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INTRODUCTION
Rationale
No matter what society one lives in, all human beings depend on systems of
production to survive. For people in all societies, productive activity, or work, makes up
the largest part of their lives- it takes up more time than any other single type of
behavior.
Work, in sociology, is defined as the carrying out of tasks, which involves the
expenditure of mental and physical effort, and its objective is the production of goods
and services that cater to the human needs. An occupation, or job, is work that is done
in exchange for a regular wage or salary. Most people in full time employment work five
days a week, although there has been an increase in the number of people working
during weekends and part time. In recent years, the ability to work flexible hours has
grown in importance.
Man needs work in order to survive in the modern world. A decent job means
financial security, which leads to quality life and secured future of the family. In a larger
sense, the economic stability and progress of the society or country depends on its work
force-the people available or needed to work.
Throughout his life, especially in work, man develops his values. Values are
principles or standards that are held in high esteem regarded by an individual and is
related to all aspects of ones personal and work life.
(http://www.du.edu/career/media/documents/pdfs/workvalues.pdf- 12.8.2013). Values
are deep-rooted motivations of behavior and they define what is important to man and
the bases of his choices, decisions, reactions and behavior. Science does not tell us
http://www.du.edu/career/media/documents/pdfs/workvalues.pdf-http://www.du.edu/career/media/documents/pdfs/workvalues.pdf-http://www.du.edu/career/media/documents/pdfs/workvalues.pdf-http://www.du.edu/career/media/documents/pdfs/workvalues.pdf-8/12/2019 Enhancing the Work Values
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what they should value most, nor does it prove that one value is better than another,
and what the consequence are in choosing one value over another. To the sociologists,
the distribution of value choices is one of the facts of social life.
Values such as fundamental rights, patriotism, respect for human dignity,
rationality, sacrifice, individuality, equality, democracy etc. guide their behavior in many
ways. Values are the criteria people use in assessing their daily lives; arrange their
priorities and choosing between alternative courses of action. In simple words, values
may be defined as measure of goodness or desirability.
Values are standards of social behavior derived from social interaction and
accepted as constituent facts of social structure. They are objects that social conditions
desire. These are culturally defined goals and involve sentiments and significance.
These consist of aspirational reference.
Values are expected to be followed for judging and evaluating social interaction,
goals, means, ideas, feelings and the expected conduct. Without such evaluating
standard, it would be difficult to judge individual behavior or social action. Values aim to
integrate expected individual behavior and social action. It tends to forestall tension and
as such have tension management role. (http://www.yourarticlelibrary.com)
Whenever people go to work, they carry with them inherent values. They
possess them all along. The office, the school, the factory, the plant, the hospital-
everywhere and anywhere a person works, one finds values in immeasurable quantity.
It means that in any place where individuals congregate, they manifest a set of values
which have nurtured them since infancy. (The Modern Teacher, August 2006.)
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Work values are subset values that are essential to ones career. They are
practiced by each employee in discharge of his/her duties and responsibilities. Work
values are both intrinsic and extrinsic, relating to the by-products of an occupation.
Work values are the guiding principles that are most important to men about the way
that they work. Men use these deeply held principles to choose between right and
wrong ways of working, and they help make important decisions and career choices.
In all organizations, the employees are characterized by their work values. For
the employers, the top ten work values that they are looking from their employees are
strong work ethic, dependability and responsibility, possessing a positive attitude,
adaptability, honesty and integrity, self-motivated, motivated to grow and learn strong
self-confidence, professionalism and loyalty. Their work values are the perception
toward their work in general that is - the employees themselves, management practices,
outside facets and even state of communication. It is concerned as an influential factor
in job performance. It is the goal, vision which motivates man to action. The level of
success of certain productivity and motivation technique, therefore, depends upon the
work values of the individual.
Organization's work values set the tone for company's culture, and they identify
what organization, as a whole, cares about. It's important that people's values are align
with these. When this happens, people understand one another, everyone does the
right things for the right reasons, and this common purpose and understanding helps
people build great working relationships.
One way to put values to work within an organization is to align, match , or fit
individuals with organizations values, as every organization has a set of core work
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values that guide the inner-workings and culture of the organizationwhether they are
articulated or not. Simply put, when there is a match between employee and
organizational value systems, positive outcomes will result.
Strong value alignment can result in increased job satisfaction, which is
associated with greater levels of organizational commitment. Further, people who are
more committed to the organization engage in fewer turnover-related behaviors such as
tardiness, absenteeism, and actual job separation. Thus, the result is a more satisfied,
committed and stable workforce with greater work productivity and quality.
When values are out of alignment, people work towards different goals, with
different intentions, and with different outcomes. This can damage work relationships,
productivity, job satisfaction, and creative potential.
