mga offer talaga sa kanila. Sino

ba namang tatanggi diyan ‘di ba? Opportunity ‘yan. Kahit na ba ngayon, medyo

may konting recession. So number one talaga abroad, and then pangalawa ‘yun

nga ‘yung matagal nang company, ‘di ba? And then last, ‘yung pinakalast is

‘yung naghahanap sila ng mas magandang offer. ‘Yung dito lang local ano lang—

local employment. But ‘yun nga mas (…) nag-ooffer sa kanila ng mas malaking

income. ‘Yun minsan (…) nag-reresign.

Umm… (reads and mumbles the question) turnover rate of the company….

Hmm… Oo naman so far. Siyempre. Ah… Ano lang kasi diyan. Siyempre

panibagong adjustment eh. So although kami, trabaho talaga ng HR, ‘yung

continuous ka talaga ‘di ba? May nagreresign, may papasok, andiyan ka nanaman,

tturnover mo nanaman sa kanila ‘yung trabaho ng previous employer. Ano ka


nanaman mag-ttrain, mag-oorient, ‘di ba? So um… pero continuous ano rin ‘yan,

continuous practice din ‘yan. Hindi talaga pwede ‘yung for life o ‘yan na a, bawal

nang—bawal nang mag-resign. O hindi na kami mag-aadjust, ay hindi na kami…

Interviewer: Part na talaga siya…

Ms. B: Oo, part na talaga. So I guess, kaming HR, sanay na kami doon. (Kasi)

nga, people come and go talaga. May darating, for sure may mag-reresign. Pero

with us naman kasi, siyempre ‘pag may mag-reresign, um… we give ano din,

interview… I give interview din. Kasi, siyempre gusto din namin alamin kung

what is the reason talaga—‘yung main reason bakit siya aalis—na nagreresign.

Same din dun sa mga panibago, talagang we give orientations talaga, ‘tsaka

aalamin namin kung may issue siya with the company and siyempre kung anu

ineexpect ng company sa kanila.

Interviewer: ‘ Yung mga nag-rresign, more of Generation X?

Ms. B: Recently? Hmm... Mmm… Oo, ay ay sorry sorry, Y, Y. Kasi ito lang a,

for this year, ‘yun nga may offer abroad, and then ‘yung iba naman, um may

malaking salary. Kasi call center eh so mas malaki nga ‘yung salary. So ‘yun.

Pinaka-main reason for this year ‘yun. May mga magwwork abroad talaga.

Interviewer: Pinagpalit for call center?

Ms. B: Yeah, oo ‘di ba?

Interviewer: Kahit nagtraining na siya?

Ms. B: Oo… Call center…


Interviewer: Did you ever consider hiring them back (…)

Ms. B: Oo mayroon na, mayroon na actually. ‘Yun nga lang siyempre sila,

nasanay na sila na let’s say ito na income ko eh, ang laki na eh, tapos balik kami

sa IT Firm. Although, madaling maka- maka- ano tawag doon?

Interviewer: Halubilo?

Ms. B: Oo, madaling… I mean kaibigan na niya lahat. Just that, ano talaga, pera

pa rin. Lalo na for those income breadwinner.

Interviewer: Nag-eemploy po ba kayo ng older people? Naghhire kayo ng…

Ms. B: Depende kung gaano ka-old siguro at saka kung anung position…

Interviewer: …available

Ms. B: Oo kung anung position… Let’s say, for—for sales ah position, siyempre

mas prefer namin doon, bata. Kasi talaga ang mga kliyente namin, medyo

nagrrange ‘yan ng 30 to 40. So dapat, alam mo—anu ‘yun, may mga tactic din

naman e. Siyempre ‘yung ipapaharap mo… ‘Yung mga older siguro, ‘pag ang

position na mga managerial position. ‘Yun nga lang, depende din sa… Hindi

kami—hindi kami naghhire ng 45 and up.

Interviewer: (…)

Ms. B: Oo.


Interviewer: Bakit po? So old na ‘yun?

Ms. B: Hmm…Mmm… At saka anu na, ‘yung mga let’s say, maghhire ka ng

ganung age, medyo ang asking salary na niyan, (phone rings) mataas na talaga. So

siyempre sa amin, checheck muna namin kung pasado—ah pasok ba ‘yung budget

parang ganun, kung may budget ba kami for—for specific position.

Interviewer: Curious po ako pero just wondering lang for example, um money

‘tsaka benefits. Mayroong po bang difference with Generation X and Y, kung

anong mas importante…

Ms. B: Kung ano mas importante sa Y and X?

Interviewer: Salary ‘tsaka benefits, parang ganun po?

Ms. B: Pareho lang actually eh. Let’s say, you mean, kunyari may Generation X

kung gusto niya ng money

Interviewer: Opo, ‘yung mix niya. Gusto ko like 90% mas malaki salary, pero

konting benefits lang. Pero kung X, or ‘pag X ako, mas gusto ko mas malaki

‘yung benefits tapos salary ko kahit ok lang. Mayroon bang ganung distinction

for…?

Ms. B: Uhm, wait, I think… Hmm…

Interviewer: Ah kasi lahat dito same ang benefits.

Ms. B: Oo, pare-pareho ‘yan. Uhm nagkakaroon ng (…) ‘yan eh.


Interviewer: Ah, ‘pag iba pa…

Ms. B: Oo, baka sabihin mayroong…

Interviewer: Doesn’t matter pala…

Ms. B: Oo, pareho lang.

Interviewer: Pareho lang…

Ms. B: Maliban nalang, um… hindi pareho lang talaga…

Interviewer: Kahit managerial or entry level, basta regulars, same ‘yung benefits.

Ms. B: Oo, same lang ‘yung benefits. But, siyempre ‘pag managerial positions,

iba ‘yung—iba ‘yung range ng salary nila…

Interviewer: So sa pay…

Ms. B: …and then para naman doon sa rank and file, depende din. Kasi if (…) or

iba talaga ‘yung performance na pinakita nila, we give—nag-iincrease din ‘yung

salary kasi yearly, sa lahat, applies to all naman. ‘Yun nga lang, depende kung

maganda ‘yung performance mo—pinakita mo for—for the whole year. (…)

Every year nag-iincrease naman, so nasa—nasa employees na ‘yan. Gusto niya ba

magka-increase at the end of the year? So kailangan mag-effort talaga siya. Dito

nalang kami naglalabanan… Dito sa…

Interviewer: …sa pay.


Ms. B: Oo, although pare-pareho kami ng benefits…

Interviewer: (…)

(phone rings)

Ms. B: Although siyempre iba ‘yung—iba pa rin ‘yung benefits ng—ay hindi

benefits, allowances siguro (…) para sa mga managers. Nako kasi siyempre

mayroon mga ‘yun ng transpo allowance, meal allowance. (…) Unlike sa rank

and file, lalo na ‘yung ibang nasa office lang, wala naman silang transpo

allowance ‘yan kasi dito lang naman sila sa office. So mga ganung allowances

actually, binibigay na namin siya. ‘Yun, ‘yun ang labanan every year end—kung

magkano ang naidadagdag sa mga sweldo namin. Okay? What else?

Interviewer: ‘ Yun lang. (laughs)

Ms. B: Ano pa about turnover? Financial wala naman? Hmm… Actually ‘yun,

actually nasagot ko na. Generation Y to leave… Work abroad ‘tsaka mas higher

‘yung salary na inooffer. How long do they stay before leaving? Actually ‘yung

iba nagiging regular emp—actually karamihan ah nagiging regular employees na

eh ‘tsaka sila nagreresign. Siguro gusto—hindi na siguro—kasi pagdating sa

resume, ‘yun nga maganda naman talaga sa resume mo na hindi ka lang 3 months

or 2 months ka lang within this company. Nandoon pa rin kung naka-six months

ka or one or more than a year. Siguro ‘yung iba kaya kukuha din ng experience.

Umm… interventions or methods? Okay, pumasok ulit sa akin ‘yung mga

technicians namin—mga technicians naman ‘yung bida. Um… for technicians

kasi, maliban doon sa mga benefits, sila lang ‘yung may mga certification exams.

O, na every time na pumapasa sila, may additional silang 1,000. 1,000 increase sa

sweldo ‘yan ay unlimited pa. Let’s say, for this year ang technician kumuha ng


limang certification. Eh di automatic may 5,000 siya. Sobrang ganda pa ng

performance niya, at the end of the year, may increase pa siya sa salary. So ganun.

So, in a way, siyempre, kami talgang minomotivate namin especially ang

aming—our technicians na ‘yun, mag-take ng exam, and then, kasi ‘pag

nalalaman nila ‘yung mga ganun talagang—ah talaga, ang bilis talaga lumaki ang

sweldo ko. So ‘yun ganun, so ‘yung iba talaga, nag-ttake, kasi gusto nila talgang,

siyempre gusto talaga natin mas malaki ‘yung salary, right? So, especially for the

technicians, ‘yun, ‘yun ‘yung nagmomotivate talaga sa kanila. ‘Yung iba naman

kasi, (…) so alam naman nila ‘yung yearly increase, so hindi kami ‘yung anu ah,

let’s say contractual ka for 3 months, and then for 5 months, on your 6th month, on

your regular pay, may increase agad, wala. So, titignan namin ‘yan at the end of

the year. Or ‘pag (…) pumasok ka sa company December na right? Wag kang

eexpect na mayroon kang…

Interviewer: …may 13th month…

Ms. B: Oo, mayroon ka na. So, chcheck na muna natin ‘yan or one year. Ganun

pa rin, basta (…) pa rin siya end of the year. So anu ba, rewards? Reward… Sa

amin kasi, ang reward, let’s say mayroong perfect attendance, mayroon kaming

incentives, may perang binibigay, kasi for the month of kunyari, perfect

attendance itong mga tech department, bbigay kami ng pera (…). ‘Tsaka what

else… Although sa sales, wala kaming perfect attendance. Ginagamit lang namin

‘pag may dumating…

Interviewer: …quota.

Ms. B: Oo. Sa quota naman sila eh pero hindi naman mcconsider as rewards ‘yun

eh. Kasi trabaho naman ng mga sales ‘yun. So, anu ba, siguro training lang, kasi

what with IT Firm din is every week may training kaming ibinibigay sa kanila. So


sila na ‘yung magsasawa sa training kung kaya pa nila i-absorb lahat ng

knowledge about—about—everything about computers. What else? Hmm…?

Interviewer: Kunyari ‘yung training po, it would be different for every

department? Ganun po ba ‘yun?

Ms. B: Hmm…

Interviewer: Kasi ‘di ba may sales tapos mayroon kayong treasury…

Ms. B: ‘Yung ah okay, ‘yung training na binibigay ng mga service partner, ang

covered niya ‘yung sales, purchasing, marketing, and technical. Same as ah

telemarketing pala kasama. Sila talaga ‘yung every Saturday regular. Para naman

sa lahat ng employee, same training din pero ‘yun naman—kunyari ang ‘yung

panu iboost ang self-confidence ko, ‘yung ganun, ‘yung pang personal anu na

talaga—personality improvement na. Pero ‘yung sa sales, ‘yun—‘yung grouping

‘yun…

Interviewer: Every week ‘yung dalawang class?

Ms. B: Every week. Ay hindi ‘yung isang klase lang—‘yung sales, technicians,

marketing. ‘Yung panglahatan lang siguro anu lang kami niyan. Siguro isang

beses tatlong buwan. Parang ganun. Depende kung talagang alam na namin kung

medyo may malaking—may malaking problema—ay hindi may malaking… ‘pag

kailangan na namin silang i-update or i-remind. So ‘yun.

Interviewer: So ‘yun, for example, ‘yung mga treasury, wala silang training

every Saturday?


Ms. B: Ay wala, wala.

Interviewer: ‘ Yung mga anu lang—main business?

Ms. B: Yah.

Interviewer: Wala naman po nagrereklamo na kailangan ko pang pumasok ng

Saturday? ‘Di ba ‘yung mga ibang companies sa like Makati, walang pasok ng…

Ms. B: Yah, so ‘yan. Lahat ng mga applicants, mag-aapply pa lang ‘yan,

sinasabihan na, tinatakot ko na or nilalaga ko na na ang pasok namin ay Monday

to Saturday, kung ayaw niyo ng ganung araw, kung ang gusto nila ay Monday to

Friday, hindi kami ‘yung company na hinahanap niyo. Bago sila pumasok dito,

bago nila i-accept ‘yung application—‘yung offer namin sa kanila, alam na nila

na Saturday at whole day ito—whole day talaga. So iniimpart na namin ‘yan,

during anu pa lang, during initial interview pa lang. Alam na nila ‘yung pinapasok

nila dito. Bawal sila magreklamo na bakit kami pumapasok ng Saturday? Eh

‘yung iba…

Interviewer: Eh di mag-resign ka (laughter)

Ms. B: Walang problema, magresign ka, maluwag ang pinto. (laughter) Anyway,

‘yun ‘yun nga naman. Ah Alam na nila beforehand. 6 working days talaga ang

company. Hmm… What else? Yah ‘yan, may questions?

Interviewer: Ano po ‘yung shortest time frame na nag-resign ang isang employee?

Ms. B: Shortest? Hmm… Nag-resign siya… Ito ba ‘yung mga nag-resign?


Interviewer: One day? One month?

Ms. B: Hindi ko naabutan—‘yung time na ako ‘yung sa HR hindi ko naabutan,

pero before may narinig ako na parang two weeks lang siya. Two weeks kasi anu

nga ba ‘yung reason? Two weeks dahil… may offer naman sa kanya. Yung nag-

apply siya dito—ah nung nag-apply siya dito, mayroon siyang pending

applications with other companies—just that una tumawag ang IT Firm, so

tinanggap niya. Pero, ‘yung pinakagusto niyang ah employer hindi pa tumatawag.

Siguro inisip niya na hindi na siya pasado, so ‘yun. So two weeks na siya dito,

bigla siya tinawagan, okay, nag-resign…

Interviewer: Wala po ba kayong contract na kailangan kunyari two years ka lang

nandito. Wala po kayong…

Ms. B: Ah wala kaming ganun.

Interviewer: Kasi hindi pa regular eh…

Ms. B: Ah oo kasi talagang lahat nagsstart as contractual eh so ‘pag contractual,

walang time frame talaga, kahit one month ka lang kung may ginawa kang hindi

maganda…

Interviewer: Kapag regular na, mayroon ba kayo yung parang bond? Kahit

managerial?

Ms. B: Wala, wala. Ang anu lang sa amin, kunyari, oh sige regular ka na, pero

mag-reresign ka. At least, 30 days notice. ‘Yun lang, pero wala kaming ‘yung

bond na...okay, okay nga ‘yun noh? Walang bond, walang bond na anu, walang

kasamang bond.


Interviewer: Kaya niyo naman palitan sila agad eh.

Ms. B: Oo. Kasi ganito ha, talagang come and go, ‘yun ‘yung mga anu, marami

din nag-aaply.

Interviewer: Marami ba ‘yung nag-aaply, mayroon ba kayong anu uh…

headhunter or something?

Ms. B: Hmm… (…)

Interviewer: Puro newspaper or something?

Ms. B: Newspaper kami, at the same time, ‘di ba lahat—lahat nalang ng mga

libreng anu posting sa website.

Interviewer: Ah…

Ms. B: Ano ba ‘yung mga libre? ‘Yung mga trabaho.com, mga Best Jobs—ay

hindi, Best Jobs may bayad.

Interviewer: Bakit po nag(…) po ba kayo (…) ‘yung pumupunta pa kayo…

Ms. B: …more of anu kami, paper at saka, uh websites, and then fliers.

Gumagawa kami ng fliers in case mayroon kaming newsletters na binibigay sa

lahat ng mga campuses—‘yung mga FEU, La Salle…

Interviewer: Ah, nag-jjob-expos kayo…


Ms. B: Hindi, ay inaanu nalang namin. Ah iniinsert nalang namin ‘yung mga

fliers doon sa mismong (…). ‘Pag nababasa nalang ng mga estudyante… ‘Tsaka

mayroon din, kapag sa newsletter, ‘di ba ‘yung fliers namin, binibigay namin

doon sa pinaka-placement offices ng mga school and then sila ‘yung naglalagay

doon sa anu niyo—sa bulletin board.

Interviewer: Bulletin board. Opo. Ah..

Ms. B: Yah. So doon nalang kami kumukuha ng mga branches.

Interviewer: So ang dami niyo nga mga (…)

Ms. B: Yes. Oh ‘tsaka, although marami na kaming ginawa, pero mas marami pa

rin ‘yung through referral. ‘Yung mga kamag-kamag-anak, ‘yun, mas marami

kami diyan, ‘yun na.

Interviewer: Okay lang po sa inyo ‘yung parang in the same department tapos

parang magkapatid? ‘Yung relatives…

Ms. B: As much as possible iniiwasan namin ‘yan.

Interviewer: Pero okay lang po ‘yung…

Ms. B: Okay lang ‘yung family pero ibang department or since group of

companies kami, let’s say, Advanced Solutions, siguro nabasa mo kung bakit may

Legacy Ventures doon, bakit may Maynila noh, eh kasi kasi ah…

Interviewer: Ah sa kanila din ‘yung…


Ms. B: Yah, yup, sa anu pa rin Yap family pa rin. So Maynila Properties, events,

let’s say, ako ‘yung kapatid ko magaling sa events, pwede ko siyang i-recommend

sa Maynila Properties.

Interviewer: Question, mas natatanggap naman kapag recommended?

Ms. B: Yah, actually mas preferred namin ‘yung ni-refer kasi alam namin na (…)

ang tao, mapagkakatiwalaan or something. ‘Tsaka ‘yung employee kasi na ‘yon,

out of hiya, siyempre magpperform ‘yan eh, so tried and tested na namin ‘yung

mga through referrals, sila talaga ‘yung tumatagal, may magandang work

performance dito sa office, kaya mas preferred ‘yun. Wait lang, may irerefer ba?

(laughter)

Interviewer: Kami. (laughter)

Ms. B: Ano ba kayo, graduating na?

Interviewer: One year pa po.

Ms. B: Ah okay.

Interviewer: Ma’am gaano na kayo katagal sa HR?

Ms. B: 3 years. Mga alaga pala kayo ni Dr. X.

Interviewer: Opo.

Ms. B: Ang aming consultant. Ma’am! What else? Anu pa ba? Ah…


Interviewer: Anu pa ba?

Ms. B: Wala na rin eh, kasi baka may questions pa kayo. Mahaba-haba pa ‘yung

recorder natin. (laughs)

Interviewer: Ah, panu po kayo napunta sa IT Firm?

