Worklife Balance and Organizational Commitment of Generation y Employees
Worklife Balance and Organizational Commitment of Generation y Employees
GENERATION Y EMPLOYEES
A Thesis
Presented to the
De La Salle University-Manila
In Partial Fulfillment
by:
Rocafor, Shirley C.
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
v. List of Tables…………………………………………………….. 9
Chapter
Research Objectives……………………………………….……... 14
Conceptual Framework…………………………………………… 64
Operational Framework………………………………………...... 65
Definition of Terms………………………………………………. 67
PAGE
II. Methods
Research Design………………………………………………….. 74
Research Instruments……………………………………………... 76
Procedure……………………………………………………….... 79
Data Analysis…………………………………………………...... 82
Methodological Limitations……………………………………… 83
III. Results……………………………………………………………. 86
Summary...……………………………………………………….. 151
Conclusion……………………………………………………….. 152
Recommendations………………………………………………… 154
References………………………………………………………………… 158
Worklife Balance and Organizational Commitment of Generation Y
Employees 4
PAGE
Appendix
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
questionnaire composed of two scales, namely Worklife Balance scale and the
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.
PAGE
Commitment………………………………………… 65
PAGE
Respondents……………………………………….... 90
Commitment………………………………………… 97
Chapter 1
resignation after only a few months of training has fast become frequent in
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
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
2004). Costs of turnover rates also vary between industries. The statistics above
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
the highest average turnover rate of twenty-three (23) percent per year (Cuevas-
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.
(Hammill, 2005). Considered as the latest entrant in the workforce, the Generation
this, a number of studies are now focusing their attention on this particular
Ogden, 2007; O’Malley, 2000). Born between 1980-2000 (Zemke et al., 2000;
tasking, and highly achieving. However, they are also very impatient, demand
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.
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
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
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
Worklife Balance and Organizational Commitment of Generation Y
Employees 13
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
not clearly explained the effect of Generation Y’s perception of worklife balance
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
Then data obtained was subjected to a qualitative data analysis that examined the
and compare data gained from Generation Y. Then, to address the relationship of
the group.
Research Objectives
Introduction
relation to Generation Y.
and Generation Y. In the United States, specifically, the four generations can all
done studies regarding the different generations, their similarities and differences.
Each generation has different sets of values and attitudes towards work.
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).
worked hard to obtain their needs. Even though this generation views work as an
Worklife Balance and Organizational Commitment of Generation Y
Employees 16
obligation (Hammill 2005), Scheef and Thielfoldt (2004) state that giving back to
Members of the Baby Boomer generation, born from 1946-1964, are said
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
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
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).
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
Turnover
Defining Turnover
the “movement (as of goods or people) into, through, and out of a place.”
time period (usually one year)” (Newstrom & Davis, 2002, p. 213). Price (1977)
In addition, Price (1977) enumerated the various ways one can gauge the
length of “stayers”, divide the sum of length of service for each member by the
Worklife Balance and Organizational Commitment of Generation Y
Employees 18
number of members. To know the average length of service of leavers, find the
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
dividing the number of beginning members who remain/leave during the period
dividing the number of new members who remain/leave during a period by the
Determinants of Turnover
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
Worklife Balance and Organizational Commitment of Generation Y
Employees 19
integration. High integration lowers turnover (Price, 1977). Price cited Blau’s
communication which is broken down into two types: instrumental and formal
job environment including its difficulties result in reduced turnover (Price, 1977).
in the current job may lead to the employee quitting to avoid the stressful work
overload, and inadequate resources such as skills to perform the job as expected in
(Price, 1977, p. 80, para. 4). The second intervening variable, opportunity, is
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
organizations. Further, Price (1977) cites Bowey’s theory that there is a positive
greater the turnover” (p. 81, para. 5). It was found that dissatisfaction results in
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
Worklife Balance and Organizational Commitment of Generation Y
Employees 21
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
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
attractive job opportunity. Second, the tension associated with the employee’s
According to Matuson (2008) in her article The Blame Game: Passing the
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
Worklife Balance and Organizational Commitment of Generation Y
Employees 22
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
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
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
Worklife Balance and Organizational Commitment of Generation Y
Employees 23
members and the country’s overall turnover rate. Correlates with weak support are
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
Casper and Harris (2008) used a five point Likert scale to measure turnover
is ‘‘I will probably look for a new job in the near future’’ (Measures Section, p.
99).
Consequences of Turnover
Although many know their overall turnover rate, or even their overall cost of
undesirable, which can hurt both the bottom and the top line (Kochanski &
the financial results of the company. Besides from the usual costs of recruiting
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
Worklife Balance
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
2005).
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
Worklife Balance and Organizational Commitment of Generation Y
Employees 25
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
have the choice of how and when they can use their sabbatical privilege; however,
(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
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
other. The conflict model states that each sphere has multiple
1)
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
Worklife Benefits.
dependent care assistance (DC) and schedule flexibility (SF), two commonly
explored WLBs. Casper and Harries (2008) cited studies that found that worklife
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
d) reduced absenteeism
Organizational Commitment
(p.6, para. 2) “A leader sounds a call to summon others. The call is a plea for
leader is and by what he says and does. The commitment that is summoned is
Worklife Balance and Organizational Commitment of Generation Y
Employees 29
often a transformational power, a force that can create substance out of mere
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)
employees’)
workforce
symbolizes:
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).
Worklife Balance and Organizational Commitment of Generation Y
Employees 31
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
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
into action.
level of commitment deals with “how to move people”, “manage one’s emotions”,
(Richards, 2004, p. 16). Employees who are uplifted and inspired will engage
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
fervor…It comes from a deeper source than most people bring to their day-to-day
employees’ lives, enacting beliefs and principles into activities, and centering of
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
commitment.
Worklife Balance and Organizational Commitment of Generation Y
Employees 33
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
(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
employees’ ardor” (O’Malley, 2000, p. 15, para. 4). Essentially, it is stated that
needed.
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.
work for the organization rather than accepting another job that may offer
Powell & Meyer (2004) made mention of the stand of other theorists on
reference.
commitment and turnover, cited Allen and Meyer’s study (1990), the three-
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:
Worklife Balance and Organizational Commitment of Generation Y
Employees 35
whereas
utilized Allen and Meyer’s three component model (1990), following the
emotional attachment to, involvement in, and identification with their employers.
