BIBLIOGRAPHY

Books

Nicholas, Public administration and public affairs. New Jersey: Prentice Hall (1995)

Shafritz, Jay M. Introducing public administration. New York: Longman. (2003)

Bruce, Wifa M. Classic of administrative ethics. Boulder: Westview Press (2001)

Bautista, Victoria A. Introduction to public administration in the philippines Quezon City:

University of the Philippines Press and College of Public Administration University of

the Philippines (1993)

Bautista, Victoria A. Introduction to public administration in the philippines (revised edition).

Quezon City: National College of Public Administration and Governance University of

the Philippines (2003)

Published

Cagayan State University, Revised student manual 2013

Maggay, Thelma P. “Work performance of college deans of csu carig”, Unpublished Thesis of

Cagayan State University, Tuguegarao City, 2000 Page 63-65

Avena et al. “Assessment student services in cagayan state university”, Unpublished Thesis of

Cagayan State University, Tuguegarao City Cagayan, 2012 Page 69-75

Alvares et al. “Management and employee variables related to the performance and work

attitude department of agrarian reform personnel”, Unpublished Thesis of Cagayan

State University, Carig Campus, 1993

Anciado et al. “Training need assessment of student leaders in cagayan state university”,

Unpublished Thesis in Cagayan State University, Carig Campus, 2012

Siniguian, Many T. “A survey on the organizational culture and performance of cagayan state

university at tuguegarao“ Unpublished Thesis of Cagayan State University, Carig

Campus 1998

APPENDICES

APPENDIX ASurvey Questionnaire

FOR THE OFFICE HEADS AND STAFFPart I. Respondent’s Profile

Direction . This part of the questionnaire requires that you supply the information required. Please indicate your answers on the appropriate space, and check the corresponding circles.

Name:___________________________________________________________________

Sex: Male Female Age: _________ Civil Status:___________________

Number of Dependents: __________

Highest Educational Attainment: ____________________________________________

Inclusive Dates AgencyPosition Monthly Salary

Status of Appointment

Employment History:

Eligibility:

Title of Examination Year Taken

Trainings Attended:Field of Training Period of Training

Scholarships/Study Grant/Awards Received:____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

Performance Ratings during the Periodsa) January-June 2014 _____________________________________________________b) July-December 2014 _____________________________________________________c) January-June 2015 _____________________________________________________

FOR THE OFFICE HEADS, STAFF, FACULTY, AND STUDENTSPart II. Measurement of the Management and Service Delivery Performance

This survey that will be used to assess the service delivery performance of the officials and personnel of the different offices in CSU Carig Campus will provide the opportunity to give feedback anonymously to foster organizational development, evaluate key management including students to understand better the administrational management system.

Instruction:a) Please answer carefully for each item

b) Your responses should reflect your reactions and ideas on how you understand and view

the CSU Carig administration and offices.

c) On a scale of lowest (1) to highest (5), check your rating on the service delivery

performance of the different offices of CSU Carig, Campus.

1 - Strongly Agree (SA)

2 - Agree (A)

3 - Uncertain (U)

4 - Disagree (DA)

5 - Strongly Disagree (SDA)

A. Management Measures 1SA

2A

3U

4DA

5SDA

1. The goals and objectives of these offices are clearly defined and regularly reviewed.

2. The offices have a mechanism for periodic evaluation of its achievement of goals and objectives.

3. Key management devotes adequate time to advanced, dynamic planning, and involves subordinate in the process as appropriate.

4. Key management in these offices supports high achievers among employees.

5. Offices regularly review the assignment and roles of responsibilities, as well as the delegation of authority for performance.

6. Key offices that adequate personnel development and training are available for employees to carry out assignment task.

7. Offices as an adequate system are regular and meaningful performance evaluation of employees.

8. The offices demonstrate commitment to provide satisfactory service to the students.

9. The offices reward personnel on the basis of merit performance, encouraging competence.

10. The offices treat employees equally regardless of their sex or race.

B. Organizational Communication 1SA

2A

3U

4DA

5SDA

1. The present state of offices communication is satisfactory.2. The communication between management and your self is

adequate3. In your area of responsibility, communication is satisfactory

between you and your subordinates.4. There is adequate written communication in the offices.5. There is adequate oral and group communication.6. The present state of offices communication is satisfactory.7. The work climate encourages employees to their best and to

perform well as they can.8. The offices emphasize the operation as an operational norm.9. The atmosphere in the offices encourages people to open and

candid with management.10. Officials regularly feedback irregularites and problems

C. Management Team1

SA2A

3U

4DA

5SDA

1. Clear offices objectives and targets.2. Competency in themselves and their coordinates.3. Providing leadership model for subordinates.4. Continuous, planned offices renewal.5. High productivity standards.6. High service standards.7. Experimenting with new ideas and approaches.8. Coordination and cooperation in and among the organizational

work units.9. Conducting meaningful and productive meetings.10. Confronting conflict directly and settling disagreements other

than avoiding or ignoring it.