Ms. B: Ah panu ako napunta. Actually, ‘yung HR manager before, kakilala ko.

Interviewer: Through referral.

Ms. B: Na-refer din ako o ‘di ba. Kaya ‘yung mga boss, wala ‘yan…

Interviewer: …tried and tested.

Ms. B: O nga eh, sa akin nga din—sa akin din. (laughter) sa akin din. So anyways,

‘yun, kaya ‘yung mga boss, kampante ak—hindi na nga ako ininterview eh kahit

na… kasi nirefer naman ako nung HR manager. Na right now, with the President

naman ng Legacy, kaya ngayon wala kaming HR manager. So talagang direct ako

sa General Manager, si Via at saka ako and si Dr. X, since tumutulong sa amin

kaya ‘yan every Thursday nandito si Dr. X para mag-assist sa amin ni Via. O nga

noh, tried and tested. Ako ‘yon. Andun din ako. What else?

Interviewer: May balak pa kayo lumipat ng other company?

Ms. B: ‘Yan nga dahil sa hiya siguro. (laughs) Hindi, right now, sa totoo lang ah,

kasi lagi ‘yun ‘yung tinatanong sa akin at saka ‘yung dati namin manager gusto


niya ako i-pirate, eh ang sinasabi ko talaga, number one reason ko ay kasi happy

ako rito.

Interviewer: Pirate? Saan po? Sa Legacy?

Ms. B: Hindi, ibang company.

Interviewer: Ah okay.

Ms. B: Ibang workplace talaga.

Interviewer: Better offer?

Ms. B: Hindi kasi actually mas malaki ang salary. Hindi kasi ang Legacy,

Maynila Property, Quest, IT Firm, iisa lang ang HR niyan. Kami pa rin ni Via.

Interviewer: Ah… Ganun?

Ms. B: Hindi kami pwede ilipat diyan kasi kami pa rin naghahandle.

Interviewer: Overall HR.

Ms. B: Yah.

Interviewer: So magsstay kayo dito.

Ms. B: Yah.

Interviewer: Bakit po kayo happy?


Ms. B: Happy ako siguro kasi dahil mabait ‘yung mga boss. Mahirap kasi

maghanap ng work na kasundo mo mga boss, at the same time, ‘yung mga tao.

(…) ‘Yun talaga ang reason ko, mababait mga tao. Sa salary, kahit na sabihin

ah… (makes sounds) okay lang. (laughs) okay lang. (laughs) Kasi in a way, basta

‘yung ganun, iba talaga ‘pag maganda ‘yung alam mo ‘yun, yung workplace,

‘yung ambiance, kasi ‘yung mga boss rin ‘yung kasundo mo. (…) mo ‘yung…

Interviewer: (…) na work…

Ms. B: Oo. Yah. Basta happy ka.

Interviewer: Doon po sa ‘yung kinakausap niyo ‘yung mga employees, required

po ba talaga ‘yun? (…) ‘yung problem or something…

Ms. B: Oo. Sa totoo lang, lalo na kung…

Interviewer: Kung lumalapit sa inyo or…

Ms. B: Marami sila ‘yung lumalapit pero siyempre may mga employees na

sinasarili ‘yung problema. So ‘pag nanonotice namin na medyo naapektuhan

‘yung trabaho niya, that’s the time na kami na ‘yung… Kunyari, naghhintay na

kami ni Via—ay hindi lumalapit, siguro may problema. Nag-uusap na din kami,

hindi lumalapit. Kami na ‘yung lumalapit doon sa tao. Iaapproach namin.

Conference—conference. (…) na alam namin, kasi let’s say for 3 years, magaling

‘yung attendance record niya tapos all of a sudden magiging laging late or laging

magiging pala-absent eh hindi naman ito ‘yung nature niya, mga ganun. So,

talagang may problema. ‘Yun nga lang, hindi nag-oopen up. Kami na ‘yung

lumalapit, nag-aaproach para alam mo ‘yun…


Interviewer: Yah… Um… can you describe ‘yung environment ng workplace?

Ms. B: Environment?

Interviewer: ‘ Yung culture, kung formal or hindi…

Ms. B: Siguro kasi karamihan talaga, in a way, siguro kaya maganda ‘yung

workplace dito kasi, if you’ve noticed, ‘yung mga karamihan ng mga empleyado

dito, magkakasame age—I mean ‘yung bracket ng age. Magkakalapit lang. So

mga karamihan doon mga 21 to 27. Pero alam mo ‘yung mga ganyang age?

Magkakasundo ‘yan kasi medyo parepareho ng mga gusto, ‘yung mga alam mo

‘yun, mga ideas, ‘di ba, mga gusto. Alam ko doon nagstart. Kasi medyo

magkakalapit ‘yung mga edad. And at the same time, ‘yun nga, um, parepareho

pa ‘yung mga background ng mga ‘yan. So uhm…’yun nga mga breadwinner. So

talagang alam mong—kasi sa totoo lang hnhire namin ‘yung alam namin

mayroong drive bakit nagwwork ‘di ba? So kunya—so let’s say oh single

mom ’to. Alam mo na agad na naku aayusin ‘yung trabaho kasi single mom lang

siya. May mga ganun or let’s say… talagang bumabalik tayo sa family. ‘Yun nga,

let’s say sila ‘yung—sila na ‘yung nagshshoulder sa (…) ng parents nila. (…)

Interviewer: Ngayon lang ako nakarinig ng ganung klase na pag-recruit.

Ms. B: Oo, actually, ito ang factor. Kaya kasi—kaya doon na namin na… kaya

‘di ba ang ratio ng turnover namin 20 na-hired, lima lang ‘yung (…). Kasi ‘yung

iba talaga, hindi pwedeng…

Interviewer: Bawal mag-resign talaga.


Ms. B: Hindi naman sa bawal… Hindi naman bawal. Pero talaga silang… ayaw

nila. Mayroon silang kailangang suportahan. So ‘yun, ‘yun. Parepareho din sila..

Karamihan kasi parepareho ang background. ‘Yung mga ‘yan nagkakaintindihan

na o (…) o ikaw alam mo ‘yung asawa or ikaw maraming anak… ‘Yun, other

than that ano pa ba?

Interviewer: Do you think formal ‘yung uh setting ng company? Or informal siya

on how do you—how do you deal with each other…

Ms. B: I guess informal… informal… kaya talaga magkakabarkada mga ‘yan eh.

Kasi kung formal, naku medyo strict tayo niyan ‘di ba? Medyo strict ang policy.

Pero sa totoo lang, with us, medyo maluwag kami. Kasi kung kami, ganun din

kami—I mean ganun ‘yung culture ng mga tao dito. Pero may part rin na dapat…

Interviewer: Strict?

Ms. B: Uhm, not really strict, kaya lang medyo informal kaya in a way, they

treat—they treat one another na parang barkada, mga ganyan, na sometimes, kung

nagiging negative nun, na sometimes, kahit ‘yung manager nagiging barkada,

kung may op, manager ako. Ito oras na para maging manager ako, ikaw, staff lang

kita. Kasi minsan naaano ‘yan e. Parang na-overlook. Parang magkabarkada,

nakakalimutan ko na manager pala sa sobrang closeness ng mga empleyado.

Interviewer: ‘ Pag mga boss ba tinatawag niyo na sir/ ma’am?

Ms. B: Hmm…Mmm… May ibang dapat itawag ba?

Interviewer: Ay hindi, may iba po kasing company first name basis.


Ms. B: Ah… Kahit mga boss…

Interviewer: Opo.

Ms. B: Really?

Interviewer: (…)

Ms. B: Ah okay… Sila siguro naiiba doon.

Interviewer: Kahit mga heads. Joe ganyan.

Ms. B: Ah okay… Siguro mga anu ‘yan—‘yung mga American anu companies.

Interviewer: Opo.

Ms. B: Usually ganun. Eh sa amin anu eh, Chinese-owned so medyo talaga… ‘Di

ba ‘yung mga hierarchy nila?

Interviewer: So is there a preference for Chinese in hiring?

Ms. B: Dito? Since… Sa totoo lang, mas anu din sila. Hmm… Mas mataas ‘yung

chance nila na mahire. Kasi siyempre lalo na kung nirefer nga ng mga family

friend nila, ‘yung mga Chinese family din. Mas malaki ‘yung chance nila na….

Interviewer: ‘ Yung bosses po ba nagvivisit ba sila?

Ms. B: Nagvivisit ng…?


Interviewer: dito sa office? Or dito sila?

Ms. B: Nandun sila sa office—HR and Admin. Try mo, sila ‘yung nasa

conference, dapat sa conference kayo sabi ni Via, ‘yun nga lang gamit ng mga

boss kaya nandito tayo. ‘Yung nakaka—‘yung nakikita mo lumalabas, ‘yung

naka-barong na white. ‘Yan.

Interviewer: Feeling ko nga.

Ms. B: Actually uhm, I’m sure naman na kilala niyo si Don Emilio Yap, right?

‘Yung owner ng Manila Bulletin, CEU, (…) Bank…

Interviewer: Pati CEU din po?

Ms. B: Yah. So ‘yun si lolo, ‘yun ang apo. ‘Yung apo, siya ‘yung in charge sa

lahat. So sa kanya itong Advance, Legacy, Maynila, Quest, sa kanila din Manila

Hotel, Manila Prince—I don’t know if you’re familiar with that

Interviewer: Ah opo. Manila Bulletin…

Ms. B: Oo, Manila Hotel… Manila Hotel in Roxas Boulevard?

Interviewer: Yah. Ang dami!

Ms. B: What else? Mayroon daw kayong survey? Mahirap? So ito, para sa lahat

ng employees? Ibibigay namin.

Interviewer: Opo.


Ms. B: Tapos, may deadline ba kayo kung kelan isubmit?

Interviewer: Sana po… As soon as possible…

Ms. B: Kailan—kailan ko iddistribute?

Interviewer: Nandito na po.

Ms. B: Tamang tama, Saturday tomorrow. So nandito sila. So kailangan

maidistribute na namin. Saan ba ‘yan? Sa IT Firm lang ‘yan? Sa Advanced

Solutions Inc.?

Interviewer: Opo.

Ms. B: Okay.

Interviewer: Mga ilang employees po?

Ms. B: For IT Firm—nasa anu kami siguro… 100. Kailangan niyo ba ‘yung

complete list? Let’s say kung ilang ‘yung regular, ilan ‘yung probing, ilan ‘yung

contractual, ilan ‘yung IT Firm employees?

Interviewer: It will help with ‘yung data… ‘tsaka po sana ‘yung ano… para

masegregate namin kung ilan ‘yung Gen X and Gen Y.

Ms. B: Ah oo ‘yan. Kailangan ‘yung age. Kailangan ko pang isama pa ‘yung

birthday nila?

Interviewer: Sa sasagutan naman nila may year of birth.


Ms. B: Ah doon, so okay. So doon nalang kayo magbbase? Hindi na ako—hindi

na kami gagawa ng copy?

Interviewer: Kung mayroon po kayo, it will really help. Okay lang po for

comparison.

Ms. B: Okay. Today niyo ba kailangan ‘yan?

Interviewer: Ay hindi po, kahit to follow nalang po.

Ms. B: Kung kailang kayo babalik?

Interviewer: (laughs) Friday?

Ms. B: So next Friday? To get the anu?

Interviewer: Pero… Kung mayroon available, if within the week po makuha

namin ‘yung… nagpatranslate kasi kami ng Tagalog para ‘yung iba po mas

madalian. Kung makuha po namin by next week, dadalhin namin dito.

Ms. B: Pero dapat parepareho nalang. Kung Tagalog, Tagalog nalang lahat.

Interviewer: Pero baka po ‘yung iba mas prefer… depende kung saan sila mas

sanay. Sabi naman po ni Dr. X, wala naman pong issue in the language naman

daw.

Ms. B: Ah okay, kasi baka mamaya siyempre mag-iisip pa ‘yan kung bakit sayo

Tagalog, bakit sa akin English?


Interviewer: Ay oo.

Ms. B: Baka mamaya magkaroon pa sila ng…

Interviewer: …away. Or maybe we can ask nalang po. Kung nahirapan nalang

po.

Ms. B: O siguro, tulungan nalang namin sila. Let’s say, this specific question…

Interviewer: Ah…

Ms. B: ‘Yun nalang siguro. Kasi kung may Tagalog magkakaroon pa ‘yan ng

anu…

Interviewer: Ah… okay.

Ms. B: Parang ano akala mo sa akin, hindi nakakaintindi ng English?

Interviewer: Pero we’ll send nalang po ‘yung translation sa inyo, just in case.

Para nag-eexplain ka.

Ms. B: Oo. Sige, ganun nalang.

Interviewer: Okay.

Ms. B: Okay? ‘Yun lang?

Interviewer: Thank you po. Thank you.


Appendix H

Transcribed Interview Responses (Generation X and Y Respondents)

Interview with Mr. A, (Inventory Assistant), Accounting Department

(July 4, 2009, 11:00am)

Interviewer : Ilang taon na po kayo? Kahit yung year lang po (laughs)

Mr. A : Ako, Ah…35, 35

Interviewer : This year po? 35?

(mumbles, nods)

Interviewer : Ah, Ilang years na kayo sa company?

Mr. A : Ako? 10

Interviewer : 10 years na po ? Ano pong position?

Mr. A : Inventory lang.

Interviewer : Ah, Inventory . ‘Yung nag-simula po kayo, anung pong pinasukan

nyo?

Mr. A : Dito?

Interviewer : Opo


Mr. A : Uh, Delivery.

Interviewer : Ah, Delivery. Umm, doon sa 10 years na ‘yon, isang… (…) isang

change...

Mr. A : Change of (…), parang ganun

Interviewer : Or (…)

Mr. A : One month pa ko nag collect

Interviewer : Pero (…)

Mr. A : One month lang.. (…)

Interviewer : Uh, ah, sa work place balance po, ‘di ba yung company po nag o-

offer siya ng mga outings, mga events, mga trainings. Uh, tingin mo, okay na

‘yon o kulang pa?

Mr. A : Sa akin?

Interviewer : Sa inyo po personally…

Mr. A : Sa akin, sa ano eh, sa training kasi, di pa nila ako napapag-training.

Interviewer : Ah..

Mr. A : (…)


Interviewer : Pero sa mga Christmas outings po?, okay naman po ?

Mr. A : Yearly naman, nangyayari naman

Interviewer : Sa tingin nyo, kulang pa ‘yun?, O mayroon kayong gusto ipadagdag

ganun?. (…) gusto niyong magkaroon ng ganung klaseng training for (…) bagay,

or gusto niyo may outings pa? or may kulang pa ba ?

Mr. A : Wala na

Interviewer : Wala na po, okay. Uh, ‘di ba po, may previous job na po ba kayo

before itong company?

Mr. A : Matagal na, matagal na. Nage-extra lang habang nakatambay, ganun.

Interviewer : Ah.. So ito parang yung first, permament job?

Mr. A : Na Full, na matagal ? Oo.

Interviewer : So yung mga previous po, mga temporary… (…)

Mr. A : (…), nasa bahay lang, dito lang nag apply. Ngayon nandito pa.

Interviewer : Bakit po naisip dito mag-apply?

Mr. A : Kasi ‘yung kaibigan ko samin (…), may bakante (…) parang nakakasawa

nang tumambay, (…) iba iba naman. Sabi niya, try ko pumasok dito. Tanggap

naman. (…)


Interviewer : Lagi po ba kayong may OT?

Mr. A : Over time?

Interviewer : Opo.

Mr. A : Bihira lang sa akin. Sa department namin, ‘pag may transaction lang na

madami. Halimbawa, may delivery na malaki ‘yung audit niya, mga hundred

thousand, mag-rerecieve, mag-(…) ng (…), siyempre mag (…) ng item.

Kailangan i-cocomply mo. Bihira naman yung mga ganyan (…).

Interviewer : Next, nag-start po ba kayo dito, nahirapan po ba kayo mag-adjust?

Mr. A : Hindi naman, kasi, dito naman kasi ‘pag napasok ka rito sa amin, para ka

lang kapatid ganun. Siguro kaya tumagal narin ako.. Turing na namin sa isa’t-

isa…

Interviewer : Dahil po sa mga tao…

Mr. A : Oo, tulungan sa isa’t-isa eh. ‘Pag bago ka naman, di naman… di naman

kami suplado sa… Friendly naman kami sa kanila.

Interviewer : Masaya po ba kayo sa trabaho niyo ngayon.?

Mr. A : Oo, kasi andito pa ako. (Laughter) (…) …pag di ka na masaya sa

ginagawa mo…(…)


Interviewer : ‘Di ba po um, Monday to Saturday po kayo? Ah, sa tingin niyo po

ba balanced naman po yung life niyo sa work, ‘yung social life niyo? O may time

kayo sa iba’t ibang bagay?

Mr. A : Kasi ‘yung nag-asawa ako, di na ako… binawasan ko na ‘yung social life

ko.

Interviewer : Hindi, Pero may oras kayo para sa pamilya, aside from work?

Mr. A : Mayroon naman, (…) Sunday lang. Kaya lang mas maganda sana kung

half day ka nang Saturday… (…) management.

Interviewer : Umm, may OT pay naman kayo? ‘Pag nag OT? ‘Pag nag over time

po, may Overtime pay naman?

Mr. A : Oo, mayroon.

Interviewer : Umm, ‘Yun nga po, ‘di ba nasabi mo kanina hindi pa kayo na

ttraining. May gusto niyo bang mag—anung klaseng training ‘yung gusto ninyo?

(…)

Mr. A : Siguro ‘yung mga product (…) ganun. Ako, Like me, ‘di naman ako

computer literate talaga na kailangan talaga nang ganitong course na (…) mga

time management.

Interviewer : Opo, mga ganun. Uhh, tingin niyo po, Uhh, committed kayo, Or

loyal kayo sa company?

Mr. A : Oo naman


Interviewer : Bakit po? Ba’t sa tingin niyo na…

Mr. A : (…) ‘tsaka ano eh,(…), nagiging loyal ako. Loyal ako sa kanila.

Interviewer : So, wala kayong problema sa environment, sa mga tao, sa work, sa

management, happy kayo sa lahat?

Mr. A : Wala naman, lagi may (…). Dapat matagal na kayo dito, yung mga

kasama mo dito mabibigyan ka din ng (…). Di kayo nagkakalayo. May 9, 8. (…)

noh. (…) kunwari mainit ang ulo, sasabayan mo, ganun lang. Mamaya lilipas na

rin, ‘di naman (…) nag-sisigawan, hiritan lang. (Laughs) Mag a-adjust ka nalang.

