Author: Lorelei R. Danila

Doi: 10.26480/mjhrm.01.2025.41.44

This is an open access article distributed under the Creative Commons Attribution License CC BY 4.0, which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited

The study examined the strength of the relationship between workload distribution and equity, and job performance, measured through quality, quantity, and timeliness among employees in one of government agencies based in Laguna, Philippines, utilizing the descriptive correlation research design. A total of 27 respondents, including 25 regular employees and 2 contract workers, participated in the study. Using the Spearman’s rho correlation coefficient, the result indicates a neutral composite mean for workload distribution (2.80) and equity (3.0), while job performance in terms of quality, quantity, and timeliness shows very satisfactory composite mean (4.47). Statistical test examining the relationship between workload distribution and equity, and job performance (>0.05) showed weak correlations and non-significant p-values, contradicting previous research findings. This emphasizes the importance of taking into account additional factors such as individual skills and organizational processes, as well as cultural context of Filipino resiliency and hard work which influences perceptions of workload fairness and job performance outcomes, with employees accepting work challenges as part of their job. Recommendations are creating a fair system for giving out tasks based on each person’s skills, incorporating employee feedback through surveys and meetings, and looking into other factors such as culture of the organization and what motivates employees.

KEYWORD

Workload Distribution, Job Performance Quality, Quantity, Timelineess, Individual Performance Commitment Review

1. INTRODUCTION

Workload management is a strategic way to distribute tasks in a way that boosts performance, and doing so also effectively translates to successful deliveries of projects. Therefore, it is instrumental in capacity planning and resource utilization, as well as employee performance among other positive business impacts (Landau, 2023). In the Philippine setting, there is a substantial number of related studies in the field. Exploring the local collection of academic journals hosted by C&E Publishing Inc., Philippine E-Journals, there are 15,133 listed articles on the topic covering education, government, and corporate. To give an overview, Laguna occupies the north-central section of Region IV-A (CALABARZON). As of the 2020 data published by the Philippine Statistics Authority, the province’s population census is 3.38 million (Philippine Statistics Authority, 2021). It comes second in the region’s recorded 16.1 million total population in that same year next to Cavite, which has 4.3 million people.

In a study, an excessive workload may make it difficult for workers to balance their professional and personal duties, which may leave them with insufficient time to do tasks that have been allocated (Murkhana et al., 2023). Moreover, a shortage of resources can have a negative impact on productivity. Examples of this include limited access to essential equipment and a lack of support. Another critical factor cited is workload distribution. That is, perceived unfairness might lower motivation. Therefore, the objective of this study is to determine whether work distribution influenced the job performance of one of the government agencies in Laguna.

2. REVIEW OF LITERATURE AND STUDIES

Traditionally, job performance is measured by the proficiency with which an individual employee carried out tasks specific to their job description. But it has since evolved with the changing nature of work and organizations (Kappagoda, 2018). In modern definition, job performance or employee performance has multidimensional construction and criteria which are crucial in the determination of the overall success of an organization (Sendawula et al., 2018; Nini, 2019). Government agencies also heavily rely on this appraisal system just like any organization. This helps in evaluating the effectiveness of employees and development plans tailored to them, identifying points for improvement such as training requirements, and assuring the accountability in the delivery of public services. Additionally, by setting a clear set of performance expectations, providing feedback to employees, and recognizing commendable performances, they can enhance motivation, satisfaction, and overall performance (Alainati et al., 2024).

In the Philippines, particularly in the government, job performance is evaluated through their Individual Performance Commitment Review (IPCR). It serves as a binding contract between the employee and the management where targeted outputs for specific rating periods are clearly spelled out, including the performance standards which serve as basis for evaluating each output. These standards anchor on quantity of work, quantity of work, and timeliness. Quality, on the other hand, evaluates accuracy, thoroughness, and competence that drive and maintain the standards of an organization (Sokolowski, 2023). The most important factor that qualifies quality is competence or competency, which focuses on the integration of knowledge of the tasks with the skills and ability to perform them and the behaviors and attitudes while carrying them out. Lastly, timeliness is demonstrated as the ability to meet deadlines and manage their time, with standards set realistically in view of other job demands and needs of the organization (Developing Performance Standard, 2024). Every government employee is required to undergo this review. In addition to this, the study conducted also cited that the Philippine Civil Service Commission has required all local governments to have a strategic performance management system as a central element of responsible and effective governance (Gabriel and Villaroman, 2019).