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).
Worklife Balance and Organizational Commitment of Generation Y
Employees 36
According to the study of Lee, Allen and Meyer (2001), the three
contribution to the prediction of turnover intention over and above affective and
continuance commitment.
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
predict that, compared to younger workers, older workers who view their
the study that age and work experience moderate the relationships of contract
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
Worklife Balance and Organizational Commitment of Generation Y
Employees 37
those aged below 40 (Feldman & Ng, 2008). In relation to age and work
commitment with career stages of older and younger employees. The results
showed that the difference was statistically significant. Consistent with the
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
organization.
contrasted with the 40 years old and below ‘young employees’ used in the study
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,
(Quinones, Ford, & Teachout, 1995; Feldman & Ng (2008). Career stage was
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
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,
be readily attainable in other firms” (Feldman & Ng, 2008), Robinson, Kraatz,
and Rousseau’s (1994) measure included the following seven key elements:
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
other organizations are unlikely to provide; (3) this organization promises me skill
training that other organizations are unlikely to provide; (4) this organization
unlikely to provide; (5) this organization promises me a level of job security that
support for personal problems that other organizations are unlikely to provide.
The coefficient alpha for this scale was .90, with higher scores indicating that
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
Feldman and Ng (2008) utilized Meyer, Allen, and Smith’s (1993) 18-item
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
organizational support, a five point Likert scale was also used (1 = strongly
‘‘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
‘‘commitments come into being when a person, by making a side bet, links
Powell & Meyer, 2004, p. 158). Powell & Meyer (2004) enumerated several
negative consequences.
her less fit for other situations (e.g., investment of time and
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
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
advantage
carry it out.
Worklife Balance and Organizational Commitment of Generation Y
Employees 43
and strategy
innovation
Half’s survey (2005) explored the top three (3) reasons why Generation Y
“no opportunities for career development (51%), not satisfied with salary (39%),
Conversely, Half (2005) explored the factors that are most likely to lure
Generation Y employees to another firm and the responses are aligned with
committed to the idealistic corporate vision and values than the organization itself.
Worklife Balance and Organizational Commitment of Generation Y
Employees 44
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
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
should see the results to the business right away” (p. 17, para. 2); O’Malley
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
On the other hand, these two have different cost structures, policies and
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
Worklife Balance and Organizational Commitment of Generation Y
Employees 45
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
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
2000).
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,
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
Worklife Balance and Organizational Commitment of Generation Y
Employees 46
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
(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.
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
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);
workgroup, job class) influences, and individual differences” (p. 23, para. 2) such
23, para. 2). The input of employees is indisputably significant; however, the
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
change implies positive change in commitment” (p. 24; para. 3). Even as
employees, the existence of these sanctions and how these affect the relationship
Generation Y
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
There are also a lot of assumptions regarding the range to which this
compiled most of the common variations of birth years that are used to describe
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).
Worklife Balance and Organizational Commitment of Generation Y
Employees 49
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
“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,
Aside from being busy and stressed, this generation has this mentality of ‘instant
Salt (2007), in his article Beyond the baby boomers: The rise of
“Gen Y are the children of the Baby Boomers. Some see the Ys as
20s. This generation is more likely to live at home or, in the case of
released in October 2007 found that 87 per cent of all hiring managers and HR
Fleschner (n.d.) says that Baby Boomers and Generation X parents are
enablers in that they encourage rewards and recognition for their Generation Y
scenario of adult life” for Generation Y. This has caused members of Generation
they have been constantly rewarded for often small, trivial successes” (Fleschner,
n.d., p. 144).
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
Half (2005) also mentions that Generation Y has been characterized as “an
employees:
paid more
work schedules
within a year
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
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.
work.
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
Worklife Balance and Organizational Commitment of Generation Y
Employees 53
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."
mirage.” (p. 41) Furthermore, these workers are not attracted by promises of
workers do. They are more concerned with what they can learn and gain (in terms
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,
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
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
Generation Y is the desire or demand for more responsibility at work. When they
Worklife Balance and Organizational Commitment of Generation Y
Employees 54
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
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
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
challenging and meaningful task assignments for their self-development and their
things from a job. The only difference is they expect it, and more than that, they
demand it.
desire flexibility of work. “They are looking for work places where they can move
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
and sex differences (Terjesen, Vinnicombe, & Freeman, 2007), it was found that
with the sample, which consisted of university students about to graduate, there
are shown (Grossman, 2006), and the organizational attributes identified were:
employees”
Terjesen, Vinnicombe, and Freeman (2007) were able to identify the most
a) “employs people with whom you feel you will have things in
common”.
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
insurance),
Worklife Balance and Organizational Commitment of Generation Y
Employees 57
b) job security,
d) solitude,
e) easy commute,
nature of job and industry preference. With regard to the type of job or
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
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
Broadbridge, Maxwell and Ogden (2007), Generation Y may already have work
experience from several jobs while still being students (i.e. undergraduate
generation of workers has clearer expectations as to what they want and what they
Worklife Balance and Organizational Commitment of Generation Y
Employees 58
not what for their careers. Furthermore, according to Martin (2005), Generation Y
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
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
greatly career success; however, they are also persistent job-hoppers. Their
technologically savvy, etc., they seek to find jobs that are meaningful, high-
employees go from one job to the other and expecting higher pay every time.
Worklife Balance and Organizational Commitment of Generation Y
Employees 59
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
Characteristics at Play.
characterized as being independent because they are said to be able to take care of
They work well in teams but still maintain a sense of individualism within the
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
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
same industry as these are big factors that Generation Y considers. The
in contrast to the rest of the world in terms of how it can support its mission and
Worklife Balance and Organizational Commitment of Generation Y
Employees 60
goals through its available tools. Having outdated technology will turn Generation
and Anon (2006), Generation Y workers generally seek a work-life balance and
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
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
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
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
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
Faller, Jones, & Morgan (2008) stated in their article Generation Y takes
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
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
Synthesis
characteristics and behavior that inevitably caused their employers to adjust for
them. More specifically, the literature reveals that the characteristics of this
the like. This generation of employees seeks to find jobs that are meaningful,
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
easy commute to and from the workplace and performing static kinds of work,
The best qualities of Generation Y identified are their hunger for constant
learning and self-development. This generation has a very strong drive for
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
Worklife Balance and Organizational Commitment of Generation Y
Employees 63
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,
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
other hand, other researchers only tried to prove the causal relationship between
worklife balance and organizational commitment. Then, most of the literature that
turnover intention were Western-based. Given these trends, the researchers chose
and verify if it does affect turnover intention within the Philippine setting. Other
Conceptual Framework
that helped the researchers explain and discuss the problem in a structured manner.