11. Promoting creative thinkers and innovative performers.12. Always trying to things better.13. Equal employment opportunity and affirmative action.14. Creating a motivating environment for employees.15. Open, authentic communications with each other’s and their

subordinates.16. Clarifying offices roles and responsibilities so there is no

confusion or overlap.17. Teamwork and collaboration within and among upper level

management.18. Effective concern for training subordinates to perform

competently.19. Sharing of power, authority and decision making with lower-

level management.20. Consistency in organizational policies and procedures.

D. Organizational Relations1

SA2A

3U

4DA

5SDA

1. Employees generally trust top management.2. Employees usually level in their communication with

management providing authentic feedback.3. Employees are usually open and authentic in their work

relation.4. If employees have a conflict or disagreement with

management they usually work it out directly ore, seek mediation.

5. When employees receive administrative directives or decisions with which they do not agree, they usually confront without dissent.

6. Top officials are not threatened by younger, competent staff members or subordinates who may have more knowledge, information or education.

7. Top officials are able to interact effectively with minority and female peers or subordinates.

8. Top officials really try to be just and fair to the employees, using competence only as their evaluative criterion or performance.

9. Employees have opportunities to clarify changing roles and relationship.

10. Organization is less concerned above the need of students as well as getting the task done.

E. Administration changes 1SA

2A

3U

4DA

5SDA

1. Administration is able to handle the new demands made upon it as a result of the changes in top administration and management emphasis.

2. Administration does not seek adequate input from employees on those changes that affect them, or that they are to implement.

3. Administration is able to deal effectively with the new kind of person coming into work force and management.

4. Administration is innovative in finding ways to improve the institutional environment.

5. Constantly improving working conditions, both physical and psychological.

6. Willingness to consider innovations proposed to increase office service effectiveness.

7. Administration is willing to accept criticisms8. Every office has suggestion boxes open for students.9. Administration adopts long term changes than temporary

changes.10. Every staff adopts current issues and deals with the

environmental problems.

Part III. Measurement on the Level of Awareness of Students, Faculties and Officials

This survey will be used to assess the service delivery performance of the officials and personnel of the different offices in CSU Carig Campus. It will provide the opportunity to give feedback mechanisms to foster organizational development, evaluate key management and for students to understand better the true sense of administration management system in organization.

Instruction:a) Please answer carefully each item

b) Your responses should reflect your perceptions on how you understand and view the

CSU Carig administration and offices.

c) On a scale of lowest (1) to highest (5), check your rating on the service delivery

performance of the different offices of CSU Carig, Campus.

1 - Excellent (E)2 - Good (G)3 - Fair (F)4 - Poor (P)5 - I don’t Know (IDK)

A. Responsibility 1E

2G

3F

4P

5IDK

1. Employees greet clients with a smile and friendly disposition.

2. There is a specific person assigned to answer the telephone calls.

3. Phone calls are answered not later than the third ring.

4. Employees wear their ID’s at all times.

5. Employees who exhibit acts of courtesy are conferred regularly certificates of recognition and/or other awards deemed reasonable and appropriate by the Civil Service Commission (CSC).

B. Employment 1E

2G

3F

4P

5IDK

1. Rewards are granted based on the recommendation of the transacting public, co-employees, and supervisor.

2. Employees are selected on the basis of fitness to perform the duties and assume the responsibilities of the position.

3. Qualification standards are the minimum and basic requirements of positions in the government agencies, however, are not precluded from establishing higher standards for positions if deemed necessarily.

4. Vacant positions are open to all interested applicants.

5. Qualification standards are established for all positions in the first and second level.

B. Selection 1E

2G

3F

4P

5IDK

1. Candidates for appointments to third level positions are screened by the Promotion Selection Board for third level positions composed of at least three (3) career executive officials as maybe constituted in the agency.

2. The factors used in determining degree of competence and qualifications of employees are performance, education, trainings, experience, physical characteristics and personality traits and potential.

3. The selection boards are likewise determining en banc the list of employees recommended for promotion from which the appointing authority may choose the employee to be promoted.

4. The selection/promotion board is established in every office and they are responsible for the adoption of a formal screening procedure and formulation of criteria for the evaluation of candidates for promotion.

5. The appointing authority may appoint an individual who is not next in rank but possess superior classifications and competence than the next in rank employees.