In general, IPCRs are used to make decisions about promotions, bonuses,and other forms of recognition and rewards, and to identify areas wherefurther development or training may be needed. Specifically, in thePhilippine government, it is used as a measure for Performance-BasedBonus (PBB) (Office Order No. 19, 652, 2019). Job performance isinfluenced by multiple factors, including job design, management style,working conditions, and environment (Watetu, 2017; Diamantidis andChatzoglou, 2018; Latifah et al., 2024). A researcher also enumeratedcompensation, working hours, conflict, job stress, motivation, training,and job experience, Furthermore, the workload is classified into two (2)categories, namely physical and mental (Mesiya, 2019). Physical workloadrefers to work that is done with muscle activity, in a specific posturecondition, depending on age, sex, type of physical activity, environmentalfactors, heart rate, and body weight. And this is indicated by physicaldemand and effort. There are techniques and systems designed to delegateand manage workload, with the primary goal of minimizing thediscrepancy between workloads and the capacity of the assignee andbalancing them out (Inegbedion et al., 2020). And this is an important partof the work process.

There are three different levels of workload perception. According to astudy, when an individual thinks that they have sufficient resources tocarry out the job in relation to the job requirements, they perceive theworkload as normal (Ceviz and Deniz, 2019). Both high and low workloadhave been observed to have the same impact on job performance. In thestudy by they considered excessive workload as a job demand while lowworkload or boredom as a lack of job resources, and both can topple thebalance and result in consequences (Avcı, 2023). Furthermore, theyaddressed these two as the antecedents of different positive and negativeorganizational elements.

Job satisfaction directly influences quality of service and organizationaldevelopment, contributing to improved performance and productivity andreducing absenteeism and staff turnover (Lu et al., 2019; Chen et al, 2019;Galbany-Estragues et al., 2019; Phillips, 2020). Another factor that affectsworkload distribution is job enlargement. It is defined as a form of jobredesign that horizontally expands the job by increasing the number aswell as variety of tasks. This is intended to boost the job’s motivationalvalue as a counteraction to monotony and boredom (Carpini and Parker,2016).

3. RESEARCH METHODOLOGY

The descriptive correlational research method was used in this study, itexplains and examine relationships between variables without anyintervention by the researcher and testing their strength of association,this study applied correlational research under the first situation, with theindependent variable identified as Work Distribution, evaluated throughworkload distribution and equity, while the dependent variabledetermined as Job Performance, measured through quality, quantity, andtimeliness. The researcher selected the study’s respondents through totalpopulation approach, wherein the entire population that possesses aparticular set of characteristics is examined (Canonizado, 2021). Thiscollection of characteristics applied to regular employees and serviceworkers who must submit IPCR.

The survey data revealed that 33.3% of the participants were 31-40 yearsold, 25.9% were 20-30, and 18.5% were 41-50. Female respondents outnumbered male respondents 40.7% to 59.3%. Many (51.9%) hadworked for the agency for 1-5 years, with millennials making up themajority. The report also showed that 92.6% were permanent employeesand 7.4% contract workers. A small minority (3.7%) completed 11-15tasks during their 8-hour shift, whereas 59.3% did 1-5 tasks. This studyused a survey questionnaire and Individual Performance CommitmentReview data. The survey questionnaire was adapted from a study (Suozzo,2015).

The author was notified by email for permission. The modified questionswere pilot tested with 10 respondents from a separate government agencywith similar characteristics to the study’s respondents. The sameconfidentiality agreement applied to pilot test respondents. The study’sstatistician assessed the test before sending the survey questionnaire tothe selected respondents. A link allowed participants to complete theofficial survey at their own time and from anywhere with internet access.Email and other digital means were used to communicate the survey linkwith the intended population. The questionnaire has two parts. Section 1includes respondents’ age, sex, years in service, employment status, andtasks or targets completed. The next section covered respondents’ viewson workload distribution and equity. Section 2 was interpreted using afive-point Likert scale: 5 (strongly agree), 4 (3:41-4:20), 3 (2:61-3:40), 2(1:81-2:60), and 1 (1:00-1:80).

