http://dspace.cas.upm.edu.ph:8080/xmlui/handle/123456789/1 Mon, 06 Jul 2026 09:09:37 GMT 2026-07-06T09:09:37Z http://dspace.cas.upm.edu.ph:8080/xmlui/bitstream/id/0697d269-80b4-4eb5-856a-73f5814d2c39/DAC Logo2.jpg http://dspace.cas.upm.edu.ph:8080/xmlui/handle/123456789/1 http://dspace.cas.upm.edu.ph:8080/xmlui/handle/123456789/3792 The Perceived Effects of the Equitable PCI Bank Merger BG Aguirre Branch on Corporate Public Image and Customer Satisfaction Acuña, Rizza Recently, organizational change and development are the trends that we see in the economy. They have become more rampant. It may be because of our country's need for globalization or just a good business decision on hand. Mergers and acquisitions are without a doubt the good examples of organizational changes. It entails total organizational renovation and revamp. This then calls for a new, innovative and attention -getting corporate public image. It would be natural for the organization to change its mission and vision statement, products and services and management. The dilemma lies in how the new organization can entice the attention and elicit the continued support of customers. Aside from this, they have to maintain or better the satisfaction level of their customers. A fitting example of this is the recent Equitable PCI Bank merger. The two leading banks recently merged in the hopes of fixing their management troubles and to give their clients better service and products. Equitable Bank and PCI Bank combined their two impeccable reputations to build a new corporate public image, which will lead them to the 22nd century. They are now able to offer their customers a very wide range of products and services, v11hich cannot be found in other banks. Equitable PC! Bank launched a new corporate public image and this of course had a very big effect on their customers. The new management had to consider how all these changes would affect their relationship with their customers. This then leads us to our study, which focuses on the corporate public image and customer satisfaction level of the Equitable PCI Bank. We are now faced with our problem which is "How did the recent Equitable PCI Bank merger affect the corporate public image and customer satisfaction?". The study generally tackles the issue of whether the customers are aware of the new corporate public image of the merged bank and were their reaction towards it positive. This then would lead to the satisfaction level of customers. Was there an improvement or downward move of customer satisfaction level? Generally, this study would like to see if a move of this proportion is good for an organization and how does rt affect the reputation and the customers of the organization. To be able to gather this information, questionnaires focusing on the corporate public image and customer satisfaction level were provided. Specifically, the questionnaire gathers information about the respondents' previous bank and what information they know regarding the corporate public image of their bank then compares it with the information disseminated by the new Equitable PCI Bank. The latter part of the questionnaire compares the satisfaction level of the respondents towards the services offered by their previous bank and the new and merged Equitable PCI Bank. Interviews were also set up with some key people to get a better understanding of how the merger information was disseminated. A little of their opinion was also asked to get a clearer view of how this merger was perceived from the inside. The Equitable PCI Bank merger is generally perceived as a good organizational move. The respondents of the study showed that their satisfaction level towards the different services afforded to them has improved. It was also seen that the corporate public image of Equitable PCI Bank was very positive even if the respondents had reservations about the merger of the wo banks. Though, Equitable PCI Bank was very involved in providing customers with information about the ·: merger, these results did not solely rely on the efforts of the corporate communications department of the bank. Mon, 01 Jan 2001 00:00:00 GMT http://dspace.cas.upm.edu.ph:8080/xmlui/handle/123456789/3792 2001-01-01T00:00:00Z http://dspace.cas.upm.edu.ph:8080/xmlui/handle/123456789/3791 A Case Study on the Relationship of Gandour Philippines’ Motivational Strategies in Retaining High-Performing and Valued Employees Aguiling, Kristine B. Gandour Philippines, Inc. serves as the organization under study. It is composed of 114 employees, 65 of whom are regular workers. However, only about fifteen percent (15%) of these employees, or exactly ten employees were named by the management of the company as high-performing and valuable for the company's current success. The main problem of the study is centered on the effectiveness of the motivational strategies employed in Gandour Philippines in retaining high-performing and valued employees in the company. Specifically, it aimed to meet the following objectives: 1. To identify the motivational strategies employed by Gandour Philippines Inc. to retain its high-performing and valued employees 2. To determine the relationship of these motivational strategies in influencing the employees' decision to remain in the company despite their perception more rewarding opportunities elsewhere; The conceptual framework of the study is comprised of motivational strategies that can act on specific job factors that can contribute to job satisfaction which, in turn. can influence the employees' decision to remain in the company despite their perception of more rewarding opportunities elsewhere. Most of the terms used in this research are motivational strategies, hygiene and motivator factors, employee retention, high performing and valued employees, and employee exodus. Library research, survey questionnaires, and short, informal interviews with the respondents and the personnel supervisor were the research tools utilized in the study. Findings of the study indicate that Gandour Philippines employs motivational strategies that act on the internal (motivator) and external (hygiene) aspects of an individual's job. Most of the respondents placed a high amount of importance on motivators as opposed to hygiene factors. However, the respondents felt that hygiene factors were more given by the company despite the fact that the employees give more importance to motivator factors. The findings also indicate that majority of the respondents would leave the company