First, this study focused on one independent variable, namely, the worklife
leaving a company. Thus, this variable was thoroughly studied to explain the
turnover intentions of the said generation. The dependent variable for this
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
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)
Figure 1.1
Organizational Commitment
Generation X and Y
Operational Framework
showed the specific details that it focused on with regard to each of the variables.
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).
Worklife Balance and Organizational Commitment of Generation Y
Employees 66
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
model of Allen & Meyer (as cited in Powell & Meyer (2004) and Feldman & Ng
showed that the three models of commitment all have significant results on
closely resemble turnover intentions (Lee, Allen and Meyer, 2001). The
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
Figure 1.2
Operational Framework
Generation X and Y
Definition of Terms
these are individuals born from 1980 to 2000 (Xemke et al., 2000; SHRM,
2007).
work for the organization rather than accepting another job that may offer
involvement in, and identification with their employers” (Feldman & Ng,
Worklife Balance and Organizational Commitment of Generation Y
Employees 68
specific items that will address affective commitment are: “I really feel as
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
measured by the items: “I feel that I have too few options to consider
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
feel guilt if I left this organization now”, “If I got another offer for a
organization now”.
4. Worklife Balance- balance between work and family or life outside work
worklife balance as a competition for both time and energy between the
individual when the amount of time causes some sort of conflict or stress in
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
“happy with the amount of time for non-work activities”, “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”,
one’s personal life enhances work” (Fisher, G., 2001). This will be
In this study, all the above mentioned concepts were obtained through the
The study was conducted with one (1) small-to-medium enterprise (SME)
leads to organizational commitment and their turnover intentions, the data taken
Worklife Balance and Organizational Commitment of Generation Y
Employees 71
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
The firm has some notable characteristics that may affected or even
Hence characteristics such as being Chinese in nature and being a family business
is present.
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.
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
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
findings also showed the specific effects of the corresponding levels of worklife
may opt to reassess, adjust and improve the different interventions they are
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
This study could also encourage further studies on the workforce of today
they run their companies and how they view and perform work. Significant
responsibilities, and many more) in various industries could affect the generations
following Generation Y.
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
will have a glimpse of how to deal with the different kinds of characteristics and
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
further verify the ideas and assertions purported by related theories and studies on
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.
Worklife Balance and Organizational Commitment of Generation Y
Employees 74
Chapter 2
METHOD
Research Design
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 study also identified and described the worklife balance of the two
if there are indeed significant differences in the results of the findings from the
The research methods used were survey and interviews; as such research
guide, with the former being carried out first. ANOVA and Correlation tests were
from the survey questionnaires. These interviews helped place the data gathered
The organization selected for this study was an IT firm in Metro Manila. It
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
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
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-
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
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
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
Questionnaire (Appendix E). The third instrument was the interview guide for the
(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
asked to probe for more information and clarification from the interviewees.
However, the interview guide was only tentative as the questions could vary
The worklife balance scale was adapted from the article “Psychometric
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
currently feel that they had a balance between work and life. The article was an
that was also used to assess the three dimensions of worklife balance namely:
work interference with personal life (WIPL), personal life interference with work
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
Worklife Balance and Organizational Commitment of Generation Y
Employees 78
each item. Hayman (2005) also stated that the scale had acceptable reliability
estimates and factor loading patterns for worklife balance See Appendix D.
component was confirmed using 5 questions each. The first five items measured
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
et al. (2001) rated Cronbach’s alphas of 0.86 for ACS, 0.76 for CCS, and 0.83 for
Procedure
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
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
all the necessary information regarding the subjects of the study from the selected
birth of the employees was retrieved for cross-checking with the total number of
surveys to be disseminated.
During the interview proper, the researchers arrived at the agreed place and time,
Worklife Balance and Organizational Commitment of Generation Y
Employees 80
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
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
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
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
On that same day, the group personally gave the letter and the interview
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-
For the survey questionnaires, the group tallied or processed the data and
grouped them accordingly and further classified them by age brackets or lengths
gather possible reasons and further details about their responses. The interview
process was the same as with the interview with the human resource
representative.
were then compiled and the responses of the respondents were themed according
to the questions asked. The information was grouped and organized accordingly
Data Analysis
approach. Both quantitative and qualitative data analyses were used for the study.
Quantitative data came from the survey questionnaires while the qualitative data
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
(ANOVA) at alpha level of 0.05 was used to measure the effect of the
commitment).
Descriptive statistics was also obtained for all variables in the form of the
from the Generation X and Y employees were transcribed from the recording
Worklife Balance and Organizational Commitment of Generation Y
Employees 83
device. The transcriptions were then analyzed using Content Analysis method to
The information gathered and analyzed from the interview as well as the
data results was assessed and used for the proposed management intervention
Methodological Limitations
concerned the subjects of the study. During interviews, some respondents from
their personal experiences hence the data collected may not be entirely impartial.
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’
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
Worklife Balance and Organizational Commitment of Generation Y
Employees 84
survey. Realizing this, the researchers coordinated with the human resource
double check on the questionnaires to make sure that each and every question was
completely answered.
respondents were more limited. Reasons for the respondents’ answers were also
not explained. The researchers tried to get these explanations by asking more
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
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
accommodated and scheduled the interviews in a time most convenient for all the
respondents.
Worklife Balance and Organizational Commitment of Generation Y
Employees 86
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.
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
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.
Worklife Balance and Organizational Commitment of Generation Y
Employees 87
Table 3.1
Accounting Department 1 1
Administration 2 1
Department
Customer Service 2 2
Department
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 13 10
Department
Telemarketing 2 1
Department
Treasury Department 2 4
TOTAL 42 40
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
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-
and ten (10) Baby Boomers. Because ten (10) of the respondents were Baby
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)
Table 3.2
Interview Respondents’ Profile
Name Age Generation Sex Civil Status Length of Stay
Group 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
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
Worklife Balance and Organizational Commitment of Generation Y
Employees 90
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
Table 3.3
Y 25.2 30 15 -- 7 12 16 3 7
X 34.46 9 16 1 2 5 6 6 6
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
Worklife Balance and Organizational Commitment of Generation Y
Employees 91
(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
Generation X.