4. RESULTS AND DISCUSSION

4.1 Workload Distribution

Table 1a shows the results with a mean score of 2.80, indicating neutralityin the statements. Neutral, in basic understanding, is described as anunsure or cannot decide type of response, it’s a broader concept influencedby a number of different factors and can reflect a number of scenarios,including (1) ambivalence about the issue, (2) lack of opinion due to lackof knowledge or experience, (3) never developed an opinion as issue isconsidered irrelevant, (4) opinion is not socially desirable, and (5) norecall of particular experience related to issue being rated (Mora, 2019).

Table 1b presents that respondents agreed they do two different types of work at the same time with a mean score of 3.39. This indicates that employees that agree to work on many activities at the same times may indicate possible issues with multitasking and workload management which if not handled may result in greater stress and lower efficiency. This is supported by the findings of a study that high levels of workload are associated with high level of job stress (Kokoroko and Sanda, 2019). The line item “I enjoy my work more than my leisure time” with got the lowest mean score of 2.93 indicating neutrality which may suggest a lack of job satisfaction or fulfillment. This could have an impact on staff morale, engagement, and general well-being. One of the studies mentioned that the lack of leisure time can have damaging consequences for a worker’s well-being (Wiese et al., 2017).

As shown in data from table 2, on average, the respondents received a very satisfactory rating in their job performance across all three (3) metrics of quantity, quality, and timeliness (mean= 4.47). The high rating in Quality (mean=4.73) suggests that employees are producing exceptionally high-quality work. Moreover, this reveals that despite their perceived workload conditions and fairness of task delegation, they were able to perform beyond what was expected of them.

The data from table 3a presents the findings of a test aimed to explore the relationship between workload distribution and job performance in terms of quantity, quality, and timeliness within the context of organizational culture. All Spearman rho coefficients were close to 0, meaning that there is a low or weak correlation between workload distribution and job performance. And all the calculated p-values were greater than 0.05, signifying that the probability is not statistically significant. This result is contrary to previous studies that workload distribution affects performance (Herawati et al., 2023; Herdiana and Sary, 2023).

Spearman rho coefficient values were close to 0 meaning that there is low or weak correlation between equity and job performance. And all the calculated p-values were greater than 0.05, signifying that the probability is not statistically significant, contradicting previous studies indicating that equity influences job performance (Inuwa, 2017; Han, 2019; Rehman et al., 2022). Therefore, it concludes that there is no significant relationship between the two variables. This suggests that factors other than fairness, such as individual abilities, motivation, and organizational support may influence job performance.

5. CONCLUSIONS AND RECOMMENDATIONS

Respondents are ambivalent about workload volume and resource availability and lack job interest. Respondents acknowledge encountering mismatched workloads and occasionally breaking rules to achieve duties but remain indifferent about incompatible workplace norms and guidelines. Everyone obtained high marks (extremely satisfactory review), suggesting they exceeded job performance standards. Given the results, each respondent shows a strong sense of responsibility, constantly delivering high-quality work, performing duties efficiently, and fulfilling documentation deadlines. Based on this study’s findings and analysis, numerous recommendations were made to improve work distribution and performance. Managers may develop and implement a comprehensive work distribution framework that takes into account not only the workload capacity of individual employees but also the skills and capabilities. An assessment and evaluation of individual tasks could be done to ensure equitable task allocation and workload balancing across teams and departments. The Human Resource Department may coordinate with agency leaders. Encourage employees to provide feedback on their experiences, especially with work distribution and job performance. Surveys, focus groups, and suggestion boxes may be implemented to gather insights and perceptions of workers.