Interviewer : Pero sa salary po, happy po kayo?

Mr. A : Ngayon, kung ngayon hindi na. (laughs)

Interviewer : Tingin niyo kulang po? O Masyadong maliit?

Mr. A : (…)

Interviewer : So after 5 years or 10 years, tingin mo nandito pa kayo sa IT Firm?

Mr. A : Parang wala na. (laughs)

Interviwer : Bakit po?

Mr. A : Eh hindi, siyempre ‘yun nagka-pamilya na ako, siyempre ito na ‘yung

iniisip ko, hindi na yung sarili ko… (…) may anak nako, (…) ‘yun bang (…).


Kung may dadating malaki para mabigay ko ‘yung pangangailangan nila (…).

‘Yun lang ganun, ngayon wala pang opportunity dumarating. Hirap kasi ng (…)

ikakasurvive ko lang (…). Kung may magandang opportuniting darating, (…)

kung dadagdagan nila yung, mapapadami yung (…).

Interviewer : So, overall po, masaya naman po kayo except dun sa salary lang po?

Mr. A : Oo naman, okay naman yung salary eh, kaya lang…

Interviewer : …kung may mas okay ng konti parang ganun?

Mr. A : ‘Yung ganun... dagdag (…)

Interviewer : Nakakatulong

Mr. A : (…) lalo akong mapoporsige… (…)

Interviewer : Umm, so may gusto po ba kayong sabihin pa or ano? ‘yun lang?

Okay. For example po, uhm, mapo-promote po kayo, mag-ststay kayo?

Mr. A : Ako? Depende kasi , kapropromote ko lang pero wala namang increase.

Mahirap eh. (…) naman kasi, pinangakuan ka ng ganon, eh di dapat bigyan kami.

Ganun.

Interviewer : Pero, naghahanap ba po kayo ngayon ng other opportunities or

hindi ?

Mr. A : Sa ngayon, dito sa (…) hindi eh. (…)


Interviewer : Pero naghahanap po kayo? Nag-ststart…

Mr. A : (…)

Interviewer : Salamat po, Thank you!

Mr. A : Salamat, thank you!


Interview with Ms. B, Inventory and Purchasing Manager, Accounting

Department

(July 4, 2009, 11:00am)

Interviewer : Ilang taon na po kayo?

Ms. B: Thirty eight (38).

Interviewer : Thirty eight this year, ilang taon na po kayo dito sa company?

Ms. B: Ten years this coming November.

Interviewer : Tagal na po, ano po ang position ninyo?

Ms. B: Ah, actually, I handle two departments. I’m the one handling purchasing

and inventory. More on operations.

Interviewer : When you started dito sa company, ito na agad ang position niyo or..

Ms. B: No, I was the inventory assistant. Kasi ‘yung last previous job ko, its more

of the technical. I was the head naman nun ng technical department. So nagresign

ako doon, nagdecide ako magresign. And dito ako lumipat. Hindi naman agad

agad naging manager. I started from the very very pinakamababa. Then after six

months, napromote ako bilang isang purchasing manager. Tapos ‘yun na. tapos

after nun, kasi nag-evolve yung company namin e. So I handle almost ten years

diba. So doon na kami sa mga leader talaga. So naikot ko ‘yun buong operations.

‘Yun nga purchasing tapos pinahandle sa akin ‘yung technical. Buong operations

nahandle ko nun so medjo lumaki kami kaya dalawa nalang ‘yung pinahandle sa

akin.


Interviewer : Ah, doon sa previous job niyo, how long did you stay?

Ms. B: Ahh, four years.

Interviewer : Bakit niyo po nadecide lumipat?

Ms. B: Ahh, relationship with the boss and with the co-workers. ‘Di kami

magkasundo.

Interviewer : Why IT Firm?

Ms. B: Why IT Firm, why nga ba. Ten years. That time kasi they are competitive

in the market. So I want to be involved in the company that I know we will be

stable after five years. ‘Yun ‘yung naging reason. Kasi medo mahirap humanap

ng work nung time na ‘yun eh.

Interviewer : ‘Yung company po, nag-ooffer siya ng trainings, outings, do you

think okay na ‘yun or kulang pa?

Ms. B: Para sa akin? I’ve been here for the past ten years. Hindi ito plastic or

what noh. I love the company where I work in. that is the main reason why I stay

here for a long time. There is no perfect company. ‘Yun ‘yung tingin ko. Kahit

saan ka lumipat. There is always a problem within the company. It depends on

you. Kung paano mo idedefend ang sarili mo. ‘Tsaka kung paano mo ieevolve as

a person. I’m happy with what I am right now and I’m satisfied. And siguro kasi

simple lang naman ang gusto ko. That’s why I’m here. ‘Yun na.

Interviewer : So okay na po ‘yung mga events. Enough na po?


Ms. B: Ahh, wala ka namang enough eh. I don’t think there is an enough word

right? You always want change to happen in your life and you want to be

maganda, magaling or what eh. So walang enough eh. Kahit saan namang

company hindi ka naman masasatisfy dun eh. ‘Di ba? So it depends on the people

and the person characteristics ‘tsaka paano niya i-evolve ‘yung buhay niya. Kung

gaano kasimple o ambisyoso o what noh. Kung ano ‘yung kakayahan. So wala

akong kahit saang company. Pinakamalaking company. You’ll never be satisfied.

So it depends on yourself kung ano man ang goal mo or ano ba ‘yung word sayo

na satisfaction

Interviewer : Personally po, ano po ang gusto niyo idagdag?

Ms. B: Idagdag pa, 5 years from now, 10 years from now, it’s more on the family

side. I want a more ah siguro ah benefits na ‘yung na hindi lang ikaw ‘yung

mayroon. Kasi so far we are secured naman. We are ensured and everything. I

want it to be extended to my family. More than what I have para... I want the

company to provide more ah. Mas magandang benepisyo para sa pamilya mo para

not only for yourself but extended to your family. Mga ganung klase.

Interviewer : Ah, do you think your work ‘tsaka ‘yung personal life mo is

balanced or more of work work lang?

Ms. B: It should be both eh. Work and family para maging masaya diba. Sa akin

nababalanse ko naman. Kasi hindi naman ano. Basta. Iba kasi sa akin noh. My

family’s in the province so I go every week so its Saturday so I make sure na by

Saturday 3 o’clock uhh na ako ng Manila so Monday babalik ako. Mondays to

Saturdays all work. Work work work work kasi I don’t have my family naman


here/ so after that Sunday, or minsan Saturday I make sure na nasa kanila ako. So

‘yun ang balance ng ano.

Interviewer : So ‘yung paguwi niyo ng every Saturday, for you lang po. Special

agreement?

Ms. B. Minsan halfway, minsan I don’t work on Saturdays.

Interviewer : Paano ‘yung ganun. I mean. Kailangan ba ipaapprove or…?

Ms. B: I can maximize my time. Hindi naman sila mahigpit sa akin.

Interviewer : From Monday to Friday, nagoovertime po ba kayo?

Ms. B: Yes, I stay in more than eight hours. Wala naman ako problema doon.

Interviewer : Uhh, usually up to what time po?

Ms. B: Pinaka-worst? One o’clock.

Interviewer : Ano oras po ba kayo pumapasok the next day?

Ms. B: Uhh, depende rin. Kung wala naman gumigising sa akin, ten o’clock.

Kung hindi mga nine or depende eight. Siguro sobrang bait ko na kung eight

o’clock nandito na ako. Kung may gusto ako check-in. Depende. Kung wala

gumigising sakin, minsan ten. Ang pinaka ano ko talaga, nine fifteen nandito na

ako. Kung sa akin wala eh manager naming tingin sa akin. On a monthly basis

ang pay. So nakafix lang siya. So kung pumasok ako ng late sa monday, same

lang.


Interviewer : Uhh, do you know ‘yun ‘di ba inextend ‘yung benefit that you can

go home on Saturday for your family. Do you know of any employee.

Ms. B: We have naman the right. All the managers.

Interviewer : Pero ‘yung mga lower?

Ms. B: That’s the difference lang. Siyempre you—you parang you earn that ano

na ‘di ba?

Interviewer : You said na okay ang mga people here, and the management?

Ms. B: Okay. Wait ah. The word okay. I wouldn’t say okay. Sabi ko nga kanina.

Wala naman okay, right? Wala namang perfect. Wala namang. Wala namang one

hundred percent perfect. Lahat naman ng company may kanya kayang siraan ‘yun

eh, right? Lahat na gusto ng management na maganda ‘yung sistema na ‘yun pero

tingin ng mga tao hindi parin maganda. So depende ‘yun sa ano eh. Sa satisfaction

ng tao na nakakaano nun diba. Depende sa libel ng living din nila eh. So ano.

Nasa tao ‘yun eh. Really depends on the person. Sa akin. Basta simple lang ano. I

know walang perfect sa company kahit saan ako pumunta hindi ko makikita ‘yung

sinasabi nilang perfect company. Walang ganun.

Interviewer : Pero happy kayo dito?

Ms. B: Yes.

Interviewer : So how will you describe the people here?


Ms. B: Ahh. The people here. Siyempre its natural ‘pag sobrang hectic ‘yung

schedule kahit ako sumisigaw kapag ano ‘yun mga ganun. Pero hindi naman ano

eh. Siguro kita ko lang sa amin, if ever if may problema. Wala masyadong wala

‘yung worry na anu ba sa English ‘yun, nagtatanim kaya siguro kami nagstay ng

matagal. And because of the management na rin, kung nagkamali ka ngayon,

bukas hindi na. Parang ganun. Walang ano. Walang ano na sinasabi na kung

magkamali ka ngayon everyday lagi babanggitin ang pagkakamali mo. So hindi

ganun. Mayroon pa.

Interviewer : How about the environment po?

Ms. B: Ahh. Ten years ago o ngayon, ten years ago, hindi ganito ang Advance.

(…) Isang ganito lang kami. ‘Yun lang office namin. Okay. Hindi siya ganun. So

much better na ngayon. We only occupied two doors. ‘Yan. ‘Yun lang kami.

‘Yung unang una na eh is one door lang eh. Sa dulong dulo pa nito. Okay. Ang

sikip sikip ng daan namin. Ito lang. Itong room na ito, lahat nun nandyan na.

Inventory, purchasing, tapos stockroom. So ganun lang kami ten years ago.

Maliit lang pero ngayon lumaki na kami.

Interviewer : So are you happy with the salary?

Ms. B: Umm, okay naman. Okay naman. Sa akin okay lang eh pero sa iba, pero

sakin ok lang. kailangan ko ba ilagay ang numbers

Interviewer : Hindi naman po. From mga five to ten years from now. Nakikita

nyo pa ba ang sarili niyo with IT Firm?

Ms. B: Very nice question. Kasi I’m thirty eight na. I was married thirty three. So

four years na. Kung dalaga ako katulad ninyo. Parang wala lang eh. It’s okay to


work pero five years from now, siguro may sarili na akong negosyo. ‘Yun ang

pangarap ko. Siguro ayaw ko na dito sa Manila magwork. Ahh. Gusto ko doon na

sa amin and to have a one business na very very stable. I cannot really say

goodbye to IT Firm kasi ‘yung business namin hindi pa siya ganun ka-stabilized.

Kaya hindi ko pa siya pwedeng... Kasi this is one of my... Five years from now.

Sana. That’s my dream—to be with my family everyday. So ‘yun talaga ang gusto

ko and I know I can do it noh pero ‘yun nga lang hintay hintay lang. Hindi mo

naman siya agad-agad maano eh. Ma-attain ‘di ba. Kasi two years ago ko pa lang

naman siya so mahirap ng business ngayon.

Interviewer : If ever po, may ibang company sayo nagoffer sayo ng better

benefits…

Ms. B: Marami, actually marami. I’ve been here for the past ten years in the

market and kung bago ano noh, lahat ng mga reseller and distributors kalaban

namin sa market. Alam na nila, kilala na nila ang pangalan ko. So sometimes yes.

Pero hindi ‘yun eh. It’s because of siguro dahil sa gusto ko na ‘yung boss ko.

Kilala ko na sila ng matagal na. Marami na akong mga obstacles na-eencounter.

Naiintindihan nila ako. Siguro kung lilipat ka sa isang kumpanya. May sweldo na

one month. Basta tingin ko ganun. Pero hahanapan ka nila kung gaano ka

kagaling eh dito napatunayan ko na kung ano mayron ako so why transfer. If ever

I will transfer siguro abroad na ‘yun or ‘yun nga may sarili na akong business. So

kung wala ako nun, I will stay at IT Firm.

Interviewer : Working abroad as in abroad?

Ms. B: Yeah abroad as in earning three times the salary. Mga ganun. Pero kung

lilipat ka sa ibang company with the same situation, same market kasi tingin ko

ganun din eh. Ganun din. ‘Yun lang din. Kasi I’ve been… ilang years bago ako


nandito nakapaglimang company na rin ako eh. I worked before in the bank.

Mahirap ‘yung ano dun promotion. Kaya nagdecide ako mag-IT, kasi ‘yun sinabi

ko na kahit computer engineering graduate ako baka ako magaling sa

programming so mahirap ‘yung ah promotion kaya ako nagano. Operation. I feel

na related siya sa course ko, computer diba., parehas pa rin naman pero iniba ko

nalang kasi mahirap ba ‘yung promotion doon. Sa part ko ah, ewan ko lang sa iba.

Interviewer : So ‘yung paglipat niyo po dito. Did you have a hard time adjusting?

Ms. B: Ah hindi naman, okay naman, matapang naman ako.


Interview with Mr. C, Product Specialist, Marketing Department

(July 4, 2009, 11:00am)

Interviewer: Ah… to start off po, ah… if you don’t mind…

Mr. C: I mind. (laughs) hindi okay lang. I’m 32.

Interviewer: 32. Uhm… This year po 32?

Mr. C: Yeah.

Interviewer: Uhm.. How many years na po kayo with the company?

Mr. C: With this company… more than 2 years with them.

Interviewer: 2 years.

Mr. C: More than 2 years.

Interviewer: More than 2 years. Pang ilang job na po to?

Mr. C: Actually I don’t know. (laughs)

Interviewer: So marami na?

Mr. C: Marami na.


Interviewer: And then regarding the work-life balance sa company, ‘yung

inooffer nilang events, outings, um, for you, tingin niyo, okay na po ba ‘yun? Or

kulang pa?

Mr. C: Of course, um, sufficient na.

Interviewer: Sufficient na? okay.

Mr. C: Sufficient na siya, kasi um, at least you have an outlet to um para

makapagpahinga, to power yourselves to power your body. (…)

Interviewer: Even if kahit until Saturday ‘yung work ninyo?

Mr. C: Ah that I need kasi, I really want na pumasok kami ng Saturday. Kasi I

have to do my reports, I have to do my training sa Saturday and I expect them na

on Saturdays, nandiyan rin sila.

Interviewer: Uhm… Every Saturday po ba kayo nag-aano—nag-ttraining?

Mr. C: Yah. We do our trainings every Saturday because most of us are on the

field kapag Monday to Friday. And most of our government agencies Monday to

Friday lang ang work. So we have the whole Saturday to working on our reports.

So advantage para sa amin ‘yun. Um we look into it na advantage for Advanced

Solutions ‘yun kasi we have our own time to do the reports.

Interviewer: So do you think na ‘yung work niyo and uh your social life,

balanced siya? As of now.


Mr. C: Speaking for myself (laughs) uh oo naman. Siguro up to the person naman

kung paano niya ihhandle yung personal life niya. If you know kung if the end of

the day, sino pa rin ba yung nagbbenefit? Sila pa rin naman. So, uhm it’s uh…

unknown marriage naman kung papano—kung papano mo mababalance between

your own—your own personal life and your professional life.

Interviewer: Sir, ano po position niyo now?

Mr. C: Slash slash, marami naman, actually I’m with the Marketing group and

currently taking care of the marketing so… I don’t see myself on a marketing

manager pero uhm… basically ‘yun lang naman ‘yung ginagawa ko. I handle the

marketing group right now pero no distinct designation yet but I handle product

also, I do product training, I do demos, I do slash slash.

Interviewer: So are you happy sa slash slash?

Mr. C: Yah. Oo, kasi mas nagiging diverse yung work ko, mas nagiging uhm

how do we call this… mas nagiging flexible.

Interviewer: Sir nung nagstart kayo dito, ‘yun na po ‘yung…?

Mr. C: No. I started here as an engineer. (laughs)

Interviewer: Ang layo, sir! (laughs)

Mr. C: Yah. Sobra. I started here as a service engineer then I transferred to uhm

pre-sales which handles biddings. Uhm kung… just to give you a background of

pre-sales, kasi once na may government bid, kami ‘yung pumupunta para to check

kung anong specs, kung tama ba siya. So, siya rin yung nag-uh… study kapag


ganitong product, okay ba ‘to… which um is this product applicable to the

specifications of the customer, so after that, uhm… I became store manager doon

sa (…) outlet namin. And after that, naging uh product specialist ako for our own

brand and after that, ‘yun naging ito.

Interviewer: Sir, lahat ‘yun within more than 2 years? (laughs) ang dami.

Mr. C: Yup, ‘yun.

Interviewer: Sir, bakit niyo naisip na maglipat lipat ng…?

Mr. C: Actually, hindi naman ako ‘yung nag… the management really opted to

and they’ll push you na talagang na take this responsibility because they… I don’t

know kung ano nakita nila sa akin pero (laughs) pero ayun siguro um I think they

made the right choice… I’m… happy.

Interviewer: So sir, happy kayo ngayon sa marketing?

Mr. C: Yes!

Interviewer: Happier than the other…

Mr. C: Um hindi, siyempre naman they’re all the same naman.


Mr. C: Kasi of the experiences that I had with them.

Interviewer: So sir um, masasabi niyo bang committed kayo sa company?


Mr. C: Oo naman. (…) When I… siguro this company gives me the opportunity

to grow talaga and to see what you can do. (…) (laughs) kaya… (laughs)

Interviewer: (laughs) sorry (laughs) Are you happy sa environment dito, sa

people…?

Mr. C: People…

Interviewer: Sa salary…

Mr. C: Salary… Okay naman. Okay naman. Um… hmm… kasi most of the how

do you put this in a term… kasi um hindi naman sa pagmamalaki or… I didn’t

really expect the achievement in this amount of time in this… um in this company.