Table 3.4
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
Worklife Balance and Organizational Commitment of Generation Y
Employees 92
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%
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
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
disagreed, 22% disagreed, 13% slightly disagreed) that “My work suffers because
of my personal life”.
Worklife Balance and Organizational Commitment of Generation Y
Employees 93
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
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
slightly disagreed while 38% neither agreed nor disagreed) that they “Put personal
Worklife Balance and Organizational Commitment of Generation Y
Employees 94
life on hold for work”. Lastly, 28% generally disagreed (8% strongly disagreed,
12% disagreed, 8% slightly disagreed while 52% neither agreed nor disagreed)
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”.
slightly disagreed while 16% neither agreed nor disagreed) that “Work suffers
disagreed while 24% neither agreed nor disagreed) that “It is hard to work
strongly agreed, 20% agreed, 16% slightly agreed, while 28% neither agreed nor
disagreed) that “Personal lives give them energy for their jobs. 56% generally
Worklife Balance and Organizational Commitment of Generation Y
Employees 95
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”.
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
(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
Balance had a mean of 5.04 while those with a high level of Worklife Balance had
a mean of 4.36.
Worklife Balance and Organizational Commitment of Generation Y
Employees 96
Table 3.5
Generation Y Generation X
Organizational 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
for Generation Y.
Worklife Balance and Organizational Commitment of Generation Y
Employees 97
Table 3.6
disagreed, while 18% neither agreed nor disagreed) that “I really feel as if this
disagreed, 36% disagreed, 13% slightly disagreed while 27% neither greed nor
56% generally disagreed (9% strongly disagreed, 36% disagreed, 11% slightly
disagreed while 24% neither agreed nor disagreed) that “I do not feel emotionally
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%
Worklife Balance and Organizational Commitment of Generation Y
Employees 98
generally agreed (4% strongly agreed, 31% agreed, 24% slightly agreed) that
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
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%
strongly disagreed, 22% disagreed, 13% slightly disagreed while 33% neither
agreed nor disagreed) that “If I decided to leave this organization, too much of my
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
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
agreed, 24% slightly agreed while 36% neither agreed nor disagreed) that “I
Commitment showed that 36% generally disagreed (20% strongly disagreed, 12%
disagreed, 4% slightly disagreed while 32% neither agreed nor disagreed) that “I
disagreed (20% strongly disagreed, 44% disagreed, 16% slightly disagreed while
16% neither agreed nor disagreed) that “I do not feel a strong sense of
disagreed, 48% disagreed, 24% slightly disagreed while 8% neither agreed nor
disagreed while 16% neither agreed nor disagreed) that “I do not feel like part of
agreed, 40% agreed, 20% slightly agreed while 16% neither agreed nor disagreed)
that “This organization has a great deal of personal meaning for me”.
Worklife Balance and Organizational Commitment of Generation Y
Employees 100
disagreed while 32% neither agreed nor disagreed) that I “feel that I have too few
strongly disagreed, 20% disagreed, 16% slightly disagreed while 32% neither
agreed nor disagreed) that “One of the few consequences of leaving this
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”.
(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
disagreed, 12% slightly disagreed while 24% neither agreed nor disagreed) that
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%
strongly disagreed, 24% disagreed, 20% slightly disagreed while 24% 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, 52% generally
disagreed (20% strongly disagreed, 20% disagreed, 12% slightly disagreed while
12% neither disagreed nor agreed) that “I would violate a trust if I quit my job
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
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
Commitment mean of 3.95, while those with a high level of Worklife Balance had
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
Generation Y Generation X
For Work interference with personal life (WIPL), both Generation Y and
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
Personal life interference with work (PLIW), generally disagreed with the
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
personal matters” while agreeing that “Personal life gives me energy for my job”,
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
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
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
Worklife Balance and Organizational Commitment of Generation Y
Employees 104
other hand, both Generations generally disagreed that “If I decided to leave this
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,
would be right to leave my organization right now”. And “I would violate trust if I
p=0.04998. A Pearson’s correlation test was also used on Worklife Balance and
Table 3.8
way ANOVA test was also conducted for Worklife Balance on Organizational
Commitment for Generation Y. No Significant difference was found for the levels
p=0.961197. The Table 3.9below shows the descriptive statistics for the scores of
Generation Y
Table 3.9
for Generation Y
results from the one way ANOVA test for Generation X showed that the levels of
p=0.1620. The strength of the relationship showed that there is a medium positive
r=0.41,p<.05.
Table 3.10
for Generation X
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
On Worklife Balance
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
Dept)
Dept)
Marketing Associate
(Marketing Dept)
Worklife Balance and Organizational Commitment of Generation Y
Employees 108
believed that indeed both Saturday work and overtime work were tiresome but
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
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
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
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.
work lives were balanced and that it depends on the person to know how to
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
Worklife Balance and Organizational Commitment of Generation Y
Employees 110
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.
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
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
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
Table 3.12
Manager
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
this, the company is not strict with her when it comes to time or working hours.
work and personal life. According to him, in the end, it is his family that will
As for the trainings and activities to promote worklife balance, most of 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,
Mr. A, who for ten (10) years have stayed in two departments (Logistics and
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
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.
Worklife Balance and Organizational Commitment of Generation Y
Employees 113
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
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
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,
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
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
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)
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 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.
Four (4) out of the five (5) respondents do not consider salary satisfaction as a
believe that their colleagues and the environment of the company are the
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
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
Worklife Balance and Organizational Commitment of Generation Y
Employees 116
employees can easily be persuaded to do tasks not included in their regular job
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
Generation X
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
On Worklife Balance
trainings and other activities to balance out the six-day work week. Regular
Work days
Unlike most companies, regular work days in the company are eight hours
this working arrangement beforehand, either during the interviews or on the job
to-Friday work day), then the HR believes that the company will not be a good fit
for them.