if they were able to find another company that can provide them a job that can give them more motivator factors. Likewise, majority of the respondents would leave the company if they were able to find a company that can provide them more hygiene factors such as higher pay and benefits, higher status, and an environment where they experience a more satisfying personal life. However, majority would opt to stay in the company if they were able to find another company that can provide them specific hygiene factors such as better working conditions and interpersonal relationships. Based on the findings, the strategies employed by the company appeared ineffective because most of the respondents would still leave Gandour Philippines if they were able to find more rewarding opportunities elsewhere. The reason for this is that the strategies generally do not focus on the aspects of the job that the employees place a high amount of importance on. Hygiene factors can influence the employees' decision to stay in the company but it is not enough to keep the employees in the company even if they are already substantially given. Simply because the employees enjoy great maintenance factors, it does not mean that they will remain in the company. However, it does mean that they are not unhappy with their workplace. Furthermore, the findings imply that it is possible that the employees would opt to remain in the organization if the company matches its motivation strategies to fit the facet of the job which these employees value more, which, in this case are motivator factors. It implies foresight on the management's part to avoid focusing resources and attention solely on hygiene factors to the point that essential job content considerations are neglected. In this regard, the study recommends that Gandour Philippines should sustain the current strategies that act on hygiene factors but it should also focus and enhance their strategies more on motivator factors because the valued employees of the company prefers these motivator factors more as opposed to hygiene factors. Thu, 01 Mar 2001 00:00:00 GMT http://dspace.cas.upm.edu.ph:8080/xmlui/handle/123456789/3791 2001-03-01T00:00:00Z http://dspace.cas.upm.edu.ph:8080/xmlui/handle/123456789/3790 Influence of the Kinship System on the Management Leadership Style as Perceived by the Manager-Leader and the Employees: A Case Study Alvarado, Maria Arminda M. The basic element of the Filipino social structure is kinship. Thus, even if various organizational structures should operate in a professional and impersonal manner (Andres, 1981), Filipinos tend to be influenced by this personalistic value-orientation. This is the premise that is used for this research. The researcher wishes to find out how kinship influences the management leadership style of the manager-leader. This study aims to determine (1) the influence of kinship in the managerial functions of the manager-leader (2) the management leadership style used with kin and non-kin employees in terms of the leadership variables provided by Likert in his System of Management Leadership (Luthans, 1995) (3) the difference in the management leadership style employed by the manager with kin and non-kin employees in terms of decision-making, and (4) the overall dominant management leadership styles used with both the kin and non-kin group. Small-scale businesses are prevalent nowadays. Water-refilling stations flourish in this fast-becoming polluted country. The researcher conducted the study at Agua Berkeley, a water-refilling station, mainly because the manager employs people who are related to her, and at the same time, those who are not. There exists the environment that the researcher wishes to study about: how kinship influences the management leadership style of the manager-leader in dealing with both kin and non-kin employees as perceived by the manager-leader and the employees. The manager of the organization, Mrs Susan dela Cruz, performs leadership tasks as well. Thus, her function is termed as that of a manager-leader. The title is given so as to differentiate her function from other managers who does not dwell hands-on with the employees. The framework used consists of the decision-making levels in the Tannenbaum and Schmidt Continuum of Leadership Behavior combined with the leadership variables in the Likert's System of Management Leadership The variable kinship was then placed in the table. The data is gathered through surveys and an interview with the manager-leader for the background of the organization. The researcher conducted the survey with the purposive sample consisting of six employees who are related to the manager (kin), and another six (non-kin) who are not related to her. The manager-leader was also given the 3-part questionnaires Part I deals with the leadership variables, Part 2 is about the managerial functions, and Part 3 focuses on decision-making The study revealed that the manager-leader more often use the Participative to Democratic style (Systems 3 and 4) when dealing with the kin group. On the other hand, she employs the Benevolent-Autocratic to Participative style (Systems 2 and 3) when dealing with employees who are not related to her. The overall dominant leadership style that resulted from the two styles is Participative (System 3). More or less, the perception of the employees corresponds with the views of the manager-leader most of the time. Based on the research, kinship does influence the management leadership style of the manager-leader. Most of the difference, though, lies in the degree of the application of a particular style when dealing with both types of employees. Thu, 01 Mar 2001 00:00:00 GMT http://dspace.cas.upm.edu.ph:8080/xmlui/handle/123456789/3790 2001-03-01T00:00:00Z http://dspace.cas.upm.edu.ph:8080/xmlui/handle/123456789/3787 The Perceived Leadership Effectiveness of a Female Pasig City Mayor: A Case Study Ababan, April R. The rise and fall of any organization is often attributed to its leadership. Leadership is a process in which a leader influences the followers to act towards the attainment of the organizational goals (Yuki 3; Rost 102-03). It involves several aspects such as, functions, roles, traits, skills and styles. Honesty, integrity, motivation, self-confidence, creativity, and flexibility are among the important traits (Greenberg & Baron 500-01). The list of skills includes technical, administrative, intellectual and interpersonal (Bass & Stogdill 86). Interpersonal skills include