So, for me, salary is not really an issue with me. What I’m after is what I could

deliver for the company and what the company expects from me. So um salary is

not a (…). So pero mas happy ako sa work ko ngayon. Mas (…).

Interviewer: How about sa people po?

Mr. C: People… what could I ask for? Great people to work with. Very

responsible.

Interviewer: ‘ Yung management din po, okay ba?

Mr. C: Of course.

Interviewer: Pero ano po ‘yung reason kung bakit umalis kayo sa previous jobs?


Mr. C: Okay (laughs) ‘Yung recent nalang. Um I had my own business so I

owned my own small business lang. Unfortunately, hindi siya nag-prosper so I

transferred here. Before that, I was working for a bank. And um unfortunately,

balita ko nalang ngayon isang bangko nalang siya so nadissolve na ‘yung bank.

The reason that I left that bank is to put up my business. And the reason that I

went here is kasi business was bad.

Interviewer: So why this company of all the companies in the…

Mr. C: Actually sila lang ‘yung tumanggap sa akin (laughs).

Interviewer: Ah. (laughs)

Mr. C: Basically that’s it. Um fortunate for me kasi ‘yun nga they’ve given me

the opportunity. Nung panahon na naghahanap ako, I really didn’t have the time

to um to choose a company. This is—this is what I remembered, nung ininterview

ako ng boss namin, he ask me bakit daw IT Firm, sabi ko, “Sir honestly, nabasa

ko lang ‘yung ads mo sa internet ay sa Manila Bulletin.” Sabi niya, “Ah okay. So

you don’t know anything about the company?” Wala talaga. So ‘yun basically

that. After a day or two, she called me tapos for ‘yun na.

Interviewer: So mga after 5 or 10 years, do you see yourself working with the

company?

Mr. C: Siguro if hindi magbabago ‘yung environment—kapag challenging pa rin

siya. Why not?

Interviewer: So if ever after 5 years nasa Marketing ka pa rin? Same position?

Aalis ka ng company or…?


Mr. C: Siguro ‘pag tumaas pa position ko papagalitan na ako ng mga boss ko.

(laughs) Hindi kasi um marketing ano na eh…kung baga the next step is ano na.

Wala nang iba kung di…

Interviewer: So overall are you happy with IT Firm?

Mr. C: Yes.

Interviewer: Mayroon pa po kayo um additional na parang gusto na benefits or

for work-life balance?

Mr. C: Hmm… right now, hindi ako pwede mag-expect eh. Right now, I’m

happy with what I’m getting. Right now, I’m happy with all the benefits that I’m

having right now. Siguro I cannot answer a straightforward… I—I cannot answer

that question na… masyado namang nakakahiya sa akin na I mind.

Interviewer: Okay, um… Sir, may gusto pa kayo idagdag or something?

Mr. C: Wala. (laughs) Okay lang. Um… Sana ‘pag dumating kayo sa—may

work na din kayo, maging dedicated lang kayo, ‘tsaka magkaroon lang kayo ng

patience. Sana ‘yung story ko, magamit niyo siya. (laughs) Kahit ako nagugulat

din ako. (laughs) Okay.

Interviewer: Okay, thanks you! Thank you sir!


Interview with Ms. D, Inventory Assistant, Accounting Depatment (June 19, 2009, 10:00am) Interviewer: Kailan po kayo pinanganak?

Ms. D: February 08, 1970.

Interviewer: Ilang taon na po kayo dito?

Ms. D: Bale... ah dito sa ano... bale ano na ako, four and a half years. Ay... four

years, sorry, four years.

Interviewer: Sa inventory department po?

Ms. D: Sa inventory… hindi, nung una sa technical department ako.

Interviewer: Technical?

Ms. D: Technical ako nung una nung kapapasok ko then after that… after a year

and a half nalipat ako ng inventory.

Interviewer: So ano pong position niyo ngayon?

Ms. D: Bale inventory staff one ako.

Interviewer: Uh… ‘yun po. Sa.. ‘yung company po ‘di ba nagbibigay po siya ng

uh outings, events, trainings po. Happy na po kayo doon? Or kulang pa?

Ms. D: Hindi, okay naman. Kapagka-ano wala namang problema sa mga ganyan.


Interviewer: Uh… lagi po ba kayo nag-oOT?

Ms. D: Hin—actually ano siya eh, uhm… occasional.

Interviewer: Ocassional?

Ms. D: Oo. Pagka-maraming benta siyempre… lalo ngayon sa inventory kami.

‘Di ba kami may hawak ng stock. So may mga projects kami. ‘Yun nagcheck sa

mga delivered. Basta sa delivered na mga parts, ng mga (…) ‘yun. May time

talaga na nag-oOt kami, pero ‘pag mga ordinary ano hindi naman. Usually ano

lang siya eh…

Interviewer: Pero merong overtime pay ‘pag nag-oOT?

Ms. D: Ah oo, mayroon ‘yun.

Interviewer: Uhm, do you think po ‘yung work niyo anag ‘yung social life niyo

balance po?

Ms. D: Okay lang.

Interviewer: Okay lang po… kahit diba Saturday may pasok po kayo?

Ms. D: Mm-mm.

Interviewer: Nine to six po ba?


Ms. D: Hindi, eight to—actually ako kasi eight o five. ‘Yung ibang kasama ko

nine to six.


Ms. D: Pero sa amin, sa department namin, ako lang ang eight to five.

Interviewer: Lagi po kayong may training ‘pag Saturday or…?

Ms. D: Ay hindi, kadalasan kasi sa amin ang madalas na nagtra-training kasi sa

amin ano eh, sales ‘tsaka sa ano eh- sa technical oo.

Interviewer: Uh… happy po ba kayo na Saturday may pasok kayo?

Ms. D: Hindi (laughs) siyempre hindi.

Interviewer: Pero happy po ba kayo sa trabaho niyo?

Ms. D: Oo.. oo.

Interviewer: From technical to inventory?

Ms. D: Okay lang.

Interviewer: Bakit po kayo nalipat?

Ms. D: Kasi nung una sa technical ako, then after sa technical… nagkaroon kasi

ng ano—bale nagka-anohan ng… nawalan ng… nagkareshuffle. Dito naman kasi

uso talaga ‘yun eh.


Interviewer: Considered po bang promotion po ‘yung ganon? Or…

Ms. D: Actually hindi naman din siya ‘yung high promotion, hindi mo naman

masasabing demotion pero kasi parang pwede mo ring sabihing promotion kasi,

kumbaga sa ano ng work mo, medyo nalessen… kasi sa technical, sa technical

talaga masasabi nila lagpas tao ‘yung trabaho eh ‘tsaka ‘yung OT kasi sa technical

may time na talagang ilang buwan dire-diretso ‘yung OT namin talagang grabe—

‘yung tipong uuwi ka lang sa bahay para kumuha ng damit mo, palit ka lang ng

damit... oo, totoo ‘yun.

Interviewer: Pero happy po ba kayo nun? Nung time na ‘yun?

Ms. D: Mm-mm. Actually kahit saan naman ano okay lang eh. Kasi kahit papano

wala namang problema sa mga… kasi siyempre and ano mo naman sa department

hindi lang naman ‘yung work mo eh, pati mga kasama mo diba?

Interviewer: So happy po kayo sa environment? Sa mga tao? Sa culture?

Ms. D: Oo. Actually, okay lang sa akin kahit saan. Kumbaga okay naman mga

ano dito eh, mga kasama mo.

Interviewer: Happy po ba kayo sa salary?

Ms. D: Okay lang.

Interviewer: Okay naman po?


Ms. D: Hindi nga lang siya ganun ka-ano- hindi lang nga siya ganun kalaki, okay

lang.

Interviewer: Would you say po na kulang ‘yung salary niyo?

Ms. D: At least… at least kasi kahit papano sa hirap, hindi mo rin ma-ano, sa

hirap rin ng buhay ngayon. Buti nga kahit papano sa hi—kumbaga kahit papano

itong company nakakasurvive pa rin (…) sa mga crisis natin hindi bas a ano sa

Philippines. Hindi ba sa totoo lang ang dami daming nagsara na companya?

Interviewer: Opo.

Ms. D: At least kami kahit papano surviving.

Interviewer: Kapag may chance po kayo, papa-suggest ng training or activity,

ano po susugest niyo?

Ms. D: Training or activity…

Interviewer: Para po sa department ninyo.

Ms. D: Kasi sa amin wala naman masyadong ano eh- we’re more on stocks lang,

kumbaga ano lang naman naming stocks lang talaga kami eh.

Interviewer: Monday to Saturday niyo ‘yun pa rin?

Ms. D: Mm-mm. Talagang ‘yun lang naman hindi naman kasi kami sa ibang

department. ‘Yun talagang kailangan… ‘di ba katulad sa sales—ang ano doon

‘yung sa products diba? Kung ano ‘yung mga products na available ngayon,


‘yung mga phase out na. Kasi sa amin, kumbaga ang concern lang naman namin

‘yung safekeeping nung parts, nung units at the same time siyempre kailangan

dadating rin on time ‘yung mga inorder ng mga cliente para hindi rin naman

masira sa mga kliente namin.

Interviewer: Pero sabi niyo po kanina na ‘yung previous, may previous job po

kayo.

Ms. D: Mm-mm.

Interviewer: Gaano katagal po kayo doon?

Ms. D: ‘Yung dati ko? ‘Yung before itong dito sa IT Firm?

Interviewer: Opo.

Ms. D: Ano… hindi, kasi before nung pagkagraduate ko, nagwork ako ng call

center pero actually hindi pa siya call center dati eh. ‘Yung sa pa- ‘yung easy call,

kasi diba auto call center ‘yun diba? ‘Yung pager palang nun. Wala pang

cellphone nun eh. Pager. ‘Yung pagkagraduate ko habang nag-rereview ako ng

board exam noon, nag-ano ako doon. Pero sandali lang ‘yun talagang pinalipas ko

lang talaga ‘yung board exam. ‘Yung tipong hanggang… ‘yung parang maiba

lang ‘yung ano ko- ‘yung anon g utak ko. Para lang hindi ako ma-(…). Sa totoo

lang malayo doon ano ko eh- BSN ako… Nursing, oo nursing.

Interviewer: Layo ah.

Ms. D: Tapos nung pagka-graduate ko, nagreview ako for board exam. After

nung review ko, siyempre pa- syempre diba pagka-review mo hindi ka naman


agad mag-boboard eh. Habang naghihintay ako sa board exam, nagtrabaho asko

sa easy call. Ti-nry lang—actually wala ngang plano ‘yun eh. Nagsubok lang

kaming mag-apply, eh biglang tinwagan. Siyempre nagtrabaho saying din

hanggang sa mag-exam ako. Nag-exam ako tapos nagtatrabaho ako sa easy call

nag-eexam ako, board exam. Tapos, nung after narelease ‘yung board, nakapasa

ako nun, nagresign ako, pumasok ako ng hospital. ‘Yung, nung pumasok ako ng

hospital, bale nagstop lang ako dun—sandali lang, mga one year lang ata—

nagstop ako dun kasi… ay nagasawa na ako. Kasi…

Interviewer: Demanding ata ‘yung time…

Ms. D: Huh… hindi, ang mahirap kasi sa hospital, ano eh, unang-una, hindi mo

hawak ang oras mo. Kung minsan kahit sabihin mong ang shift mo ganito lang,

‘pag minalas ka walang dumating na kareliever mo, ma-ststay ka eight or six

hours. Talagang lalo ‘pag may mga bagyo bagyo, ‘pag baha, ‘yun. Tapos kaya din

nagresign talaga ako, nagstop talaga ako ng work. Nung nagstop ako nun, matagal

akong nagstop. Siguro mga eight years?

Interviewer: Bakit po?

Ms. D: Hindi kasi ang, kumbaga ang decision ko na ako mag-aalaga sa mga anak

ko.

Interviewer: Ah okay, so for eight years?

Ms. D: Oo. Eight years, kasi twelve years old na ‘yung panganay ko ngayon. Four

years, tapos pagkatapos nun ‘tsaka ako nag-ano dito.

Interviewer: Bakit po eto? Bakit hindi hospital po?


Ms. D: Kasi nga ‘yun nga ‘yung problema ko sa (…). Actually, before kasi ‘yung

sa hospital madali magtrabaho sa hospital kaya lang and problema ko ‘yung sa

hospital (…) Hindi dun sa oras siyempre.

Interviewer: So mas malaki po ‘yung sweldo dito kaysa sa…

Ms. D: Oo, ewan ko lang ngayon.

Interviewer: Sabi po ‘pag nursing…

Ms. D: Hindi, ngayon siguro pero dito sa Philippines… ano pa rin… ‘pag

nagabroad ka, ‘yun talaga totoo ‘yun talagang malaki sweldo pero ‘pag dito (…)

dati eh, natatawa nga kami eh. Kasi nung college kami ano uh… ‘pag nagsabi

sayo na St. Luke’s, siyepmre iisipin mo sosyal siya siba?

Interviewer: Opo.

Ms. D: Malaki sweldo. Nagtry ako magapply dun before ako magapply dun sa

pinasukan ko na hospital. Actually ano siya, below minimum siya. Before. Ewan

ko lang ngayon, kaya hindi ako nag-ano. Kaya kasi before, ay di bale na. Isipin

mo, ang dami-daming pasyente nun. Kasi kumbaga parang isipin mo class B,

class A na hospital siya. Nagulat kami. Kung halimbawa that time ang minimum

ay three thousand, siguro sila mga two eight, two seven. Mm-mm totoo ‘yun.

Before. Kumbaga ‘yung pangalan lang pero pagdating sa salary ng mga tao…

Interviewer: Pero bakit po dito? Hindi niyo po magagamit ‘yung nursing ninyo.

Ms. D: Huh?


Interviewer: Or something related? Sa medicine?

Ms. D: Hindi na din siguro.. oo, siguro nga sa kanya rin, sa family ko kasi kahit

anong sabihin mo at least dito ang pasok mo eight to five.

Interviewer: Nirecommend po ba kayo dito sa IT Firm?

Ms. D: Mm-mm. Actually ni-recommend ako (…)

Interviewer: Uhm, diba po trained po kayo as a nurse, tapos nagkaroon po ng

parang uh… change of environment, uh… wanted na mga nurse ngayon ganyan.

Bakit hindi po kayo nagabroad or…?

Ms. D: Siguro dahil sa family ko na rin. Hindi ko maiwan.

Interviewer: Pero hindi po ba kayo nahirapan? Kasi pagpasok niyo po dito

technical

Ms. D: Nung una, mahirap pero pag nag-ano.. enjoy rin naman. Tapos

pagkaminsan kasi nangangailangan ng halimbawa “uy ate, papano ba ganito

ganyan ganyan…” ‘di ba nurse at saka ano kahit papano… halimbawa mayroong

requirement sa DOLE na training sa nurse. ‘Yung diba ‘pag requirement dun. Ako

pinadadala nila. ‘Pagka-ano- halimbawa kailangan ng license for ganito, katulad

sa red cross (…) ako pinadadala nila.

Interviewer: So… Do you thnk po na committed kayo sa IT Firm?

Ms. D: Oo naman.


Interviewer: Bakit po? Bakit po kayo loyal, sa tingin niyo po?

Ms. D: Hindi, siguro dahil kumbaga (…). Kasi dito nung nagapply ako, ‘yun

‘yung time na mahirap talaga magapply ng trabaho, dito talagang pag time na

nagapply ka, kasi siguro dahil—kumbaga referred ako eh. Kasi siya ‘yung…

kumbaga siyempre parang (…) utang na loob ko at saka, ‘tsaka point din nun lang

(…) ano ba ‘yun. Kumbaga okay naman ano nila sayo eh di kumbaga suklian mo

lang din ng ano. Kumbaga give and take lang naman ‘yan eh.

Interviewer: Sa tingin niyo po after five or ten years nandito pa po kayo?

Makikita niyo pa sarili niyo?

Ms. D: Okay lang (laughs) siyempre mahirap ring magsalita ng tapos pero okay

lang. Kasi as long as—kasi ang ano ko lang naman as long as masaya naman ako

dito wala namang problema eh. Kaya lang syempre hindi mo rin masasabi kung

minsan baka biglang may opportunity na sabihin natin na ano… mahirap naman

magsabi ng oo, tapos pagdating biglang may magbibigay sayo ng magangdang

opportunity biglang oops, siyempre… oo, syempre hindi mo naman maaano ‘yun

eh lalo ngayon, sa hirap ng buhay ngayon. Lalo na kung mas maganda ‘yung offer

dun. Kasi syempre, as of now, wala namang problema eh.

Interviewer: (…)

Ms. D: Oo. (…) Oo. Totoo ‘yun.

Interviewer: Kunwari po after five years na promote-promote po kayo

Ms. D: O di siyempre pabor ‘yun


Interviewer: So dito kayo?

Ms. D: Oo siyempre.

Interviewer: Ano po ‘yung- ano sa tingin niyo ‘yung possibility niyo mapromote

kayo or mayroon po bang ganong ano dito? ‘Yung po ba ‘yung aim niyo or…?

Ms. D: Mm, actually mayroon namang—hindi, pagka-ano naman kasi dito, as

long as nakita nilang okay ka naman mag- okay naman ‘yung trabaho mo, okay

ka naman. Basta ‘pag nagkaroon naman ng opening na ano… titignan nila kung

halimbawang capable ka dito sa position na ‘yun, so hindi. Kumbaga hindi…

Interviewer: Sila ‘yung lumalapit sayo

Ms. D: Oo. Oo. Transparent sila talaga kasi halimbawa ikaw ‘yung

pinakamababang—halimbawa ‘yung position? Ikaw mababa, ikaw pinakamababa

tapos nakita nila na ‘uy, medyo okay ‘yun kumbaga kaya nito na ganyan ganito,

kinukuha nila. Kakausapin ka nila. O ganito ‘yung... Hindi naman ‘yung tipong

kailangan na ‘uy may opening na ganito pwede ba akong magapply (…). Hindi,

pagnakikita nilang mismo sa tao na kailangan ka nilang i-promote. Sila mismo

nagaano sayo nakakausap sayo na kung ano. Pero pagka-medyo sabihin mong

ay hindi ko kaya bakit hindi mo i-try? ‘Yun sila pa nga ‘yung uy try mo, paano

ma-aano kung ano

Interviewer: So, uhm overall po happy po kayo sa IT Firm?

Ms. D: Oo. (laughs)


Interviewer: Wala pong problema?