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
employees. In outings, one can bring his/her family members to the outing.
motivate its employees. These are usually conducted during Saturdays and they
Worklife Balance and Organizational Commitment of Generation Y
Employees 118
may or may not be work related. Work related trainings include sales, product,
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
personalities. Non-work related trainings are usually held once every three
employees.
should not prevent the HR Department from providing more activities for its
provide new types of activities and trainings or at the least update or follow-up
Organizational Commitment
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
single and rely mostly on their parents for support (i.e. “Nandiyan naman si
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
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
uses the attendance record of an employee and as well as feedback from clients,
there are absences or tardiness then commitment is low. As for the feedback,
The hiring process and the overall turnover situation in the company were
On Hiring
The company hires based on the job description, age, experience and the
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.
There have been instances when the company has rehired previous
employees. This is based on past performance which was good but resigned due
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
not advised.
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
based on the performance of the employees. Bonuses are also given to employees
for achieving perfect attendance. Thirteenth month pay is provided for regular,
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
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
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
On Turnover
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
Worklife Balance and Organizational Commitment of Generation Y
Employees 122
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
The company conducts interviews with the employees before they leave.
Reasons for leaving include: offers abroad, local offers which offer a bigger
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
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
unbalanced for an individual when the amount of time causes some sort of
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
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
(Robinson, 2009).
Worklife Balance and Organizational Commitment of Generation Y
Employees 124
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
required reports and training sessions. This supports Crampton & Hodge (2009)
that claim that both Generation Y and Generation X are hard working and would
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
respondents mention that they are still able to set time for their personal lives
due diligence and hard work in return for reward and recognition (Alexander &
Worklife Balance and Organizational Commitment of Generation Y
Employees 125
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
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)
lower ranks or are new hires perceive that they are not given the same
cites flexible working patterns as one of the most common worklife balance
activities that top companies provide. Crampton & Hodge (2009) cited that
Worklife Balance and Organizational Commitment of Generation Y
Employees 126
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
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
with career development and promotions based on skills, rather than the perceived
respondents can be related to them being new in the company than their youth.
nurtures and programmed since they were young, which means that they are both
(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
more training has been mentioned by all the interviewed respondents. Four (4) out
Worklife Balance and Organizational Commitment of Generation Y
Employees 127
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
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-
supported by Fortier (2007) who said that Generation Y employees are hungry for
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
2008). Due to the lack of seniority and security of Generation Y employees in the
Worklife Balance and Organizational Commitment of Generation Y
Employees 128
company, they seek the opportunity for growth in their skills to perform their jobs
Generation Y’s top criterion for choosing an employer is its capacity to provide
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,
Generation Y employees who are known for their high turnover trend
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
Worklife Balance and Organizational Commitment of Generation Y
Employees 129
place. Even so, Generation Y generally is not “Struggling to juggle work and non-
work” at 42%.
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
employees make sure that they have adequate time spent with their families. One
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.
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
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
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
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
Chartered Accountants (2005) found that providing employees with flexible work
arrangements is considered the best way for employees to retain staff and provide
Worchel and Woehr, 1998, Testa, 2001) have cited that job satisfaction is a
the financial need or obligation of the employee to support their families. The
Human Resources Department expressed that they valued applicants who identify
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
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
expressed that management has shown much understanding and generosity for
their personal circumstances. This privilege has only been expressed by senior
employees.
Fisher (2001) defines WPLE as the extent to where one’s personal life
enhances work.
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.
feel comfortable in expressing their problems and thus can easily communicate
and request for any kind of consideration from the management. The Human
company are informed about the company’s work arrangements. This would
depending on the department. For example, the Sales Department would have to
Generation Y generally feels that they are happy with the organization’s
culture or environment, management and the people they work with. 60% of
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
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.
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 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
Worklife Balance and Organizational Commitment of Generation Y
Employees 134
employees’ previous companies did not include all the employees in their events.
Through the interview respondents, both generations expressed gratitude for this
life.
Organizational Commitment
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
intentions.
Affective Commitment
employees’ emotional attachment to, involvement in, and identification with their
employers. Powel and Meyer (2004) further explain that affective commitment is
support).
Worklife Balance and Organizational Commitment of Generation Y
Employees 135
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
Generation X and 56% for Generation Y generally disagreed that “they do not
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.
Worklife Balance and Organizational Commitment of Generation Y
Employees 136
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
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
mentioned that they also post job applications in online portals and in newspapers.
them in entering the company. Two (2) mentioned that they applied for the job.
Y interview respondent.
Worklife Balance and Organizational Commitment of Generation Y
Employees 137
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, 31% disagreed, 16% slightly disagreed while 29% neither agreed nor
disagreed) that “I do not feel like part of the family at my organization”. Though,
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
Normative Commitment
so. Allen and Meyer (1990) describe it as the employee’s feeling of obligation to
turnover intention more than affective and continuance commitment (Lee, Allen
with the company has been identified with the following: (a) the company’s
their employers and their colleagues, and (c) gratitude to the company for
Worklife Balance and Organizational Commitment of Generation Y
Employees 138
providing the employee with work and compensation. Both Generation X and Y
provides them with work and compensation on a daily basis. A reason for this can
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”.
and how kindly the bosses treat them. This supports Lew’s (2008) finding that
generally disagreed that “For me personally, the costs of leaving this organization
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
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
respondents do not have the same sentiments for their employers. In support, 33%
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
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-
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
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
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
Continuance commitment
employee associates with leaving the organization (Powell & Meyer, 2004).
extent to which an employee perceives that they have to stay with the company
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
perceived availability (or lack thereof) of career advancement within the IT Firm.
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
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
Worklife Balance and Organizational Commitment of Generation Y
Employees 142
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
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
employees have no plans of looking for other opportunities outside their work and
Worklife Balance and Organizational Commitment of Generation Y
Employees 143
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
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
advancement and higher salaries (Lew, 2008). In this case where the high cost of
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
Worklife Balance and Organizational Commitment of Generation Y
Employees 144
they will stay. Results showed that Generation Y did have higher continuance
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
affected by the nature of his or her job (Terjesen, Vinnicombe, and Freeman,
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
Commitment
X do not see their jobs as a burden to their work. This is supported by the results
Worklife Balance and Organizational Commitment of Generation Y
Employees 145
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
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.
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”.
has a great deal of personal meaning for me” while generally disagreeing that
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”.