In addition, a Work Distribution Plan may be used as a guide. This includes understanding Team Goals and Objectives, assessing the skills, strengths, and weaknesses, breaking down tasks and responsibilities or prioritizing team tasks, balancing team workload, promoting communication and team collaboration, and regular team performance review and work distribution. Future Researchers may use additional variables that may influence job performance within the government agency. This could include factors such as organizational culture, leadership style, employee motivation, or job satisfaction, recognizing cultural context of resilience and hard work among Filipino employees.

REFERENCES

Alainati, S., AlKhatib, H., AlAjmi, M., and Al-Duaij, M., 2024. Investigating The Effectiveness Of Employees’ Performance Appraisal System: Kuwait Case Study. International Journal of Professional Business Review, 9 (3), Pp. e04453. https://doi.org/10.26668/businessreview/2024.v9i3.4453

Carpini, J.A., and Parker, S.K., 2023. Job enlargement. Edward Elgar Publishing eBooks. https://doi.org/10.4337/9781800378841.j.5

Chen, Y.C., Guo, Y.L.L., Chin, W.S., Cheng, N.Y., Ho, J.J., and Shiao, J.S.C., 2019. Patient–Nurse Ratio is Related to Nurses’ Intention to Leave Their Job through Mediating Factors of Burnout and Job Dissatisfaction. International Journal of Environmental Research and Public Health, 16 (23), Pp. 4801. https://doi.org/10.3390/ijerph16234801

Civil Service Commission, 2024. The Official Website of the Philippines Civil Service Commission. http://www.csc.gov.ph/

Developing Performance Standards. 2024. U.S. Office of Personnel Management. Retrieved April 20, 2024, from https://www.opm.gov/policy-data- oversight/performance-management/performance-management- cycle/planning/developing-performance- standards/#:~:text=Timeliness%20addresses%20how%20quickly%2C%20wh en

Diamantidis, A.D., and Chatzoglou, P., 2019. Factors affecting employee performance: an empirical approach. International Journal of Productivity and Performance Management, 68 (1), Pp. 171–193. https://doi.org/10.1108/ijppm-01-2018-0012

Gabriel, A.G., and Villaroman, N.S., 2019. Strategic performance management in local governments in the Philippines: work and rating challenges. Asia Pacific Journal of Public Administration, 41 (2), Pp. 119–125. https://doi.org/10.1080/23276665.2019.1631032

Galbany‐Estragués, P., Millán‐Martínez, P., Mar Pastor‐Bravo, M., and Nelson, S., 2019. Emigration and job security: An analysis of workforce trends for Spanish‐trained nurses (2010–2015). Journal of Nursing Management, 27 (6), Pp. 1224–1232. https://doi.org/10.1111/jonm.12803

Han. 2019. Research on the Relationship Among Pay Equity, Employee Engagement and Job Performance. Advances in Social Science, Education and Humanities Research, Pp. 268. http://creativecommons.org/licenses/by-nc/4.0/

Herawati, H., Setyadi, D., Michael, M., and Hidayati, T., 2023. The Effect of Workload, Supervisor, and Coworker Supports on Job Performance through Job Satisfaction. International Journal of Finance, Economics and Business, 2 (1), Pp. 13–33. https://doi.org/10.56225/ijfeb.v2i1.168

Herdiana, R.P., and Sary, F.P., 2023. How workload impacts the employee performance and how work stress acts as a mediating variable in shoes manufacturing company. International Journal of Research in Business and Social Science (2147-4478), 12 (5), Pp. 164–173. https://doi.org/10.20525/ijrbs.v12i5.2756

Hidayat, Supardi, Anwar, and Anggiani. 2022. Employee Motivation, Job Satisfaction, and Employee Performance: A Literature Review. Dinasti International Journal

Inegbedion, H., Inegbedion, E., Peter, A., and Harry, L., 2020. Perception of workload balance and employee job satisfaction in work organisations. Heliyon, 6 (1), Pp. e03160. https://doi.org/10.1016/j.heliyon 2020.e03160

Inuwa, M., 2017. Relationship between Job Equity and Performance of Employee: A Literature Review. International Journal of Business and Management Future, 1 (1), Pp. 8–15. https://doi.org/10.46281/ijbmf.v1i1.110