Ms. D: Wala naman. Kasi naman ‘tsaka dito kasi ‘pag may problem hindi ba

katulad ng ibang company na ang hirap lumapit sa HR, ang hirap lumapit… dito

kasi kahit papano ‘yung tipong ‘pag may ano ka ‘uy ano ganyan ganyan ‘yung

kela Via

Interviewer: Mm-mm.

Ms. D: Kaya madaling ano sa kanila na pano ganito ganyan. Kumbaga very

accommodating. ‘Di ba meron ‘yung iba (…) sa ibang company pagdating sa HR,

oops, HR ‘yan.

Interviewer: Kaya mahirap paminsan.

Ms. D: Hindi totoo, dito kasi kahit papano ano sila, hindi na nila ‘yung pwedeng

sabihin na ina-ano rin nila ‘yung (…) kaya lang (…). Kumabaga kung may

problema ‘yung tao talagang very accommodating talaga sila na papakinggan ka

kung ano. Tapos talagang ponapa- pag ‘yung talagang tipong kailangang iparating

sa kinauukulan, talagang inano nila…

Interviewer: Mayroon po ba kayong like experience or example na parang

nangyari po ‘yun?

Ms. D: Na ‘yun?

Interviewer: ‘Yung ganung klaseng problema


Ms. D: Hindi, kasi kung minsan kahit maliliit na ano lang dito, o kaya na

suggestion ‘uy pwede bang ganito nalang natin ganyan ganyan... kasi kami dito,

kahit maliit yan o malaki, kumbaga kahit papano pwede mong i-open sa kanila.

Kumbaga alam mo na... kumbaga ‘yung anyone na you can trust pa, parang ganun,

na alam mo na pagka ano… It’s either na, kumbaga hindi natin pwedeng sabihin

na lahat naman ng nirequest mo magrgrant siya eh.

Interviewer: Opo.

Ms. D: Pero at least ‘yun bang mapakinggan ka tapos at the same time mag-try

sila ng best na gawan ng paraan kung ppwede. Kung hindi, okay lang. At least

nasabi mo. ‘Yun lang naman importante dun, ma-open ka sa kanila eh.

Interviewer: So, uhm, sabi niyo po kanina na, uhm, hindi po natin masasabi kung

dito pa rin kayo after five years.

Ms. D: Oo.

Interviewer: Pero hindi naman po kayo ngayon, as of now,

Ms. D: Ay hindi

Interviewer: Hindi po kayo nag-eexplore ng other opportunities?

Ms. D: Hindi pa naman. So…

Interviewer: So wala.

Ms. D: Wala pa naman. Oo. Wala pa naman.


Interviewer: If, uhm , may mag-offer po ng uh, other opportunity sa inyo

tatanggapin niyo po?

Ms. D: Depende.

Interviewer: For example, uhm, same compensation ganyan pero

Ms. D: ‘Pag same siya?

Interviewer: Opo.

Ms. D: ‘Pag same siguro baka hindi.

Interviewer: Dahil po ba ‘to sa…

Ms. D: No, kasi kung minsan… kung minsan ano rin eh nasa ano rin ‘yun eh,

nasa kasama mo sa ano… kasi may mga, may mga ibang kasama kami dito na

umalis na din sila, na kumbaga umalis din sila, tapos minsan parang inano nila

buti wag na, sayang umalis pa kami. Buti… sana dito nalang kami ulit kasi

kumbaga mas malaki nga ng konti ‘yung sweldo namin ganyan kaya lang hindi

naman kami masaya sa mga kasama namin. Kasi alam mo kung minsan hindi lang

naman sa trabaho kasi, oo mahirap ang buhay pero hindi lang naman ‘yung

sweldo kung minsan and ia-ano mo eh. Kasi importante rin ‘yung environment

mo eh. Kasi paano ka rin makaka-work effectively kung mga kasama mo pro mga

antipatiko’t antipatika (laughs) diba?

Interviewer: Very nice word.


Ms. D: ‘Di ba?

Interviewer: (laughs) Tama po.

Ms. D: Kahit gano kalaki sweldo mo, kung hindi ka Masaya sa mga kasama mo,

paano ka makakagawa dun? Kasi kahit anong, kahit anong strive mo kung tipong

mga chismoso chismosa mga kasama mo dun hindi ka rin makaka-ano eh… kahit

gustohin mo na mag- hindi naman pwedeng lagi mo nalng sila i-dedeadma ‘di ba?

Interviewer: Mapupuno ka rin… oo…

Ms. D: ‘Yun kasi kahit ano naman—kumbaga, parepareho lang naman tayong tao

eh ‘di ba? Kumbaga kahit anong intindi mo sa kanila na oo sa umpisa pwede

hayaan mo na sila ganyan naman talaga yan kaya lang siyempre may mga time

din na mga hindi naman sa lahat ng oras iintindihin mo sila eh (laughs) lalo alam

mo wala ka namang ginagawa.

Interviewer: Pero tanong lang po, hindi po ba dati technical kayo tapos nalipat

kayo sa inventory, nahirapan po ba kayo mag-adjust

Ms. D: Hindi. Kasi actually mas mahirap ‘yung ginagawa ko sa technical kaysa

sa inventory eh. Eh kasi sa technical kasi, before ang trabaho, ang work ko doon,

sa customer service ako eh. Ako ‘yung naghhan—ako ‘yung technical, ako ‘yung

naghhandle ng mga defectives, tapos ‘yung mga—‘yung mga ano—‘yung mga

under warranty na units ng client. Tapos dadalhin namin doon sa supplier. ‘Pag

sira siya papagawa sa supplier. Tapos after nun, ah… nalipat ako ng work sa

technical, administrative naman ako doon, ‘yung mga ginagawa ko naman doon

‘yung mga project project ‘yung (…) ‘yung mga tipong (…) ganon, ‘yun.

Mayroon mga certain clients kasi na kung minsan ilang—ilang libo ng unit ang


kinukuha. Tapos may mga parang service center agreement kaya ‘yung mga kaya

kung baga, ‘yung mga tao talaga na kailangan nila, matutukan mo. ‘Yun. After

nun, tapos, ‘tsaka ako nalipat sa inventory. Pero kung tutuusin talaga, mas madali

ang trabaho dito, nung nalipat ako.

Interviewer: Pero mas gusto niyo po ‘yung na mas mabilis ang trabaho?

Ms. D: Saan?

Interviewer: Sa Inventory

Ms. D: Okay lang.

Interviewer: If for example, nilipat po kayo sa um ibang department, totally

different tapos mas mahirap…

Ms. D: Okay lang.

Interviewer: Okay lang din? Walang problem with the job?

Ms. D: Okay lang. Oo wala naman problema eh.

Interviewer: Eh nung pumasok kayo dito sa company, hindi kayo nahirapan sa

adjustement?

Ms. D: Actually nahirapan ako kasi sa totoo lang, nakakatawa nga ‘yung irony eh.

Biro mo, sa computer company ako pumasok. ‘Yun ‘yung time na as in walang

wala akong alam sa computer. Wala akong kahilig-hilig sa computer. Talangang

as in wala akong alam doon. Sa totoo lang wala akong kahilig-hilig sa anu…


siguro sa age ko tapos sa time ko rin, kaya kung baga, hindi ko rin siya ganon ka-

anu… kung baga hindi ko na rin siya—hindi ko nalang kaya nga natatawa nga

ako nung kakapasok ko lang dito eh. Eh buti na nga lang technical ako at least

kahit papanu, ‘yung mga technician, “Uy! Papanu ba ‘to? Paano bubukas ito?

Papano ‘to?” Talagang as in, simula talaga lahat “Paano ‘to?” (laughs) Kasi

talagang kung baga north and south ang difference ng course ko ‘tsaka sa trabaho

ko. ‘Di ba?

Interviewer: Oho. Pero ngayon po okay na kayo sa computer?

Ms. D: Oo. Nakakagamit naman (laughs). Siyempre hindi naman ganon ka—

siyempre kahit papano ‘yung—‘yung ano na rin, matututo ka rin naman eh. Sa

everyday naman ng ginagawa mo, kahit papano, maaano mo naman ‘yun.

Interviewer: May message po ba kayo, may gusto po pa kayo idagdag…

Ms. D: Wala naman, okay lang. (laughs). Okay naman. Hindi, overall okay lang.

Masaya.

Interviewer: Masaya naman?

Ms. D: Masaya, kasi dito parang family ‘tsaka dito kasi paminsan halimbawa may

mga events, lalo ‘pag Christmas party, pati mga outing-outing, usually kasi ang

maganda lang, pati family, kasama.

Interviewer: So parang family-oriented.

Ms. D: Oo, oo. Lalo ‘pag ‘yung Christmas party, talagang ‘pag ikaw may pamilya

ka, talagang…


Interviewer: Kasama po?

Ms. D: Oo. Kahit buong barangay kasama mo (laughs). Totoo, isang buong

pamilya talaga siya kapag nag-party kami. ‘Di ba usually, pagka ‘yung company

may Christmas party, usually kami lang, dito hindi. Talagang inaano talaga nila

ano kasama ‘yung family. ‘Pag sa outing naman, ‘pag regular employee ka, (…)

one. Kung baga may kasama kang isang…tapos kung gusto mo magdagdag okay

lang din. Kung hindi ka makakahingi ng slot sa mga kasama mo, at least ‘yung

tipong ibabayad mo kung magkano ‘yung ano, pero kung minsan, ‘pag tipong

mura lang naman ‘yung nakuha namin na resort na nakuha, hindi na nila inaanu

‘yung bayad. ‘Yun

Interviewer: Hindi na ichcharge sa inyo?

Ms. D: Oo. Oo. Pero, ‘tsaka ‘yan dito kasi kahit papano, ‘yung family mo, medyo

inaano rin sila.

Interviewer: So sabi niyo kanina na kayo lang ‘yung 8 to 5? Ah ni-request niyo

po ‘yun?

Ms. D: Hindi. Kasi ang work ko, bukod doon sa ano namin ng mga items, ako

‘yung nagrerelease ng delivery for the day. Kaya maaga kasi nga, ibig sabihin,

ikaw ‘yung (…) ng delivery. Bali bumibiyahe, so may nagdedeliver ng mga items

sa mga clients. Ngayon, siyempre, pineprepare ‘yun ng mga kasama ko before sila

umuwi sa gabi ‘pag nakuha nila ‘yung mga delivery and the OR, delivery

receipt—kung ano ‘yung idedeliver tomorrow, ‘yun ‘yung ginagawa nila,

pineprepare nila ‘yun. So, the following day, ako naman yung magrerelease sa

delivery ng… Kasi hindi mo naman pwede iiwan lang sa labas, baka mawala ‘yun.


Baka mamaya mawala. Lalo na kapag (laughs) hindi totoo, lalo na kapag mga

laptop ‘yun. ‘Di bale malalaking items iiwan sa labas kahit pakalat kalat, okay

lang. Eh paano ‘pag ‘yung tipong mga mahal masyado. Siyempre kami sasagot

nun. Kaya nakatago ‘yun sa kwarto. Kaya ‘pag umaga, nakagrupo grupo na ‘yan,

halimbawa, tatlong—kasi depende kasi kung ilang delivery eh, kung ilang

schedule siya. Paminsan sa schedule, halimbawa tatlong (…) siya, tatlong (…) so

‘yun (…) kaya 8 to 5 ako.

Interviewer: So ‘yun lang po.

Ms. D: Sige

Interviewer: Thank you po!

Ms. D: Thank you rin!


Interview with Ms. E, Treasury Assistant, Treasury Department (July 10, 2009, 10:00am)

Born 1968

Interviewer: Ilang years na kayo dito sa IT Firm?

Ms. E: Dito sa IT Firm bago lang ako, two years na ako dito.

Interviewer: Two years po? So mayroon po kayong previous, previous job po?

Uh, saan po? Or ilang companies na po kayo before dito sa IT Firm?

Ms. E: Bali sa IT Firm pangatlo lang.

Interviewer: So third na job po?

Ms. E: Oo.

Interviewer: Tapos, mga, on the average po, mga ilang years kayo…

Ms. E: Una, five. ‘Yung pangalawa twelve… ay eleven, ngayon, hindi ako basta

ganun…

Interviewer: Bakit po kayo nag- uh… bakit kayo nalipat sa IT Firm? Bakit niyo

po napili ‘yung IT Firm?

Ms. E: Uhm… kasi ano eh, nung nagresign ako sa previous ko, (…) magkaroon

ng job. ‘Yun nga nangailangan daw, nangailangan (…) kaya kinuha- nag-apply

ako. Ganyan, ‘tsaka kilala ko ‘yung… may kilala ako dito.


Interviewer: Ah so through referral po?

Ms. E: Oo, referral.

Interviewer: Tapos po, ano po position niyo dito?

Ms. E: Sa treasury ako eh.

Interviewer: Sa treasury? Nung pagpasok niyo po treasury?

Ms. E: Mm-mm, sa treasury na ako nilagay. Staff, treasury staff kasi ‘yung bago

ako eh…

Interviewer: Ah, sige po. Tapos po, ‘di ba, ‘yung IT Firm po nag-ooffer siya—

sila ng uh mga outings, events…

Ms. E: Oo mayroon

Interviewer: Mga Christmas parties po. Uh… tingin niyo po ba okay na ‘yun? Or

kailangan pang dagdagan?

Ms. E: Hindi okay lang. ‘Yung mga events na ‘yun ‘tsaka ano… okay naman siya

eh

Interviewer: Okay naman po? Kung bibigyan kayo ng power to suggest, ano

gusto niyong isuugest na activities?


Ms. E: Kasi, parang sawa na ako nun… kaya okay lang sa akin kung mayroon o

wala eh. Mas okay sa akin kung wala kasi sa bahay ako, papahinga. Kasi sa age

ko ‘di ba? Hindi na ako ‘yung naghahanap ng (…) tapos na ako sa (…) kasi ‘di ba

(…) more on gusto na magpahinga ganun. ‘Yung sa age ko (laughs)

Interviewer: Every Saturday po ba kayo nagtratraining dito?

Ms. E: Ah hindi kami kasali dun. Hindi kami—ang accounting ‘tsaka treasury

hindi kasali doon.

Interviewer: So puros trabaho lang kayo, buong araw ng Saturday?

Ms. E: Oo, trabaho kasi…

Interviewer: Nine to six po kayo?

Ms. E: Ako eight to five.

Interviewer: Special request po?

Ms. E: Oo, nirequest ko kasi medyo malayo bahay namin.

Interviewer: Ah… uhm, lagi po ba kayong nag-oOT? Overtime po?

Ms. E: Uh… ang gawa ko kasi inaagahan ko sa umaga kasi ‘pag five umuuwi na

ako talaga pero

Interviewer: As in saktong five po?


Ms. E: Oo. Ang gawa ko seven, seven thirty, or before seven forty ganun (…)

nagbubukas sa umaga. ‘Pag wala si Ma’am Anabelle, siya nagbubukas, ako

nagbubukas. Mas maaga pa, so mga six thirty dapat nandito kami… ‘yun ‘yun

naman ‘yung ano namin kasi kaming dalawa lang ‘yung pinagkakatiwalaan mag-

open (…)

Interviewer: Ah okay…

Ms. E: Kaya ‘pag wala si Ma’am, ako ‘yung mas maaga kaysa sa seven na pasok

ko. Kaya ang ginagawa ko naman kasi hindi ako makapag-(…) sa kapag hapon,

sa umaga ko naman dinadagdag ang pasok. Inaagahan ko tapos gumagawa ako ng

mas maaga.

Interviewer: So may time po ba na medaling araw palang nandito na kayo?

Ms. E: ‘Pag mag-oouting (laughs). ‘Pag mag-oouting kasi six aalis na. Mostly

ganun ‘pag… pero ‘yung ano lang, wala naman kasi six kadalasan lang kami pero

‘yung mas- mas mga five wala.

Interviewer: Ah okay. Tapos ‘pag papapiliin—‘pag bibigyan kayo ng choice,

mas gusto niyo bang wala ng Saturday?

Ms. E: Oo, mas gusto naming ‘yung wlang Saturday. ‘Yung ‘yung alam ko dati

tinanong na rin kami. Ni-request nga naming kahit i-extend kami sa hapon ‘yung

working hour, pagdating ng Sabado wala- payag kami. ‘yun ‘yung dati may

nagtanong na, sinurvey na kami. ‘Yun ‘yung sagot ng karamihan. Okay na i-

extend ‘yung hanggang Friday. Kung gusto mag-(…) payag naman pero

pagdating ng Sabado wala.


Interviewer: Pero bakit pos a tingin niyo hindi nagawa ‘yun?

Ms. E: Hindi ko masagot ‘yan kasi hindi ako… (laughs)

Interviewer: sa HR po

Ms. E: Oo, wala ako sa doon

Interviewer: Sige po. Ah… tapos po, tingin niyo po ba committed kayo or loyal

kayo dito sa IT Firm?

Ms. E: Oo.

Interviewer: So committed

Ms. E: Committed (…) kasi sa trabaho.


Ms. E: (…) sa trabaho kasi siyempre kung dito ka nagtratrabaho kailangan

pagbutihan mo na. pagpinagbutihan mo, kasama na ‘yung committed mo dun.

Kasi kung hindi mo isasama ‘yung committed mo, banjing-banjing ka sa trabaho.

Wala kang pakialam ano nangyayari sa iyo kung di mo ilalagay ‘yung committed

mo sa kanya.

Interviewer: Tapos uhm… uh… after five or ten years po, tingin niyo nandito pa

kayo sa IT Firm?


Ms. E: Uhm kasi ‘yung bracket ng age ko ‘di ba iba? Kasi parang (…) na umabot

ako hanggang ten kasi mostly hindi (…) kaso hindi ko masagot kasi nga age ko…

depende sa (…) (laughs) kasi hindi naman… kasi ‘yung age ko nag-iisip na ako

na dapat kapag ganitong age ko (…) na ako magtrabaho, ‘yung ganung magagawa

ko ng paraan. Kahit (…) may konting income ka lang na (…). Ganun lang

kasimple gusto ko kasi. Kaya hindi ko masagot sa iyo kung ano, pero hangga’t

maaari, gusto mo tatagal ka rin kaso nga tumatanda ka na, na-hihigh blood ka na

(laughs) marami ng ano, kaya hindi mo masasabing (…). Hindi katulad nung

medyo age ko nung nasa twenties, talagang priority mo tumagal kapag ka ako.