Worklife Balance and Organizational Commitment of Generation Y
Employees 146
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
analysis of data related to worklife balance also showed that those with high
This confirms with Casper and Harris (2008) and Osterman (1995) that work-life
(www.cipd.co.uk, 2008). The management of the IT firm has been aware then
with the study of Casper and Harris (2008) that the company would have a greater
An article by the Hudson Highland Group (2005) stated that as organizations are
not providing real opportunities for worklife balance for their employees, there
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
cites fit and belonging, status and identity, trust and reciprocity, emotional reward,
there are other factors which would be beneficial in enhancing the balance
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
Worklife Balance and Organizational Commitment of Generation Y
Employees 148
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.
promotion but after a few years, it was still not granted. Kochanski and Sorensen
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
commonly associated with the overall sense of harmony in life which involves a
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
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
Worklife Balance and Organizational Commitment of Generation Y
Employees 149
work overtime unless necessary. Specifically, for the Technical Support group,
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
Thus with management being flexible in terms of job demand and company rules,
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
employees who have achieved their advancement and income potential. This is
Worklife Balance and Organizational Commitment of Generation Y
Employees 150
Trend Study (2006) which showed worklife balance to be the most consideration
an employer. The study also mentions that financial growth and advancement, and
skill building and professional growth are second and third respectively.
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
opportunities become limited, thus making the current job more attractive
loyal and being attracted to promises of climbing ladders, paying dues, and
Chapter 5
Summary
Surveys and interviews were done on all the Generation Y employees of the
The specific objectives that the researchers aimed at addressing are reiterated
below:
Conclusion
satisfy and maintain them in their companies. After conducting surveys and
interviews with the host IT firm, the researchers found out that worklife balance
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
background—historical events during which its members were born into coupled
Generation Y sees worklife balance as a given state or basic job consideration that
On the other hand, results from Generation X respondents showed that for
this generational group, worklife balance does indeed affect their organizational
(Henry, 2006; Martin, 2005). In contrast with Generation Y’s obsession on career
residence to the workplace over promotions and their desire for flexible work
just as loyal to the company. In fact, they are more committed than their
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
employees of both generations (O'Malley, 2000; Feldman & Ng, 2008; Robinson,
Recommendations
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
companies will allow for more valid and reliable generalization of statistical data.
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
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
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
work. Further research into solely the IT industry could also use as subjects, local
into.
not included in the data analysis and reduced the sample. The number of pages
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
Worklife Balance and Organizational Commitment of Generation Y
Employees 156
For future research, the group suggests looking into the company culture
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
and colleagues.
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
Further study could also look into the comparison of worklife balance of
supporting literature show that those who have dependents or are breadwinners of
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
Worklife Balance and Organizational Commitment of Generation Y
Employees 157
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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
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,
Noted by:
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):
7. How long have you been working in 8. What is the range of your monthly
your present company? income?
□ Less than 6 months □ 10,000 – 19,999
□ 6 months to 1 year □ 20,000-29,000
□ 1 to 2 years □ 30,000-39,000
□ Others, please specify: __________ □ 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.:
Worklife Balance and Organizational Commitment of Generation Y
Employees 184
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.
1 = Strongly Disagree
2 = Disagree
3 = Slightly Disagree
4 = Neither Agree or Disagree
5 = Slightly Agree
6 = Agree
7 = Strongly Agree
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?
Worklife Balance and Organizational Commitment of Generation Y
Employees 188
Appendix G
Transcribed Interview Responses (HR Representatives)
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.
Worklife Balance and Organizational Commitment of Generation Y
Employees 190
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…
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?
Ms. A: Ah…
Ms. A: Alam ko oo, may flexitime siya kasi sa- parang ang flexitime na—
Ms. A: Oo, depende actually kung saang department ka. Ang pwedeng, I think
pwede sa flexitime is—
Interviewer: Sales
Worklife Balance and Organizational Commitment of Generation Y
Employees 191
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.
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
Worklife Balance and Organizational Commitment of Generation Y
Employees 192
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.
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—
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.
Worklife Balance and Organizational Commitment of Generation Y
Employees 194
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—
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.
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…
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?
Worklife Balance and Organizational Commitment of Generation Y
Employees 195
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.
Worklife Balance and Organizational Commitment of Generation Y
Employees 197
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?
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.
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?
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.
Worklife Balance and Organizational Commitment of Generation Y
Employees 200
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…
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…
Ms. A: Oo, hindi naman issue. Pero based sa stay ko ah, wala pa naman akong
naencounter na ganun.
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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…
Ms. A: Parang… siguro parang, I think, pwede kasi bakit sila makakapunta
abroad…
Ms. A: Mm hmm, if hindi sila nag-, anong tawag doon, parang nagaapply…
Ms. A: Y, Y ‘to.
Interviewer: Y usually…
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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.
Ms. A: Oo tinaggap.
Ms. A: Kasi ang, based sa alam ko, maganda ‘yung performance nila kaya kinuha
sila ulit.
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: (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: 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.
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: 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: 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.
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?
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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.
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.
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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?
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.
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?
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(Mumbles)
Interviewer: Opo.
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
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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 (…).
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: 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
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Ms. B: Oo, na-ano, may nag-dridrive sa kanila to work hard. Kasi nga ‘yung
family nila.
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
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.
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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-
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…
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
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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.
Ms. B: Ah…
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
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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?
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.
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.
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: Yes. So naka-indicate ‘yun doon sa form. Uhm, for turnover… ang
turnover rate namin?
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Ms. B: Yes.
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: (…)
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…
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
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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…
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.
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.
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.
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.
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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: 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…?
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: (…)
(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?
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
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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
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Ms. B: Hmm…
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…
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?
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Ms. B: Yah.
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?
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.
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Ms. B: Oo. Kasi ganito ha, talagang come and go, ‘yun ‘yung mga anu, marami
din nag-aaply.
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.
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…
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.
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: 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…
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.
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)
Ms. B: Ah okay.
Interviewer: Opo.
Ms. B: Ang aming consultant. Ma’am! What else? Anu pa ba? Ah…
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Ms. B: Wala na rin eh, kasi baka may questions pa kayo. Mahaba-haba pa ‘yung
recorder natin. (laughs)
Ms. B: Ah panu ako napunta. Actually, ‘yung HR manager before, kakilala ko.
Ms. B: Na-refer din ako o ‘di ba. Kaya ‘yung mga boss, wala ‘yan…
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?
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
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niya ako i-pirate, eh ang sinasabi ko talaga, number one reason ko ay kasi happy
ako rito.
Interviewer: Ah okay.
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.
Ms. B: Hindi kami pwede ilipat diyan kasi kami pa rin naghahandle.