Inuwa, and Idris. 2017. Role Of Job Equity On Employee Performance. International Journal of Management Science Research, 3 (1). https://www.researchgate.net/publication/321966687_ROLE_OF_JOB_EQUIT Y_ON_EMPLOYEE_PERFORMANCE

Kappagoda, S., 2018. Self-Efficacy, Task Performance and Contextual Performance: A Sri Lankan Experience. SSRN Electronic Journal. https://doi.org/10.2139/ssrn.3198802

Kokoroko, E., and Sanda, M.A., 2019. Effect of Workload on Job Stress of Ghanaian OPD Nurses: The Role of Coworker Support. Safety and Health at Work, 10 (3), Pp. 341–346. https://doi.org/10.1016/j.shaw.2019.04.002

Landau, P., 2023. Workload Management: How to Manage Your Team’s Workload. ProjectManager. https://www.projectmanager.com/blog/how-to- manage-your-teams-

Latifah, I.N., Suhendra, A.A., and Mufidah, I., 2023. Factors affecting job satisfaction and employee performance: a case study in an Indonesian sharia property companies. International Journal of Productivity and Performance Management, 73 (3), Pp. 719–748. https://doi.org/10.1108/ijppm-03-2021-0132

Lu, H., Zhao, Y., and While, A., 2019. Job satisfaction among hospital nurses: A literature review. International Journal of Nursing Studies, 94, Pp. 21–31. https://doi.org/10.1016/j.ijnurstu.2019.01.011

Mesiya, A.Y., 2019. Factors Affecting Employee Performance: An Investigation on Private School Sector. https://papers.ssrn.com/sol3/papers.cfm?abstract_id=3645036

Murkhana, I., Majid, M., Agustina, Sakir, A., and Hafasnuddin, 2023. How important is workload affect occupational frustration? A bibliometrics analysis. 2023 International Conference on Decision Aid Sciences and Applications (DASA). https://www.researchgate.net/profile/M-Shabri-Abd- Majid/publication/374932435_How_Important_is_Workload_Affect_Occupational_Frustration_A_Bibliometrics_Analysis/links/653b47d924bbe32d9a7216ea/ How-Important-is-Workload-Affect-Occupational-Frustration-A-Bibliometrics- Analysis.pdf

Nini, M., 2019. Job performance. CQ Net – Management Skills for Everyone! https://www.ckju.net/en/dossier/job-performance-evidence-based- management-perspective-why-task-and-contextual-performance-matters/1258

Phillips, C., 2020. Relationships between workload perception, burnout, and intent to leave among medical–surgical nurses. International Journal of Evidence-Based Healthcare, 18 (2), Pp. 265–273. https://doi.org/10.1097/xeb.0000000000000220

Rehman, A., Muhammad, K., 2022. The role of social equity in employee performance of the banking sector. Rehman Et Al., Journal of Banking and Social Equity, 1 (2). https://doi.org/10.52461/jbse.v1i2.1786

Sendawula, K., Nakyejwe, K.S., Bananuka, J., and Najjemba, M.G., 2018. Training, employee engagement and employee performance: Evidence from Uganda’s health sector. Cogent Business and Management, 5 (1), Pp. 1470891. https://doi.org/10.1080/23311975.2018.1470891

Spearman’s rank correlation coefficient. 2018. BMJ, k4131. https://doi.org/10.1136/bmj.k4131

Sravani, A., 2018. Managing the Distribution of Employee Workload of the Hospital Staff. IJRDO. Journal of Business Management, 4 (1), Pp. 33–43. https://doi.org/10.53555/bm.v4i1.1799

Suozzo. 2015. The Effect of Workload, Job Satisfaction, and Role Conflict on the Timing of Leaving of Nursing Faculty From Their Current Faculty Position. Seton Hall

Watetu. 2017. Factors affecting employee performance in an organization: a case study of postal corporation of kenya. Core.ac.uk.

Wiese, C.W., Kuykendall, L., and Tay, L., 2017. Get active? A meta- analysis of leisure-time physical activity and subjective well-being. The Journal of Positive Psychology, 13 (1), Pp. 57–66. https://doi.org/10.1080/17439760.2017.1374436