Pero pagdating mo pala sa age mo ngayon, nag-iisip ka na pala na para sa-

pansarili na, hindi na ‘yung sa trabaho, pagdating sa ganitong age… sa edad ko.

Interviewer: So ‘pag kunyari—‘pag if may other company nag-offer sa iyo ng

mas mataas na salary, lilipat po kayo?

Ms. E: Depende. Nung lumipat naman ako sa Advance, hindi ko tinignan ang—

Hindi ako tumitingin sa sahod.

Interviewer: So ano po ‘yung tinitignan niyo?

Ms. E: ‘Yung tinitignan ko lang kung paano mo ako i-treat, kung paano mo ako

pakisamahan. ‘yun ‘yung kaya ako tumagal dun sa last ko dahil ganun. Nung

nagka-anohan na dun sa iba na ‘yung treatment, iba na ano, parang ayaw mo na

kasi parang… bakit? Hindi naman ako naghahanap ng mataas na salary ginanun

mo ko? ‘Yung ganun. Kasi ‘yung tao hindi mo masasabi lalo na kung (…) okay

lang. ‘Yung alam ba ‘yung naaalila at (…) ‘yung ganun. Hindi ka na titingin dun

eh. Ang titignan mo nalang kung paano ka pakisamahan, ‘yung treatment sa iyo.

So ganun lang.


Interviewer: Pero sabi niyo po kanina na parang sa age niyo ngayon tinitignan

niyo ‘yung pangangailangan niyo talaga so hindi ‘yun ‘yung pangangailangan

niyo?

Ms. E: Hindi. ‘Yung sinasabi kong pangangailangan—‘yung for future na. ‘Yung

‘pag matanda ka na.

Interviewer: Ah…

Ms. E: ‘Yun ‘yun. ‘Yung sinasabi kong (…) ‘yung hindi material or… or… Pero

depende kasi dalaga ako. Ewan ko lang dun sa mga may asawa kasi ako wala

ganun ‘di ba? May mga trabaho kapitid ko. Kumbaga pansarili ko lang ‘yung

iniintindi ko, anytime (…). Kaya ganun salita ko, pero ‘wag mo i-aano sa iba kasi

iba ‘yung ‘pag may asawa na at may edad na. iba ‘yung (…) kasi.

Interviewer: Opo. Tapos po, so, overall happy po kayo dito sa IT Firm?

Ms. E: Oo kasi diba sabi ko sa iyo. Kung kayang pakitaan ako (…) tumagal

‘yung (…). Okay lang ganun lang ako kasimple.

Interviewer: So happy po kayo sa tao…

Ms. E: Oo, sa mga kasama mo…

Interviewer: Sa environment po?

Ms. E: Oo. Kasi hindi naman… Kung may problema kami (…) kasi may mga

na-aano ngang kasama. ‘Yung ganun.


Interviewer: Tapos sa salary po, okay lang rin?

Ms. E: Oo kasi hindi ako tumingsin sa salary talaga. Okay lang ako basta’t…

okay lang (…) hindi ako mahilig, hindi ako… lalo na’t alam ko na hindi ko

magaya ‘yung trabaho ‘yung ganun. Kasi tintignan ko rin naman kung… ang

hirap um-oo, kapag ako, hindi mo kaya tapos ang taas taas ng ano, parang

nakakahiya naman. ‘Yun naman din ang akin kaya. Hangga’t maari, okay lang

ako kung ano ‘yung kaya ko, kasi sa age ko hindi na ako… tapos na ako sa (…).

Tapos na ako dun eh. Kumbaga ang akin, ako lang ang nagtratrabaho… ‘Yun kasi

mahirap. ‘Pag sanay ka na nagtratrabaho, ayaw mo nag-iistay na (…). Parang

boring na kumbaga ‘pag sanay ka magtrabaho. Kaya lang nga, pagdating mo ng

ganitong age, meron mahaba na ‘yung pahinga mo… ‘yung walang pasok. Ayun.

Interviewer: Sa boss naman po? Sa management?

Ms. E: Oo, okay naman kami. Wala… wala kami… ‘yung dito ah, wala.

Interviewer: So parang barkada po kayo?

Ms. E: Barkada may limit diba? Kasi boss mo eh. (laughs) hindi pwedeng (…)

ganoon oo, okay lang kasi madali naman lapitan mga boss eh, lalo’t ‘pag alam

mong may problema basta tanungin ka lang naman regarding bakit ganoon.

Siyempre dapat alma mo kasi trabaho mo ‘yun. ‘Yun. Walang (…)

Interviewer: Thank you po.

Ms. E: Thank you.


Interview with Mr. F, (Technician), Technical Support Department

(July 4, 2009, 11:00am)

Interviewer: Uhm… If you don’t mind me asking po, tanong ko lang sana po

kung kailan po kayo pinanganak?

Mr. F September 10, 1980.

Interviewer: 1980 po?

Mr. F: Oo.

Interviewer: Ah ilang years na po kayo sa company?

Mr. F: This company? Well siguro um almost 6 years. Ah! 6 years lang.

Interviewer: Ah ano po ‘yung position niyo?

Mr. F: Ah in-house… in-house technician head. Kung baga ah… in-house

supervisor. (…)

Interviewer: ‘ Pag pasok niyo dito sa company, ‘yun na ‘yung…

Mr. F: Hindi, parehong technician lang…

Interviewer: Technician? (Mr. F nods). Tapos po, may previous work na po ba

kayo sa ibang company?

Mr. F: Mayroon, mayroon.


Interviewer: Mga ilan na po?

Mr. F: Tatlo, bago ako pumasok dito.

Interviewer: Tapos po, ‘yung sa work-life balance po, ‘yung mag outings, ‘yung

mga events, happy na po kayo sa binibigay ng company?

Mr. F: Oo, compared sa mga previous kasi mga…

Interviewer: Sa ibang company po?

Mr. F: Oo.

Interviewer: Paanong better po compared sa ibang company?

Mr. F: Kung baga, dati naman walang—‘yung mga pinasukan ko walang outing

o kaya, kasi sa branch ako, ‘yung dating office ko may head office, siyempre

kapag may branches ka, mahirap—mahirap i-gather ‘pag may activities lalo na

‘pag store, ‘pag store kasi kailangan laging may tao. Hindi kami nakakasama sa

activities. Hindi katulad dito, one office lang kaya lahat na-gagather para

magkaroon ng activity, madaling-madali lang.

Interviewer: Pero may gusto po kayo na activity pa na ma-implement?

Mr. F: Wala naman. Okay lang. Okay lang.

Interviewer: You think po na ‘yung work niyo ‘tsaka ‘yung social life niyo

balanced po? Kasi ‘di ba ‘pag Saturday may work din po kayo?


Mr. F: In terms of social, parang wala na ring time ‘tsaka wala na ring budget.

(laughs) Wala ring money kasi ‘pag family man ka siyempre priority mo pa rin

‘yung family. Wala nang… kung baga sapat lang din ‘yung—nasasapat lang din

‘yung kinikita sa company. Mawawalan ka na ng extra money para magkaroon pa

ako ng ano ng—ng—kung baga ‘yung extra sa ‘yung halimbawa ‘yung mga gala

gala pa, ‘di ba?

Interviewer: Wala na?

Mr. F: Wala.

Interviewer: So sir may oras pa naman kayo para sa pamilya niyo?

Mr. F: Mayroon. Hindi pwedeng hindi, kaya lang walang budget para mag-ano

pa kami. ‘Di ba, ibang family ‘pag medyo nakakagaan sa buhay ‘di ba, every

week lumalabas sila. Kami siguro kapag may talagang sobra lang talaga. Doon

lang kami lumalabas. Pero quality time, mayroon naman.

Interviewer: So if ever… ah… mas gusto niyo po ba na wala na ‘yung Saturday

na papasok kayo or gusto niyo na Saturday may pasok?

Mr. F: Siyempre mas maganda kapag walang Saturday kasi time din ‘yun.

Interviewer: Pero sir, di ba po tuwing Saturday ‘yung mga trainings?

Mr. F: Depende kasi sa company ‘di ba? Katulad nung company namin, ‘yung

service, siyempre mayroon din kami mga private companies, hindi kami pwedeng

wala nang Sabado. Kasi ‘pag Monday to Friday, more—more na client namin is


government tapos ‘pag may mga private companies kami, minsan Sabado namin

talagang finofocus.

Interviewer: Nag-oOT po ba kayo? Lagi or…?

Mr. F: Sa ngayon, ano eh mas hindi, hindi katulad nung…

Interviewer: Dati po mas lagi? Araw-araw po ganun?

Mr. F: Oo, ‘pag may project lang naman. Pero ‘pag walang project, walang

overtime.

Interviewer: Tapos po, do you think po na commited kayo sa organization?

Mr. F: Oo naman kasi siyempre ito naman ‘yung source of living ko, siyempre

‘yun ‘yung (…) naman, siyempre kung mawawala ‘yung commitment, kung baga

‘yung trabaho ko naman… kasi ‘pag hindi ka happy, hindi ka magiging commited

sa trabaho mo, happy naman ako kahit papano.

Interviewer: Happy po kayo sa tao, sa mga people dito…

Mr. F: Okay naman.

Interviewer: Happy naman?

Mr. F: Okay naman.

Interviewer: Eh paano po sa salary po?


Mr. F: (laughs) ‘Yun nga lang sinabi ko nga kanina, kung ah sakto. Kung hindi

naman sakto, nagagawan ng paraan ‘yung kakulangan. Kaya nga nandiyan ‘yung

mga kasama na maaasahan mo ng ‘pag ganon.

Interviewer: Sa tingin niyo po like ano po ‘yung pinaka-dahilan kung bakit kayo

happy po sa company?

Mr. F: Siyempre ‘yung trabaho mo talaga fitted ‘yung pinag-aralan mo ‘di ba?

Kasi ‘pag humanap ka pa ng trabaho, minsan underemployed ka pa ‘di ba? ‘Yung

pinag-aralan mo, hindi—hindi swak doon sa pinasok mong trabaho. Minsan ‘pag

ganon ang nagiging ano ng trabaho, tinatamad ka o hindi ka nagiging masaya.

Hindi katulad dito, kahit maliit lang ang sweldo, kayang kaya mo kasi masaya ka

sa ginagawa mo. Kung ano ‘yung talagang line—line ng ano mo, ng trabaho mo.

Swak kaya okay.

Interviewer: Compared po sa mga previous employment niyo, mas swak po dito?

Parang…

Mr. F Hindi naman. Kasi ‘yung unang trabaho ko, from ‘yung gumraduate ako,

ano instructor ako sa computer class e. Tapos medyo na-bore na ako sa pagtuturo

ah lumipat na ako ng IT company, naging (…) ako, tapos electronics, tapos dito.

Interviewer: So bakit niyo po napili itong company?

Mr. F: ‘ Yung ano nga, ‘yung type of work talaga. ‘Yun talaga yung gusto ko.

Secondary nalang siguro muna ‘yung—‘yung salary. Pero ‘yung trabaho, masaya

ako.

Interviewer: Bakit po kayo umalis sa previous IT company?


Mr. F: Ano eh, ‘yung previous ko ‘yung—‘yung latest?

Interviewer: ‘ Yung IT po.

Mr. F: Sa IT? Nag-ano eh, nag-retrench.

Interviewer: Ah…

Mr. F: Medyo sobra na sa tao, nag-alok ng retrenchment. Gnrant ako tapos (…).

Doon naman sa bago ‘yun, contractual lang ako, tapos, nung natapos na ‘yung

kontrata, naghanap ako.

Interviewer: So ah… after 5 or 10 years po, do you think dito pa rin kayo sa

company or lilipat po kayo?

Mr. F: Siguro ano, ‘yun nga, ah hindi naman—hindi naman siguro nakakabuhay

‘yung sobrang saya ‘di ba? Kailangan ko rin naman, para sa family, hahanap ako

ng magandang job na ‘yung mas malaking sweldo. Kung hindi man abroad,

siyempre local pero mas malaki.

Interviewer: Mga gaano katagal po?

Mr. F: Hindi ko masasabi. Baka mawalan ako ng trabaho. (laughs)

Interviewer: Ay hindi naman. After nung mga previous na work niyo, on the

average, gaano po kayo katagal nag-ststay sa isang company ‘yung mga dati?


Mr. F: Sa nung first job ko, almost a year, ay kung kasama mo ‘yung ojt, doon

na kasi ako nag-ojt, a year… isang taon ding mahigit, one and a half years, tapos

sa ‘yung second work ko, contractual lang ako, 3 months, tapos doon sa bago ako

pumunta rito, almost two years, tapos dito, six years.

Interviewer: So, overall po, happy po ba kayo dito sa company?

Mr. F: Happy sa trabaho.

Interviewer: Trabaho lang. (laughs)

Mr. F: Baka masumbong niyo ako.

Interviewer: Hindi sir, wala naman pong…

Mr. F: Hindi sa trabaho okay lang kasi ah… kung baga ‘yung age ng mga kasama

ko, kung baga, wala kaming problema. Hindi katulad doon sa mga dating trabaho,

‘yung mga veterans na mahirap maging kasama sa trabaho ‘di ba? Hindi katulad

talaga ‘pag ‘yung katrabaho mo is ‘yung generation mo, ang dali, parang laro lang.

Kahit anong hirap ng trabaho nandoon ‘yung asaran, kung baga kasi wala kami

ano eh, wala kaming pride-pride ‘pag dating sa biruan, kahit anong position

namin, basta okay ‘yung biruan. ‘Yun kasi ‘yung nagpapakasaya sa trabaho

namin. Siguro ‘yung trabaho na kayang kaya namin.

Interviewer: Sir, kapag may dumating na better opportunities…

Mr. F: Ggrab ko na. Wala nang problema diyan, lahat naman ng tayo kung ano

mas maganda ‘di ba?


Interviewer: Ah may gusto po pa kayong sabihin?

Mr. F: Wala naman, kayo ‘yung nagtatanong (laughs). Ayoko na magdagdag.

Baka sumbong niyo ako.

Interviewer: Hindi naman po makakarating sa kanila, confidential naman po

lahat. Okay na? Okay na po, thank you very much!


Interview with Ms. G, Graphic Designer and Marketing Associate, Marketing Department (July 03, 2009, 09:00am) Born: 1987

Interviewer: How many years na po kayo sa company?

Ms. G: Uh… One year palang siya, one year and two months.

Interviewer: So, anong position naman po?

Ms. G: Uh… graphic designer and marketing associate.

Interviewer: Okay na po. ‘Yung interview po. ‘Di ba may sinagutan kayong

questionnaire?

Ms. G: Mmm…

Interviewer: Uhm… uh, satisfied po ba kayo sa worklife balance? ‘Yung mga

outings, events…

Ms. G: Dito sa company?

Interviewer: Opo.

Ms. G Siyempre nung bago-bago ako, medyo okay lang sa akin pero since na

marami akong responsibility sa bahay, hindi enough ‘yung sweldo nakukuha

namin and ‘yung compensation na binibigay sa amin ng company and ‘yun siguro


nabubudget ko lang ng maayos. Pero all in all, ano siya, let’s say mga kinukulang

talaga ako. Mga halimbawa kakasweldo lang ngayon, mga isang lingo lang wala

ng pera, iyon (laughs).

Interviewer: Uhm… pero besides ‘yung sweldo, ‘yung offer ng company na mga

training, other benefits…

Ms. G: Satisfied naman kami sa mga training na binibigay nila kasi more on,

syempre IT kami diba? So ‘yung mga supplier namin, every Saturday kasi may

training kami so okay sa amin ‘yun. Kaso lang ‘pag sa financial na ‘yung

binibigay sa amin medyo… ‘yun.

Interviewer: So feeling niyo po ba parang balanced naman po ‘yung- ‘yung

buhay niyo, with work tapos sa life…

Ms. G: Social life?

Interviewer: Or…

Ms. G: Hindi… hindi, kasi Monday to Saturday kami dito eh (laughs), nine to six.

So wala akong… social life namin talagang, kapag napagtripan sa gabi, ganoon…

inuman.

Interviewer: Nine to six po? Or nag-oovertime?

Ms. G: Nag-oovertime talaga.

Interviewer: Hanggang? Usually hanggang?

Ms. G: Kami? Mga nine. So twelve hours


Interviewer: For graphic designers?

Ms. G: Oo. Lalo na ‘pag may deadline… (laughter). Monday to Saturday ganoon.

Interviewer: Tapos po, regarding sa commitment niyo sa organization, ano, uh…

do you think committed kayo sa organization?

Ms. G: Committed na as in feeling ko in na in ako dito sa organization?

Interviewer: Opo.

Ms. G: In na in ako sa organization kasi dahil sa mga tao. ‘yun ‘yung

commitment ko sa kanila pero, let’s say halimbawa kung hindi maganda ‘yung

mga ugali ng tao dito, siguro out talaga ako. Pero doon sa aspect lang na ‘yun.

Interviewer: So dahil sa mga tao?

Ms. G: Mmm mm, dahil sa mga tao nakakasama ko, sa bo- okay naman ‘yung

boss namin eh. Mabait--

Interviewer: Sa relationships—

Ms. G: Mmm mm

Interviewer: Hindi po dahil sa work or—

Ms. G: Gusto ko rin ‘yung work ko kasi ano eh, maganda siya. Kasi love ko rin

kasi siay kaya pumasok ako dito.


Interviewer: ‘yun po ba ‘yung original career track na gusto niyo?

Ms. G: Mmm mm- mmm mm.

Interviewer: Uh… tapos po, uh... may work na po ba kayo sa ibang company

before? Or iro ‘yung first na—first job, first job niyo?

Ms. G: Kino-consider niyo ba ‘yung free lance na work?

Interviewer: Nagfree lance kayo? Graphic designer din?

Ms. G: Yes.

Interviewer: Mga ilang years?

Ms. G: Nagstart ako nung eighteen ako so—marami na rin, matagal na eh. Free

lance, ‘yun.

Interviewer: Mas malaki po ba ‘yung sweldo sa free lance?

Ms. G: Oo naman. Doon sa sweldo na ‘yun, sa isang project ko umaabot ako

minsan ng five thousand sa isang project lang. Tapos, actually mas malaki ‘yung

free lance kasi nag-papart time din ako eh. Mas malaki pa ‘yung fini-free lance

kong trabaho na nakukuha ko kaysa sa sweldo ko dito.