Ms. B: Yah.
Ms. B: Yah.
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…
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…
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Ms. B: Environment?
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. (…)
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…
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?
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: Opo.
Ms. B: Really?
Interviewer: (…)
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?
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….
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.
Ms. B: Actually uhm, I’m sure naman na kilala niyo si Don Emilio Yap, right?
‘Yung owner ng Manila Bulletin, CEU, (…) Bank…
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
Ms. B: What else? Mayroon daw kayong survey? Mahirap? So ito, para sa lahat
ng employees? Ibibigay namin.
Interviewer: Opo.
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Interviewer: Opo.
Ms. B: Okay.
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.
Interviewer: Kung mayroon po kayo, it will really help. Okay lang po for
comparison.
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?
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Interviewer: Ay oo.
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: Pero we’ll send nalang po ‘yung translation sa inyo, just in case.
Para nag-eexplain ka.
Interviewer: Okay.
Appendix H
Transcribed Interview Responses (Generation X and Y Respondents)
(mumbles, nods)
Mr. A: Ako? 10
Mr. A: Dito?
Interviewer: Opo
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Interviewer: Ah, Delivery. Umm, doon sa 10 years na ‘yon, isang… (…) isang
change...
Interviewer: Or (…)
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: Ah..
Mr. A: (…)
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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.
Mr. A: (…), nasa bahay lang, dito lang nag apply. Ngayon nandito pa.
Mr. A: Kasi ‘yung kaibigan ko samin (…), may bakante (…) parang nakakasawa
nang tumambay, (…) iba iba naman. Sabi niya, try ko pumasok dito. Tanggap
naman. (…)
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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 (…).
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…
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.
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?
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
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Mr. A: (…) ‘tsaka ano eh,(…), nagiging loyal ako. Loyal ako sa kanila.
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.
Mr. A: (…)
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?
Interviewer: Nakakatulong
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.
Mr. A: (…)
Interviewer: Thirty eight this year, ilang taon na po kayo dito sa company?
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.
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Interviewer: Ah, doon sa previous job niyo, how long did you stay?
Ms. B: Ahh, relationship with the boss and with the co-workers. ‘Di kami
magkasundo.
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.
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.
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
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
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Employees 252
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: Yes, I stay in more than eight hours. Wala naman ako problema doon.
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.
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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: 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.
Ms. B: Yes.
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.
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.
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
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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.
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
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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?
Mr. C: Yeah.
Interviewer: 2 years.
Mr. C: Sufficient na siya, kasi um, at least you have an outlet to um para
makapagpahinga, to power yourselves to power your body. (…)
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.
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.
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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.
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.
Mr. C: Yah. Oo, kasi mas nagiging diverse yung work ko, mas nagiging uhm
how do we call this… mas nagiging flexible.
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
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Interviewer: Sir, lahat ‘yun within more than 2 years? (laughs) ang dami.
Mr. C: Yup, ‘yun.
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.
Mr. C: Yes!
Interviewer: Ah okay.
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)
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 (…).
Mr. C: People… what could I ask for? Great people to work with. Very
responsible.
Mr. C: Of course.
Interviewer: Pero ano po ‘yung reason kung bakit umalis kayo sa previous jobs?
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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 ‘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…
Mr. C: Yes.
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.
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.
Ms. D: Bale... ah dito sa ano... bale ano na ako, four and a half years. Ay... four
years, sorry, four years.
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: 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.
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Interviewer: Ocassional?
Interviewer: Uhm, do you think po ‘yung work niyo anag ‘yung social life niyo
balance po?
Interviewer: Okay lang po… kahit diba Saturday may pasok po kayo?
Ms. D: Mm-mm.
Ms. D: Hindi, eight to—actually ako kasi eight o five. ‘Yung ibang kasama ko
nine to six.
Interviewer: Ah okay.
Ms. D: Pero sa amin, sa department namin, ako lang ang eight to five.
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.
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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.
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?
Ms. D: Oo. Actually, okay lang sa akin kahit saan. Kumbaga okay naman mga
ano dito eh, mga kasama mo.
Ms. D: Hindi nga lang siya ganun ka-ano- hindi lang nga siya ganun kalaki, okay
lang.
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: Kasi sa amin wala naman masyadong ano eh- we’re more on stocks lang,
kumbaga ano lang naman naming stocks lang talaga kami eh.
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,
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‘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: 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.
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
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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…
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?
Ms. D: Hindi kasi ang, kumbaga ang decision ko na ako mag-aalaga sa mga anak
ko.
Ms. D: Oo. Eight years, kasi twelve years old na ‘yung panganay ko ngayon. Four
years, tapos pagkatapos nun ‘tsaka ako nag-ano dito.
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.
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?
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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.
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.
Ms. D: Oo naman.
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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.
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 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: 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 na- kakausap 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
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.
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…
Ms. D: Na ‘yun?
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.
Ms. D: Ay hindi
Interviewer: So wala.
Ms. D: Depende.
Interviewer: Opo.
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?
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?
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
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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: 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…
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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?
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.
Ms. D: Wala naman, okay lang. (laughs). Okay naman. Hindi, overall okay lang.
Masaya.
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.
Ms. D: Oo, oo. Lalo ‘pag ‘yung Christmas party, talagang ‘pag ikaw may pamilya
ka, talagang…
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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
Ms. D: Oo. Oo. Pero, ‘tsaka ‘yan dito kasi kahit papano, ‘yung family mo, medyo
inaano rin sila.
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.
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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.
Ms. D: Sige
Born 1968
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: 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.
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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?
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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)
Ms. E: Ah hindi kami kasali dun. Hindi kami—ang accounting ‘tsaka treasury
hindi kasali doon.
Ms. E: Uh… ang gawa ko kasi inaagahan ko sa umaga kasi ‘pag five umuuwi na
ako talaga pero
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.
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.
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.
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Interviewer: sa HR po
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
Interviewer: Tapos uhm… uh… after five or ten years po, tingin niyo nandito pa
kayo sa IT Firm?
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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.
Ms. E: Depende. Nung lumipat naman ako sa Advance, hindi ko tinignan ang—
Hindi ako tumitingin sa sahod.
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.
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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.
Ms. E: Oo. Kasi hindi naman… Kung may problema kami (…) kasi may mga
na-aano ngang kasama. ‘Yung ganun.