communication skills, which may further be defined into oral, written, listening and nonverbal. While there are numerous research on leadership, studies that relate it to gender are inconclusive. The issue however, has advanced to the question of leadership effectiveness. Leadership effectiveness is "viewed as the ability of the leader ... to provide (through communication) for the needs of the employees and the attainment of organizational objectives" (Koehler 222). Literature on gender and communication suggests that women possess communication skills necessary for effective leadership. Studies on gender and leadership however, show that although neither males nor females possess an overall dominance in effectiveness, certain conditions namely, congeniality of (1) leadership roles, (2) type of organization, and (3) level of leadership may cause some differences (Eagly, Karau, Makhijani 137). Hence, masculine defined roles and first level position favor men, while feminine defined roles and second level position favor women. More so, business, education and social service organizations moderately favor women while military groups highly favor men. An electoral political organization however, is not included in the studies. Traditionally, electoral politics is male dominated. In fact, the few women who may get elected belong to similar background. Hence, it is indirectly suggested that it is doubtful for women to effectively lead in electoral politics. With this issue, this paper focuses on the main problem, "What are the perceptions of government employees of Pasig City on the leadership effectiveness of its female chief executive? The sub problems are: 1) What is the nature of Pasig City government?; 2) What is the profile of its female mayor as the chief executive?; 3) Do government employees perceive her leadership to be effective?; and 4) What communication skills are perceived to contribute in her effectiveness? The primary objective of this paper, on the other side, is to determine the perceived effectiveness of the female leader. The specific objectives are: 1) To discover the nature of Pasig City government; 2) To describe the background of its woman leader; 3) To determine the perceptions of government employees in her leadership effectiveness; and 4) To identify communication skills that contribute to her effectiveness. This research was limited to the study of leadership effectiveness and communication skills of a female as perceived by the employees in the Pasig City Hall during the data-gathering period. Descriptive research design, using case study, survey and document analysis was chosen to facilitate this study. The participants included the female mayor and the city hall employees, picked through convenience sampling. The quantitative data obtained were tabulated using frequency, percentage and rating while the qualitative data were presented in textual form. The study generated meaningful results. Firstly, the woman mayor leads in a male congenial organization. In fact, it presently has a female as its mayor. Men also dominate in all levels of the organization. More so, judging from the female vice-mayor's three consecutive terms in the office, she seems to be effective. Secondly, it was found that the woman mayor exhibits typical characteristics of women in politics. In particular, she started her formal political career when all her children had matured. She is also a college graduate. She has been exposed to politics as First Lady for nine years. Thirdly, the results showed that her leadership is generally perceived to be effective. In fact, the majority asserted that the government's goals are being addressed correspondingly. The findings also revealed generally positive attitudes towards the female mayor. Although male and female respondents admitted that they doubted her capabilities, other persistent reasons, aside from gender, were cited. Meanwhile, financial rewards, her traits, as well as her transparent leadership, her listening and relational skills and her efficient delivery of basic services were named as grounds for satisfaction, while her being newly elected was cited as the sole reason for dissatisfaction in her leadership. The same positive results were suggested in the quality of her contribution to group processes. The majority agreed that she is able to promote cohesiveness, motivate employees, enhance decision-making, contribute in problem solving, resolve conflict, help in fund generation and prepare the organization for challenges. When it comes to performance and overall effectiveness rating, the majority gave her an above average assessment. Finally, the results revealed that the woman mayor possesses communication skills that contribute to her effectiveness. In fact, she displays her listening skill as she encourages open discussion, and seeks for suggestions, motivation, and feedback. More so, through listening she is able to allow others to freely express their thoughts thus, making them feel that their ideas are valued. Her oral skill, on the other hand, helps her to facilitate one on one, group and public communications. In doing so, she is viewed to adjust her vocabulary and interest level to the person she is talking. She further benefits from this skill as she explains goals and policies, informs her constituents of important decisions, plans and events, and persuades businessmen to invest in the city. She is also said to provide accurate information, as well as, equal opportunities among conflicting parties. Her clearly written messages on the other hand, were cited to aid in explaining goals and policies. Meanwhile, the nonverbal behaviors observed, such as eye contact, good posture, smile, etc., which speak of confidence, credibility as well as, interpersonal affiliation as expected of women, reinforce her verbal communication. After examining these findings, the following conclusions were drawn. Firstly, the characteristics that the female mayor shares with the other female politicians help her become accepted in a male dominated organization. Secondly, the female mayor is generally perceived to be effective in performing first level leadership role despite the dominance of men in all levels of the organization. Finally, the woman mayor possesses positive oral, listening, writing, as well as nonverbal communication skills that contribute to her effectiveness as a leader. Fri, 01 Mar 2002 00:00:00 GMT http://dspace.cas.upm.edu.ph:8080/xmlui/handle/123456789/3787 2002-03-01T00:00:00Z