Interviewer: So bakit po kayo nag…


Ms. G: Kasi ‘yung experience. ‘Tsaka halimbawa ‘di ba magandang company

sila. Halimbawa may pinapadesign sila sa akin, nadadagdag ko ‘yung sa portfolio

ko. Mmm mm, kasi hindi lang ‘yung company namin Advanced Soluyions ‘yung

nagpapa-lay-out sa amin—Manila Bulletin ganyan, ‘yung other company nila,

kaya magan- para feeling noong mga kliente sa susunod ‘pag pinakita ko sa kanila

‘yung portfolio ko, bongga diba?

Interviewer: Sa bagay… So may balak pa kayo lumipat ng ibang company?

Ms. G: Mmm mm naman.

Interviewer: Ilang years niyo po plano mag-stay dito?

Ms. G: Actually gusto ko na umalis eh (laughs)…

Interviewer: Ngayon na po?

Ms. G: Hindi naman.

Interviewer: Bakit, bakit?

Ms. G: Hindi, ‘yun nga sa financial ano…

Interviewer: Sa sweldo lang talaga?

Ms. G: Mmm mm, ‘yun talaga.

Interviewer: Pero ‘yung the rest… the people… everything…


Ms. G: The rest okay naman… okay naman… kung medyo taas taasan nga kami

medyo okay na eh, dito ako magstastay kasi okay naman ‘yung mga pinapagawa

sa amin ganyan…

Interviewer: Okay rin po ‘yung environment, ‘yung culture walang pong

problema?

Ms. G: Mmm mm, wala naman.

Interviewer: So ang magpapsaya ho sa inyo additional benefits lang po na (…) sa

sweldo niyo?

Ms. G: Yes, kahit tanongin niyo ‘yung susunod sa akin

Interviewer: Salary lang po? ‘Yun lang ‘yung additional?

Ms. G: Yes yes, ‘yun lang

Interviewer: Pero happy naman po kayo ngayon?

Ms. G: Oo naman. Happy kahit single (laughs). Hindi, happy—happy, happy dito

sa buhay dito.

Interviewer: Nabanggit po ni Ms. Gudy dati na most of the single, breadwinners

ng family, kayo rin po ba?

Ms. G: Mmm mm, kasi ako panganay eh.

Interviewer: So nagpapa-aral pa kayo?


Ms. G: Binibigyan ko ng… bale ‘yung kapatid ko sa akin na humihingi ng

pambaon niya. So ‘yung mother ko, si mama hindi na siya—hindi niya na… kasi

si mama ko nasa Bulacan eh parents ko nasa Bulacan. So kaming dalawa ng

kapatid ko nandito kami sa Maynila. So ako ang binibigay ko nalnag sa kapatid

ko is ‘yung daily niyang kailangan sa school tapos ‘pag ‘yung medyo malaki na,

‘yung tuition fee.. ‘yung parents ko na. Pero ‘yung everyday needs namin… ako

na…

Interviewer: Kayo na nagsho-shoulder?

Ms. G: Oo

Interviewer: Uh… mayroon pa kayong additional na gusto…

Ms. G: Wala naman, financial ano lang…

Interviewer: Financial lang? So… Committed naman kayo sa company?

Ms. G: Oo, as of now, as of now.

Interviewer: Meron pa kayong additional na comments?

Ms. G: Financial lang talaga.


Interview with Mr. H, Customer Care Specialist, Customer Service Department

(July 4, 2009, 11:00am)

Interviewer : Um, ilang taong na po kayo?

Mr. H : 25

Interviewer : 25 this year?

Mr. H : Oo, ka b-birthday ko lang ‘yung ano, June

Interviewer : Happy Birthday ! (laughing), ako din po.

Interviewer : So, um, ilang years na po kayo sa company?

Mr. H : Actually, 6 months pa lang

Interviewer : Regular na po kayo?

Mr. H : (…)

Interviewer : And uh, Ano pong position?

Mr. H : Ako is, technical support. So, ako handle namin ano, province.

Interviewer : Province… Technical support under customer service?

Mr. H : Actually, Hiwal.. Ah ang customer service kasi more on (…) talaga eh.

Sila ang nag-rerecieve ng mga cause ng (…), so kami ‘yung sagot doon.


Interviewer : Ah okay, ‘yung nag start po kayo, dun na po kayo sa position na

‘yun?

Mr. H : Oo.

Interviewer : May previous job po ba kayo before?

Mr. H : Yes.

Interviewer : Umm, ilan po? And saan?

Mr. H : Actually, I (…) to 2 company, Ah, doon siya sa Bulacan.

Interviewer : IT? Computer (…) ?

Mr. H : Ah, oo.

Interviewer : On the average, mga gaano kayo katagal kayo… (…)

Mr. H : Yung first company umabot ako ata 2 1/2.

Interviewer : Ang then…?

Mr. H : Tapos ‘yung pangalawa, is 1. Actually, ano ‘yun sila eh, ‘yung company

na ‘yon is (…) company.

Interviewer : Ahh..


Mr. H : So, una kasi is more, parang ganito rin servicing, Kaso (…) more on

sale…

Interviewer : So, ba’t niyo pa naisip na lumipat dito sa IT Firm?

Mr. H : Actually, mayroon kasi, nagkaroon kasi kami ng problema nung ano eh,

doon sa (…), ‘tsaka ano, sabi ko naman, umm, medyo kasi parang iba na kasi

‘yung surrounding nila, so (…).

Interviewer : Nag-resign kayo?

Mr. H : Oo, nag-resign ako.

Interviewer : So, bakit po (…)?, Of all the companies na…

Mr. H : Actually, Ah.. ako rin kasi ‘di ko ineexpect na ma-hihire ako dito. Kasi

nung nag-job hunt kasi ako mga October last year, so nakita ko lang siya sa ano,

sa posting sa ano, Zobel. Tapos, nagbakasakali lang nag-email ako, then after a

week tinawagan nila ako.

Interviewer : Tapos po, uhm, ‘di ba ‘yung company niyo nagbibigay sila ng

outings, events, trainings. Sa tingin niyo po, okay na po ‘yun o may maidadagdag

pa?

Mr. H : Para sakin, okay na ‘yun.

Interviewer : Ano po ‘yung naabutan nyo, during your 6 month stay?


Mr. H : 6 months… Kasi ako normally kasi, hindi naman kasi ako sa field so, as

of now wala pa naman akong training. So, ano palang, Outing, and party. ‘Yon.

Interviewer : Okay naman po ‘yun?

Mr. H : Oo, Okay naman

Interviewer : Wala po kayong gusto i-suggest na training or (…)? If ever ano

‘yung kulang para sa inyo personally?

Mr. H : Ah, as of now kasi, kasi (…), usually naman nagkakaroon ng training dito

eh. Ang problema lang, masyado lang kasi kaming busy, so, ‘di na kami

nakakaattend.

Interviewer : Mmm, ah, tapos po, itong company, Mondays to Saturdays?

Mr. H : (…)

Interviewer : Umm, okay lang sayo na may pasok every Saturday?, or hindi kayo

nakaka(…)

Mr. H : Actually, doon kasi sa previous company ko ganun din.

Interviewer : Hanggang Saturday?

Mr. H : Oo.

Interviewer : So parang sanay na kayo?


Mr. H : Oo.

Interviewer : So, pero po, ‘pag may chance na kunwari tanggalin ‘yung Saturday,

okay lang po?

Mr. H : Okay lang din

Interviewer : Okay lng?

Mr. H : Oo, Okay lang din

Interviewer : Dahil umm…

Mr. H : Pero kasi normally kasi, ‘pag Mondays to Fridays more on dispatch kasi

kami eh, so ‘yung paper works namin sa Saturday lang namin nagagawa.

Interviewer : Mmm, So (…) ‘pag Saturday, nakaka-affect po ba siya sa life nyo?

Parang sa social life? Ganun?

Mr. H : Hindi naman

Interviewer : Okay lang po?

Mr. H : Oo

Interviewer : Sa tingin niyo po ‘yung ano, ‘yung work niyo at saka ‘yung kunwari

life niyo, balanced ba? Parang may enough time po ba kayo for socializing?

Mr. H : Actually, ako naman kasi, hindi naman kasi ako sa bahay eh.


Interviewer : Ahh

Mr. H : Ano, nung siguro nung highschool gusto ko bahay-eskwelahan ako. ‘Di

ako (…) lumalabas. Minsan siguro ‘pag nagkayayaan. Sasama ako.

Interviewer : Ahh, tapos po, Ah, lagi po ba kayong pinapa-over time or na-oover

time?

Mr. H : Na-oover time. Kasi ‘pag-‘pag kasi-kasi kasing—kasi kami provincial

kasi handle namin, so minsan kasi mayroon kasi makipag-usap sa ano, sa ibang…

sa partner. So, minsan ang pinaka gabi ko napong uwi dito yata is 8.

Interviewer : Ah , 8. May overtime pay naman po?

Mr. H : Kasi ang usapan kasi with over time is kung trabaho mo parin ‘yung

ginagawa mo, wala pa siyang over time. Pero kung beyond ‘yun siya sa ano, job

description mo, (…)

Interviewer : Ahhh

Mr. H : ‘Yun kasi kami, more, ganun pa rin, kung baga part pa rin ng job kasi

namin ‘yun eh. So, di namin siya (…)

Interviewer : Ah okay. Pero okay lang po sa inyo ‘yun, mag-work ng extra hours?

Mr. H : Okay lang

Interviewer : Ah, tapos, uh, do you feel na committed ka sa company or loyal ka?


Mr. H : Oo naman.

Interviewer : Kahit 6 months pa lang po kayo?

Mr. H : Oo, kasi ako ever since naman kasi, ‘pag kung nasan ako loyal ako doon,

basta wag lang magkakaroon ng ahh, ng, kasi mayroon kasing (…) ibang

empleyado naninira, siyempre ganun. Iba ‘yung nagiging pananaw ko kasi.

Interviewer : So, happy ba kayo sa environment, ‘yung mga tao, sa work, salary?

Mr. H : Oo, mababait naman ‘yung mga tao dito eh (laughing)

Interviewer : Pati sa Saturday?

Mr. H : Oo, okay lang

Interviewer : Okay lahat? pati management?

Mr. H : Mmm, oo.

Interviewer : Lahat po, so happy. Tapos po, So umm, tingin nyo po after 5 or 10

years, nakikita mo paba ‘yung sarili mo dito sa company.

Mr. H : I hope so.

Interviewer : You hope so. Ah, if ever po may dumating na opportunities, will

you take it? little bit more sa pay or something.


Mr. H : Pwede, pwede.

Interviewer : So, kukunin mo pa rin ‘yung other opportunities?

Mr. H : Mmm, may, depende siguro. Kasi doon sa previous kung company, ano

din eh, ganun din, actually maganda din ‘yung offer sakin. Tinaggihan ko, kasi

kung baga para sakin kasi kung ang ano sakin parang ano uhh, ano ba ‘yung

maibibigay ko dito sa company na ito. ‘Yun din ‘yung habol ko, ‘yung mai-

shshare ko. Kaya lang that time kasi, parang nagkalabuan kasi kami nung ano eh,

nung boss ko. So, parang, umayaw nako.

Interviewer : So, If may mag-offer ng other, better opportunities, ano po ‘yung,

Umm magpapa-stay sa inyo dito sa (…)?

Mr. H : Umm. (…) Kasi, umm, kasi basta sa akin kasi, basta Masaya lang ako eh.

Masaya ako doon sa ginagawa ko, okay na sa akin.

Interviewer : So Masaya po kayo dito sa (…) ?

Mr. H : Mmm

Interviewer : Umm, may gusto pa kayong idagdag or…

(Laughter)

Interviewer : Umm, gaano, ineexpect, gaano nyo po katagal ineexpect na

mapopromote kayo? May target po ba kayo na kailangan mapromote kayo within

2 years?


Mr. H : Wala naman

Interviewer : Basta, go lng?

Mr. H : Basta ano, basta happy ka, tuloy lang. Kasi siyempre kung, pangit naman

kung tinutuloy mo, di ka naman masaya ‘di ba. Parang kung baga ‘yung

naaapektohan kasi trabaho mo ‘pag ‘di ka na masaya tapos pinipilit mo pa. Kung

baga wala na ‘yung self mo doon. Naiiba na ‘yung, parang daloy ng gusto mong

mangyari.

Interviewer : Ano po ‘yung factors na nagpapasaya sa inyo aside from

relationship niyo with your boss kunwari, obviously..?

Mr. H : Ano bang gusto mo? (laughs)

Interviewer : (Laughs)

Mr. H : Kasi ako parang, iba kasi ‘yung ano eh, although ma-ano ‘yung stress

pero parang nakakapasaya sayo ‘yung stress ng (…) ng trabaho. ‘Yun.

Interviewer : So, gusto nyo maraming trabaho?

Mr. H : Kung baga parang nachachallenge ka.

Interviewer : Ahh

Mr. H : Kasi biruin mo uh, siyempre kasi very hard to please tayo (…). So

siyempre ‘pag galit na sila, gagawa ka ng paraan. So parang naaano ka para ipush

pa ‘yung sarili mo.


Interviewer : So, what if po after mga 5 years parang okay pa rin lahat pero hindi

na kayo nachachallenge. (…) pa naman.

Mr. H : Uhh..

Interviewer : Pero okay pa rin lahat, compensation, (…). Lilipat parin po kayo ?

(…) Parang nasanay na kayo sa work medyo boring. Pero hindi na kayo

nachachallenge, parang.. okay… (…)…

Mr. H : Pwede pa ring mag-stay.

(Laughter)

Mr. H : Actually ‘di ba, as long as masaya ka naman eh.

Interviewer : Ah. So ‘yun lang po. Thank you!

Mr. H : Thank you din!


Interview with Mr. I, Pre-Sales Engineer, Technical Support Department

(July 4, 2009, 11:00am)

Interviewer: Richard po noh? Richard?

Mr. I: Opo.

Interviewer: Um ilang taon na po kayo?

Mr. I: Magttwenty-eight (28).

Interviewer: Ngayong taon mag-ttwenty-eight?

Mr. I: Oo.

Interviewer: Ah ilang taon na po—ilang years na po kayo sa company?

Mr. I: Dito? One… Mag-ttwo years.

Interviewer: Mag-ttwo years po.

Mr. I: Basta sa may January 200(…).

Interviewer: Ah okay, tapos ano po position niyo?

Mr. I: Pre-sales, pre-sales engineer.

Interviewer: Nung pumasok po kayo, Pre-sales na po kayo?


Mr. I: Hindi. Ah Field Tech.

Interviewer: Field Tech?

Mr. I: Oo. Sa mga field.

Interviewer: Ah so from Field Tech napunta kayo sa Pre-Sales.

Mr. I: Oo. Parang nagkaroon ng internal (…).

Interviewer: Ah… ‘Di ba po ‘yung company po nagbibigay ng mga outings, ng

mga trainings, sa tingin niyo po okay na po ‘yun or kulang pa?

Mr. I: Outing?

Interviewer: ‘ Yung for example, ‘yung party at saka ‘yung summer outing.

Mr. I: Siguro ‘yung sa training, kulang.

Interviewer: Kulang pa? Kahit po… Every Saturday po ba kayo nag-ttraining?

Mr. I: Nag-ttraining dito ‘yung mga suppliers pero more ano ‘yun, sales ‘yun e.

Interviewer: Ah…

Mr. I: Kasi sa amin technical. Sa amin kailangan technical training.

Interviewer: Ah kulang talaga po?


Mr. I: Technical training eh.

Interviewer: So um Monday to Saturday po kayo, 9 to 6 din po?

Mr. I: Oo. 9-6.

Interviewer: Nag-oovertime po kayo?

Mr. I: Pagka-ano, Depende. Minsan, ‘pag kailangan.

Interviewer: May overtime pay naman po?

Mr. I: Mayroon.

Interviewer: Um dahil po Monday to Saturday, sa tingin niyo po ba

naaapektuhan ‘yung um ‘yung work-life balance niyo—‘yung social life, o life sa

pamilya… O masyado nang work lang ng work. Wala nang oras para sa iba.

Mr. I: ‘ Yung sa part ng trabaho namin?

Interviewer: Opo.

Mr. I: Sometimes naaapektuhan. Halimbawa, paminsan may bidding na ano ah di

mo naman ma-ano na talagang mo mag-overtime bago mo maipaglakad (…) 6

ang out mo (…)

Interviewer: Tapos po ah… May trabaho na po ba kayo bago kayo pumasok dito?

Mr. I: Dito? Marami na akong trabaho (laughs).


Interviewer: Hindi po, I mean, bago kayo nagtrabaho dito.

Mr. I: IT o IT rin?

Interviewer: Kahit saan po sir.

Mr. I: Ah dati, nag-aral muna ako…

Interviewer: Opo. First job niyo po ba ‘to?

Mr. I: Hindi. Hindi naman. Bago kasi ako nag-aral, may mga trabaho na din ako.

Interviewer: So, on the average po, um sa dati po niyong trabaho, gaano po kayo

katagal nag-stay?

Mr. I: Mayroon akong 5—5—ah 5 years and 6 months as ano company driver

naman ‘yun.

Interviewer: Bakit niyo po naisip na lumipat dito sa IT Firm?

Mr. I: Hindi kasi nag-aral ako ng anu eh.

Interviewer: Ah… So after nung study, ito ‘yung first.

Mr. I: Oo. Sa IT.

Interviewer: Tapos po, um ‘di ba po ‘yung Monday to Saturday, mas gusto niyo

po ba na wala na ‘yung Saturday or…?


Mr. I: Mas gusto namin. Kasi Saturday, more on ano na ‘yan, kami mga training

ganun lang ‘yan. Wala na siyang office work.

Interviewer: So gusto niyo po na walang pasok sa Saturday?

Mr. I: Siguro doon sa part namin. Dito kasi sa technical—kung baga sa technical

jobs, kailangan talaga sa kanila mayroon. Kasi may mga client pa rin naman na

Saturday.

Interviewer: So paano po pag dinagdagan ng technical training po?

Mr. I: Hindi ko lang alam. Kasi paminsan kasi pag technical training, ‘yung mga

ano, ‘yung mga distributor, manufacturer, talagang pupunta sa isang ano, may

venue talaga sila, hindi Saturday. Halimbawa, IBM, HP, ‘yung mga pang-

technical training talaga silang… Pero ‘yung dito, dito kasi more on sales lang

talaga eh.

Interviewer: Do you think po na loyal kayo dito sa IT Firm? Or committed kayo?

Mr. I: Siguro loyal ako ngayon (laughs)

Interviewer: Loyal po kayo. (laughs) Loyal pa. (laughs) Sa tingin niyo ba

magchchange ‘yun? Magchchange ‘yung loyalty?