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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.
Ms. E: Oo, okay naman kami. Wala… wala kami… ‘yung dito ah, wala.
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: Uhm… If you don’t mind me asking po, tanong ko lang sana po
kung kailan po kayo pinanganak?
Mr. F: Oo.
Mr. F: This company? Well siguro um almost 6 years. Ah! 6 years lang.
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.
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: You think po na ‘yung work niyo ‘tsaka ‘yung social life niyo
balanced po? Kasi ‘di ba ‘pag Saturday may work din po kayo?
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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?
Mr. F: Wala.
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.
Mr. F: Siyempre mas maganda kapag walang Saturday kasi time din ‘yun.
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
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government tapos ‘pag may mga private companies kami, minsan Sabado namin
talagang finofocus.
Mr. F: Oo, ‘pag may project lang naman. Pero ‘pag walang project, walang
overtime.
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.
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.
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.
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: 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: 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?
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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.
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.
Mr. F: Ggrab ko na. Wala nang problema diyan, lahat naman ng tayo kung ano
mas maganda ‘di ba?
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Born: 1987
Ms. G: Uh… One year palang siya, one year and two months.
Interviewer: Okay na po. ‘Yung interview po. ‘Di ba may sinagutan kayong
questionnaire?
Ms. G: Mmm…
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
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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: 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.
Ms. G: Oo. Lalo na ‘pag may deadline… (laughter). Monday to Saturday ganoon.
Interviewer: Opo.
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
Ms. G: Gusto ko rin ‘yung work ko kasi ano eh, maganda siya. Kasi love ko rin
kasi siay kaya pumasok ako dito.
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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: Yes.
Ms. G: Nagstart ako nung eighteen ako so—marami na rin, matagal na eh. Free
lance, ‘yun.
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…
Ms. G: Oo naman. Happy kahit single (laughs). Hindi, happy—happy, happy dito
sa buhay dito.
Ms. G: Oo
Mr. H: 25
Mr. H: (…)
Mr. H: Ako is, technical support. So, ako handle namin ano, province.
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.
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Mr. H: Oo.
Mr. H: Yes.
Mr. H: Tapos ‘yung pangalawa, is 1. Actually, ano ‘yun sila eh, ‘yung company
na ‘yon is (…) company.
Interviewer: Ahh..
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Mr. H: So, una kasi is more, parang ganito rin servicing, Kaso (…) more on
sale…
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 (…).
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: 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.
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.
Mr. H: (…)
Interviewer: Umm, okay lang sayo na may pasok every Saturday?, or hindi kayo
nakaka(…)
Mr. H: Oo.
Mr. H: Oo.
Interviewer: So, pero po, ‘pag may chance na kunwari tanggalin ‘yung Saturday,
okay lang po?
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.
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.
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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: 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?
Interviewer: Ah, tapos, uh, do you feel na committed ka sa company or loyal ka?
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Mr. H: Oo naman.
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?
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.
Interviewer: You hope so. Ah, if ever po may dumating na opportunities, will
you take it? little bit more sa pay or something.
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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.
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.
Mr. H: Mmm
(Laughter)
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: (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: 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.
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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… (…)…
(Laughter)
Mr. I: Opo.
Mr. I: Oo.
Mr. I: Outing?
Interviewer: ‘Yung for example, ‘yung party at saka ‘yung summer outing.
Mr. I: Nag-ttraining dito ‘yung mga suppliers pero more ano ‘yun, sales ‘yun e.
Interviewer: Ah…
Mr. I: Mayroon.
Interviewer: Opo.
Interviewer: Tapos po ah… May trabaho na po ba kayo bago kayo pumasok dito?
Mr. I: IT o IT rin?
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: Tapos po, um ‘di ba po ‘yung Monday to Saturday, mas gusto niyo
po ba na wala na ‘yung Saturday or…?
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Mr. I: Mas gusto namin. Kasi Saturday, more on ano na ‘yan, kami mga training
ganun lang ‘yan. Wala na siyang office work.
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.
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: Depende?
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Mr. I: Depende.
Mr. I: Oo.
Mr. I: Hindi…
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Interviewer: Ah… After mga 5 or 10 years po, makikita niyo po ba sarili niyo
dito pa sa IT Firm?
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: So—
Mr. I: Depende…
Mr. I: Depende sa usapan ‘yan, baka may mga naka-hide na kung ano anung
contrata…
Mr. I: Gusto ko ‘yung malapit sa uuwian ko. (laughs) Kung lilipat halimbawa…
hindi pa napag-iisipan eh.
Mr. I: Dito?
Mr. I: Oo.
Mr. I: Dahil doon sa manager ko, hindi ko pa (…) hindi nila (…). Mayroon kasi
kami na 30 plus lang (…).
Mr. I: Oo (laughs) sa akin ibabato lahat ngtrabaho nun. (laughs) Sa akin ibabato
‘yun! (laughs)
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: ‘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.
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--
Mr. I: Kung gusto mapunta sa kanila, pag-uusapan pa. Kaya ‘pag may claiming
na ganun, hindi sila excited sa ganun.
Ms. J: (…)
Ms. J: (…)
Interviewer: So 9 months…
Ms. J: 9 months
Interviewer: Position?
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 (…)
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Ms. J: Hmmm…
Interviewer: In general, In general, like you know (…) package. (…) . Does it
make you happy?
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..
Ms. J: Oo, dagdagan pa, para like mas maging close ‘yung mga tao.
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.
Ms. J: Sa akin?
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.
(Laughter)
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.
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: Pero ‘di ba, you said you wanted to try another company?
Ms. J: Uhumm
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.
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,
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any company as long as nag re-regularize sila and nag bayad ng okay, ‘yun naman
ang habol ko.
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.
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: Oo
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.
Ms. J: Uhum
Ms. J: ‘Yung work lang, gusto ko talaga ‘yung more on ‘yung marami akong
ginagawa and talagang matututo ka ng sobra sobra.
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.
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.
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(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
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.
(Laughter)
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 (…)
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Ms. J: Feeling ko, ‘yun ang main factor, kasi bata pa, kasi parang marami akong
gusto itry na opportunities…
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…
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?
Interviewer: Oo … (…)
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(…)
Ms. J: Eh ‘di ba ‘pag (…) . Oo. Unlike ‘pag matanda ka na, okay lang.
(Laughter)