C. Selection 1E

2G

3F

4P

5IDK

1. Employee who holds a next in rank position is deemed the most competent and qualified, possesses appropriate civil service eligibility, and meets the other conditions for promotion may be promoted to the higher position

when it becomes vacant.2. When employees are on equal footing in their

qualifications, preference may be given to the employee in the organizational unit where the vacant position is, or for second level positions, in the department or agency where the vacancy is.

3. The most qualified next-in-rank employee may be promoted to the vacancy.

4. The appointing authority may appoint an applicant who is not next in rank but possess superior qualification and competence, and has undergone selection process

5. The selection or promotion board is established in every department or agencies and they are responsible for the production of a formal screening procedure and formulation of criteria for the evaluation of candidates for promotion.

D. Working Condition 1E

2G

3F

4P

5IDK

1. Officials and staff perform the duties and responsibilities in accordance to their field and specialization.

2. There is a security of tenure.

3. Officials and staff give challenge and self-fulfilment.

4. Officials and staff give the opportunities to do the best they can in the performance of their duties and in dealing with the public.

5. Officials and staff give a lot of freedom to decide and on how to do their work.

6. Office building is well ventilated and free from hazard.

7. Office building is well designed, comfortable and safe to work with.

8. Office building and its premises are clean orderly and well maintained.

9. Staff approaches students with a smile.

10. Staff follows the no lunch break rule.

APPENDIX BLETTER OF REQUEST FOR THE REGISTRAR

Republic of the PhilippinesCagayan State University

Carig Campus

August 25, 2015

Rey Francis TaguibaoCampus, Registrar

Sir,

The undersigned are third year AB Political Science students of the College of Arts and Sciences. In partial fulfilment of the requirements in our subject Methods of Research, we are presently conducting a study entitled “Service Delivery Performance of the Different Offices in Cagayan State University, Carig Campus.”

In this connection, may we request a list of the population of the different colleges in Cagayan State University, Carig Campus.

Thank you for your immediate response!

Sincerely,

JALE ANN ESPAŇOL

MA. ANGELIKA OBISPO

KEEN ALAN CATALBAS

LIZA GARCIA

ARLEEN MALLILLIN

Noted By:

DANTE PASICOLAN, Ph.D.

ProfessorAPPENDIX C

LETTER OF REQUEST FOR THE COLLEGE DEANS

Republic of the PhilippinesCagayan State University

Carig Campus

________________________________________________________________________

Sir/Ma’am

The undersigned are third year AB Political Science students of the College of Arts and Sciences. In partial fulfilment of the requirements in our subject Methods of Research, we are presently conducting a study entitled “Service Delivery Performance of the Different Offices in Cagayan State University, Carig Campus.”

In this connection, may we request your good office, and the faculty to respond to the attached questionnaire. Your response will be deemed crucial for the success of the study.

The researchers will assure the confidentiality of your answers.

Thank you for your full support and cooperation!

Sincerely,

JALE ANN ESPAŇOL

MA. ANGELIKA OBISPO

KEEN ALAN CATALBAS

LIZA GARCIA

ARLEEN MALLILLIN

Noted By:

DANTE PASICOLAN, Ph.D.Professor

APPENDIX DLETTER OF REQUEST FOR THE OFFICE HEADS AND STAFF

Republic of the PhilippinesCagayan State University

Carig Campus

________________________________________________________________________

Sir/Ma’am

The undersigned are third year AB Political Science students of the College of Arts and Sciences. In partial fulfilment of the requirements in our subject Methods of Research, we are presently conducting study entitled “Service Delivery Performance of the Different Offices in Cagayan State University, Carig Campus.”

In this connection, may we request your good office, and the faculty to respond to the attached questionnaire. Your response will be deemed crucial for the success of the study.

The researchers will assure the confidentiality of your answers.

Thank you for your full support and cooperation!

Sincerely,

JALE ANN ESPAŇOL

MA. ANGELIKA OBISPO

KEEN ALAN CATALBAS

LIZA GARCIA

ARLEEN MALLILLIN

Noted By:

DANTE PASICOLAN, Ph.D.Professor

APPENDIX ELETTER TO THE RESPONDENTS

Republic of the PhilippinesCagayan State University

Carig Campus

Dear Respondents,

The undersigned are third year AB Political Science students of the College of Arts and Sciences. In partial fulfilment of the requirements in our subject Methods of Research, we are presently conducting a study entitled “Service Delivery Performance of the Different Offices in Cagayan State University, Carig Campus.”

In this connection, may we request you to respond to the attached questionnaire. Your response will be deemed crucial for the success of the study.

The researchers will assure the confidentiality of your answers.

Thank you for your full support and cooperation!

Sincerely,

JALE ANN ESPAŇOL

MA. ANGELIKA OBISPO

KEEN ALAN CATALBAS

LIZA GARCIA

ARLEEN MALLILLIN

Noted By:

DANTE PASICOLAN, Ph.D.Professor