Mr. I: Hmm… Loyalty magchchange? Siguro depende.

Interviewer: Depende?


Mr. I: Depende.

Interviewer: Happy po ba kayo? Depende po saan?

Mr. I: Depende sa cost of living.

Interviewer: Ah… So happy po ba kayo ngayon sa environment dito?

Mr. I: Oo.

Interviewer: Sa management po?

Mr. I: Dito? Oo naman.

Interviewer: Sa mga co-employees po, okay din po? (Mr. I nods)

Interviewer: Sa work okay din po?

Mr. I: Sa work? Overload (laughs).

Interviewer: Overload—overload (laughs). Sa salary po?

Mr. I: Medyo hindi.

Interviewer: Medyo hindi po?

Mr. I: Hindi…


Interviewer: Ah… After mga 5 or 10 years po, makikita niyo po ba sarili niyo

dito pa sa IT Firm?

Mr. I: Hindi na siguro.

Interviewer: Hindi na?

Mr. I: (…) (laughs)


Mr. I: Ha?


Mr. I: Kasi ‘yung iba dito, na-aano ko na rin ‘yung iba, ‘yung mga matatagal

nang tech dito, ganun na rin sila eh. From nag—nung pumasok sila, diyan pa

rin …

Interviewer: Hanggang ngayon?

Mr. I: Hanggang ngayon.

Interviewer: So—

Mr. I: Parang hindi nagkakaroon ng chance na ano mag-evolve.

Interviewer: Ah… Promotions po? (Mr. I nods)


Interviewer: If ever po may mag-offer ng kunyari mas mataas na salary ng

another company, ttanggapin niyo po ba?

Mr. I: Depende…

Interviewer: Depende pa rin po?

Mr. I: Depende sa usapan ‘yan, baka may mga naka-hide na kung ano anung

contrata…

Interviewer: Pero kapag lilipat po kayo, ano pong—ano po ‘yung pinaka-

importante?

Mr. I: ‘ Yung hahanapin ko?

Interviewer: Opo, ano po hahanapin niyo?

Mr. I: Gusto ko ‘yung malapit sa uuwian ko. (laughs) Kung lilipat halimbawa…

hindi pa napag-iisipan eh.

Interviewer: Pero ngayon po, naghahanap po kayo ng ibang…?

Mr. I: Hindi pa naman.

Interviewer: May gusto pa kayo idagdag po? (laughs)

Mr. I: Baka may namimiss pa kayong tanong (laughs).


Interviewer: Kapag ano po—kapag um kapag mayroon po, for example,

mayroon po nag-offer ng bigger salary, ano po ‘yung uhm… di ko alam kung

paano i-phrase. Ano po ‘yung hahanap—mag-papastay sa inyo sa IT Firm?

Mr. I: Dito?

Interviewer: Or wala na?

Mr. I: Sa akin kasi dahil sa manager ko lang.

Interviewer: Ah dahil po sa boss?

Mr. I: Oo.

Interviewer: Okay po ‘yung…

Mr. I: Dahil doon sa manager ko, hindi ko pa (…) hindi nila (…). Mayroon kasi

kami na 30 plus lang (…).

Interviewer: Ah so dahil po sa manager. Pag umalis na po ‘yung manager aalis

na rin kayo?

Mr. I: Oo (laughs) sa akin ibabato lahat ngtrabaho nun. (laughs) Sa akin ibabato

‘yun! (laughs)

Interviewer: Baka promote naman kayo.

Mr. I: Ewan ko lang (laughs).


Interviewer: Kung ma-promote po kayo, magsstay po kayo?

Mr. I: Kasi pag—pag anu halimbawa kung aalis ka na at saka ka oofferan ng

promotion ganun. Basta ganun ang nagiging base ng promotion dito eh.

Interviewer: Dito sa IT Firm?

Mr. I: Oo. Kung kailan ka aalis at saka… Kasi doon sa mga una, mga nag-resign,

tinatanong ko kasi yan. Sabi nun…

Interviewer: Ano po ‘yung usual reason? Dahil din—dahil kapag aalis na bago

mag-ooffer ng promotion?

Mr. I: Mayroon mga—mga incentives ‘yung mga claiming (…)

Interviewer: Masyadong maliit po?

Mr. I: ‘ Yung incentives may ano ata sila eh ‘yung incentives nila. Kailangan yata

parang may pipirmahan ka pang ano, eh incentives na ‘yun eh, dapat ibigay na

sayo ‘yun.

Interviewer: Parang papa-approve?

Mr. I: Oo. Ganun. Halimabawa, naka-bid ka, paminsan may tntraining dito,

halimbawa, makabenta ka ng isang unit na ganito, may libre kang ganito. Hindi pa

mapupunta sa kanila ‘yun. Mapupunta pa sa kompanya, papa-raffle pa ‘yun.

Parang ano eh, kaya nakaka--

Interviewer: Ah pa-raffle, ah ok, so—


Mr. I: Kaya mo gusto ibenta ‘yun para makuha mo ‘yun di ba?

Interviewer: Parang hindi sa kanila, sa company ‘yung…

Mr. I: Kung gusto mapunta sa kanila, pag-uusapan pa. Kaya ‘pag may claiming

na ganun, hindi sila excited sa ganun.

Interviewer: Ah… Okay na po. Thank you!


Interview with Ms. J, HR Assistant, Human Resource Department

(July 4, 2009, 11:00am)

Interviewer : Ms. J? 1988 ?

Ms. J: (…)

Interviewer : Gaano katagal ka na dito sa IT Firm? 6 months?

Ms. J: (…)

Interviewer : 7 months? Ay so, October ka nag simula. (counting months) July?

Ms. J: Siguro mag 9 months na ako this July 10.

Interviewer : So 9 months…

Ms. J: 9 months

Interviewer : Position?

Ms. J: Ah, HR Assistant.

Interviewer : Nung pumasok ka HR assistant ka na?

Ms. J: Um, ‘yung pinasukan ko kasi dito is HR training specialist, pero parang

‘yun pa rin ‘yung position ko, pero ang ginagawa kong work is HR assistant tapos

parang ‘yun nalang din ang binigay na position sa akin. Pero at the same time

parang nag training din ako. Pero ang pinaka ano talaga is assistant (…)


Interviewer : And then, ‘di ba ‘yung mga outings, and events..

Ms. J: Hmmm…

Interviewer : Do you think okay na ‘yun or kailangan pang dagdagan?

Ms. J: Ah, ano to? On a monthly ? or annual?

Interviewer : In general, In general, like you know (…) package. (…) . Does it

make you happy?

Ms. J: Sa outings lang ‘to and ano ah.

Interviewer : Outings, Events, trainings…

Ms. J: Siguro para sakin, parang, siguro parang ano pa, trainings na not puro

product trainings pero more on team building din kahit every 2 months or ano..

Interviewer : Dagdagan pa nila?

Ms. J: Oo, dagdagan pa, para like mas maging close ‘yung mga tao.

Interviewer : Tapos, lagi kang nag-oovertime?

Ms. J: HR, wala siyang overtime so…wala naman.

Interviewer : Usually hanggang anong oras ka (…)?


Ms. J: Pagdating ng 6, madalas umuuwi na ako. (laughs)

Interviewer : (laughs)… So 9-6 ka ?

Ms. J: Oo, 9-6 talaga ako.

Interviewer : Monday to Saturday?

Ms. J: Ah ‘pag Saturday, hanggang 5 lang kami ‘pag HR.

Interviewer : Tapos, do you think ah, since nag-wowork na kayo Monday to

Saturday, do you think okay ba na may Saturday?

Ms. J: Ako, siyempre ayoko kasi ‘di ba nakakapagod tapos parang one day

pahinga, tapos pasok ulit. Pero kasi ‘tong sa company, parang kailangan talaga

magkaroon ng ano eh, ng Saturday na work, kasi doon lang ‘yung time na parang

may training. Pero siguro at first, ‘di ko narerealize na importante ‘yung training,

kasi parang not—hindi naman ako part talaga, pero after awhile, parang kailangan

din talaga so, dapat may Saturday talaga na work so, wala, okay din naman sa

akin.

Interviewer : Sa tingin mo ba, naa-affect ‘yung work-life balance mo dahil may

Saturday?

Ms. J: Sa akin?

Interviewer : Personal life… (…)


Ms. J: Personal life, hindi naman siya, parang may point lang talaga na pagod ka,

pero hindi naman laging every Saturday mapapagod ka, siguro (…) ‘pag bagsak

ng katawan mo, pagod ka, pero not necessarily naaffect naman ‘yung buong

personal life mo.

Interviewer : Yung social life mo… (…)

Ms. J: Hindi naman , Okay naman siya ngayon.

(Laughter)

Interviewer : Umm, so 9 months (…), sa tingin mo ba committed ka sa

company… loyal?

Ms. J: Umm, tingin ko hindi, may balak pa rin ako lumipat ng ibang company.

Interviewer : So, um, anu ‘yung target mo, ilang years ka mag-ststay? Months?

Ms. J: Months… Siguro parang 1 year lang, tapos lilipat na ako ng company.

Interviewer : So ngayon ba naghahanap ka ng better opportunities?

Ms. J: Well, kasi ako parang.. gusto ko mag-try sa ibang company, at the same

time kasi, gusto ko din mag masters na ulit, so ‘pag nag-masters ako, magsspend

ako, and if ever ‘pag nilipatan ko, school na talaga. Pero if hindi pa ako handa na

iwan ‘yung corporate world, baka mag change lang ng company.

Interviewer : First, First job naman to ‘di ba?


Ms. J: Ah yes, first (…). Special education. Oo.

Interviewer : First Job. So, 1 year lang more or less?

Ms. J: Uhumm, 1 year lang more or less

Interviewer : Pero ‘di ba, you said you wanted to try another company?

Ms. J: Uhumm

Interviewer : Ano ‘yung quality?

Ms. J: Ng company na ‘yon?

Interviewer : Ng company na ‘yon, Oo.

Ms. J: Kasi gusto ko na parang more on mas marami akong ginagawa, ‘yung

tipong like sobrang busy talaga ako. Gusto ko ‘yung parang overloaded, kasi here

parang feeling ko konti lang ‘yung nagagawa ko dito. Parang konti lang ‘yung

mga tasks na inaassign sakin. So, parang gusto ko sana mas maraming

responsibilities. Tapos, in a way gusto ko din maghanap ng work na siguro

walang Saturday para maiba naman. And higher salary din.

Interviewer : Can you give us an example of a company? Okay lang ba yon?

Ms. J: Company… Kasi if mag-HR ulit ako, hindi ko sure kung anong okay na

company, kasi parang like, ‘yung parang Standard Chartered sa ano, ‘yung ibang

friends ko na try na nila, hindi sila nag-reregularize ng company. Ako naman,


any company as long as nag re-regularize sila and nag bayad ng okay, ‘yun naman

ang habol ko.

Interviewer : ‘Di ba ‘yung company parang structure niya maraming ahh,

companies na parang sister companies, or (…) mga under.

Ms. J: Oo

Interviewer : Bakit ano, bakit since kayo lang HR, bakit konti lang ‘yung

ginagawa mo? ‘Di ba dapat marami?

Ms. J: Kasi, pano ba, uh, dalawa kasi kaming HR, so parang mas maraming (…)

na (…) sa akin. (…) So, kasi ‘pag lagi ka namang sa HR, feeling ko since hindi

naman kami ‘yung talagang, kasi ang employees namin sa mismong (…) lang,

tapos parang hundred lang siya ‘di ba. ‘Di naman siya kailangan ng parang,

unlike sa ibang companies na 900 na kailangan ng ikaw lahat umayos non, hindi

ka, hindi naman parang everyday kailangan attendance. Tapos, ‘pag ‘yung sa

ibang sister companies naman, hindi naman more on kailangan mag-focus ng HR

doon, parang ah, pumapasok lang ‘yung HR dun, ‘tsaka ‘pag kailangan nila ng

bagong position or if mag aayos ng sweldo nila. Tapos, hindi din kasi ganun ka

daming tao sa ibang sister companies so, so ang focus lang kami sa (…). Tapos,

hindi siya ‘yung ganun ka-sobrang mabigat na madaming kailangan gawin.

Parang seasonal eh, parang may time talagang sobrang busy ka for today, tapos

the next day as in wala, wala kang gagawin. Parang, ‘yung ganun.

Interviewer : Eh, kunyari umm, promotion versus going to another company,

anung pipiliin mo?


Ms. J: Uh, dito kasi, parang feeling ko (…) . Parang, wala eh, parang ang hirap

magkaroon ng career advancement dito. Parang feeling ko hindi sila masyadong

focused sa HR. More on ang focus nila sa sales pa din. Doon siyempre

pumapasok ‘yung money ‘di ba. So parang feeling ko here, kahit magtagal ako

let’s say ng ilang taon, stagnant ako dito.

Interviewer : Hmmm…

Ms. J: So, kaya gusto ko din lumipat ng iba.

Interviewer : So, ‘di ba sabi mo hindi ka loyal dito?

Ms. J: Oo

Interviewer : Ano ‘yung qualities ng isang company na magpapa-loyal sayo?

Ms. J: Umm, loyal ako dito meaning gusto ko ‘yung mga tao, but if ‘yung mag-

work, ‘yung mismong sa career lang talaga, career path ko, hindi… feeling ko

wala, walang pagtutunguan dito. But, ‘yung the management, ‘yung mga tao, dun,

okay sila. Kaya rin ako nag sstay dito pa, kasi parang lahat ng tao is parang

mabait naman sila. Tapos parang, like ‘yung management okay din. And parang

mahirap na rin maghanap ng company na parang okay ‘yung management. Ganun.

Interviewer : So, okay with company, ay with the management. People,

environment…

Ms. J: Uhum

Interviewer : Pero sa work mas…


Ms. J: ‘Yung work lang, gusto ko talaga ‘yung more on ‘yung marami akong

ginagawa and talagang matututo ka ng sobra sobra.

Interviewer : With the salary?

Ms. J: Salary…Umm, hindi siya ganun kasi kalaki now. But hindi siya minimum.

Pero parang feeling ko ito lang ginagawa ko na work, parang sakto lang na ito

lang ‘yung makuha kong salary talaga. So parang ang pangit naman if mag-aask

ako for a higher salary, tapos ‘yung duties ko hindi ganun ka dami. So parang

gusto ko rin umalis, para big responsibilities tapos higher salary din.

Interviewer : Pero, over all, happy ka ba dito?

Ms. J: Ngayon parang…

(boss enters the room)

Interviewer : Sige, hintayin natin (Laughing).

Ms. J: Parang ‘onti-‘onti na siyang nag d-die down

Interviewer : Pero ‘yung start…

Ms. J: Oo. Start Oo. Kasi, Ewan ko, ‘pag nag-start talaga kayo mag-work,

sobrang excited talaga. Parang, okay (…) ng college. Oo, ganun ‘yung feeling,

siyempre excited ka mag-work, tapos ‘pag, alam mo ‘yung mag-Xerox ka lang

tuwang tuwa na ako.


(Laughter)

Ms. J: Feeling ko, ang laki laki na nung ginagawa kong responsibilities, pero

parang ‘pag tagal, walang kwenta lang ‘yon. Pag (…) kahit mag-sign ka lang ang

saya saya na, tapos sobrang excited. ‘Pag tagal, nakakalungkot din siya

Interviewer : Ngayon hindi na…

Ms. J: Ngayon parang naguguluhan kasi ako eh, if ano talagang gusto kong career,

parang gusto ko rin mag-try ng other options. Hindi ko sure kasi kung gusto ko

talagang maging teacher na, pero gusto ko mag-sales, or gusto ko pa rin mag HR.

Parang natatakot kasi ako, parang ang pinaka-iniisip ko in 20 years, kunyari 40

nako, parang, ano na ba ko, ‘yung position ko like uhh, Vice president o manager

na ba ako?. Eh kung parang, may target talaga ako na, gusto ko secure ‘yung

future ko. Parang sobrang stable na dapat ako. So, ‘yun ‘yung gusto ko mahanap

na career path na feeling ko hindi ko makikita dito.

Interviewer : May gusto ka pang idagdag? Or…

Ms. J: Wala na..

(Laughter)

Ms. J: Okay na rin.

Interviewer : Do you think because you’re part of “Gen Y”, na parang, mas, or do

think na parang dahil na bata ka pa, parang (…)


Ms. J: Feeling ko, ‘yun ang main factor, kasi bata pa, kasi parang marami akong

gusto itry na opportunities…

Interviewer : Tapos, sobrang marketable ka pa ‘di ba?

Ms. J: Uhumm, ‘yun din ‘yon

Interviewer : Kayang-kaya ko ibenta ang sarili.. (laughing)

Ms. J: Oo, ‘tsaka parang madami din talagang companies na pwedeng punatahan

eh. Parang, (…) chamba chamba lang na mag (…) ang company ng high paying

siya at the same time okay environment and job…

Interviewer : Pero nag hahanap ka na ng ibang companies?

Ms. J: Ngayon hindi. Kasi parang, ayoko, parang, hindi, parang takot ako, parang

feeling ko if (…) ako now, mawawala ‘yung trust nila sa akin. Nagkaroon na rin

kasi ako ng attachment sa company. Parang feeling ko once umalis ako,

magagalit sila sakin, parang ganon. ‘Yung feeling… parang …

Interviewer : Bakit?

Ms. J: Bakit ganon?

Interviewer : Oo … (…)

Ms. J: ‘Yung management kasi..


Interviewer : O parang nakokonsyensya ka? Hindi, nagwowork pero parang

iiwanan mo na… Hindi naman lahat, ‘yung iba maiinitindihan nila ‘yon, kasi

career mo ‘yun eh. Iba maiintindihan ‘yon, pero na-awawkward ka naman nun.

Ms. J: Oo, na-awawkward, kasi parang sila wala silang pinapakitang pangit

naman sayo, tapos ‘pag iniwan mo sila without like any reason, gusto mo lang

umalis, parang nakaka(…)

Interviewer : Eh, Gen Y tayo e.

Ms. J: Eh ‘di ba ‘pag (…) . Oo. Unlike ‘pag matanda ka na, okay lang.

(Laughter)

Ms. J: So ayun, May tanong pa kayo?

Interviewer : (Dead air) ….Thank you

Ms. J: Thank you

worklife balance and organizational commitment of generation y employees

Education

worklife balance scale

generation x

interview guide

research instruments

research objectives

abstractthis study

best thesis

management research