The Luzong National High School in Barangay Baduang, Pagudpud, Ilocos Norte
is a performing school in the Division of Ilocos Norte. It caters quality education to
students coming from Barangay Baduang, Saguigui, Subec, Burayoc, Caunayan and
Balaoi. But for the past years, the school have enticed students coming from farther
barangays like Dampig, Saud, Pob. 1, Saud and Caparispisan. This is because of the
outstanding performance of the school in various curricular and extra-curricular activities
in the division, regional and national levels since its foundation in 1966.
Today, the 16 faculty members and 4 administrative staff are bound to nurture
the holistic growth and development of the 449 students of Luzong National High
School for the school year 2013-2014. The vision of the Department of Education
clearly states that the faculty and staff dream of Filipinos who passionately love their
country and whose competencies and values enable them to realize their full potential
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and contribute meaningfully to building the nation. It is a learner-centered public
institution that continuously improves itself to pursue its mission which is:
To protect and promote the right of every Filipino to quality, equitable,
culture-based and complete basic education where:
o Students learn in a child-friendly, gender-sensitive, safe and
motivating environment.
o Teachers facilitate learning and constantly nurture every learner.
o Administrators and staff as stewards of the institution, ensure an
enabling and supportive environment for effective learning to
happen.
o Family, community and other stakeholders are actively engaged
and share responsibility for developing life-long learners
To realize this, there is a need for the faculty members and administrative staff to
develop the right work values towards students, parents and co-workers. Luzong
National High School acknowledges that thesuccess of any school is largely dependent
on their teachers with the aid of its administrative staff. It is therefore important, that
information on how they feel about their job be known, as it is necessary that they feel
happy and contented in their work if efficient and effective performances are to be
expected from them.
But as time goes by, there are many flaws observed in the work values of the
faculty and staff of Luzong National High School especially the new members. Faculty
and staff are too submissive to the administrator. Meanwhile, introvert work behavior of
some employees and sycophantic employees are also obvious. It is also observed that
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new members of the faculty are more idealistic and radical which is conflicting to the
work culture of the school.
Relative to this, activities must be conducted to further enhance the work values
of the faculty and staff of Luzong National High School to create a harmonious working
relationship among the members, hence this study.
OBJECTIVES OF THE STRATEGY PAPER
This study proposes activities to enhance the work values of the faculty and staff
of Luzong National High School. Specifically, this study sought to attain the following:
1. To identify the strengths, weaknesses, opportunities of and threats to the work
values of the 20 Luzong National High School employees.
2. To formulate strategies to enhance the work values of the 20 Luzong National
High School employees.
SIGNIFICANCE OF THE STUDY
Specifically, this study will prove important to the following:
School Managers. By adopting the activities formulated in this study, the school
administrators will be able to address some of the problems and needs of the faculty
and staff of Luzong National High School thereby unify them as one family and become
more efficient mentors and colleagues. Enhancing the knowledge and awareness of
their work values will surely contribute to the creation of harmonious relationship among
employees. As a result, they will deliver excellent services to the students and build
camaraderie and healthy relationship to the constituents.
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Faculty and Staff. The results of this study will be of help to the faculty and staff
as they will be enlightened to create an atmosphere favorable to teaching and learning
and to promote updated and more suitable work values to develop good relationship
among administrator, staff and stakeholders of Luzong National High School. This will
also help in the attainment of the ultimate educational goal which is to develop the
students into worthy and responsible citizens of the Philippines
Department of Education. The recommendations formulated at the end of this
study shall serve as an outline for the other schools in formulating similar programs and
activities which they can adopt to enhance their employees work values.
Other educational institutions. This study may serve as basis for other
educational institutions to evaluate and implement program on improving the work
values of their Faculty and Staff.
Students. By enhancing the work values of the faculty and staff, students will be
catered with a quality education and professional approach.
Parents. The results of this study will also benefit the parents. They will have
confidence and trust to the faculty and staff who are considered second parents of their
children.
School Community. The results of this study will create a better atmosphere in
the school community which will start from the faculty and staff and will radiate to the
students, parents and stakeholders.
Other Stakeholders. This study may serve as a guide to the stakeholders in
formulating projects to help enhance the work values of the faculty and staff of Luzong
National High School.
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Researcher. The result of the study will be very beneficial to the researcher in
the performance of her duties as an Administrative Assistant III and at the same time a
Designated Personnel Officer of Luzong National High School.
Other researchers.This study will serve as basis for future research works on
enhancing work values.
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STRATEGIC AUDIT
SWOT ANALYSIS ON THE WORK VALUES OF THE FACULTY AND STAFF OF
LUZONG NATIONAL HIGH SCHOOL
The following is a brief SWOT analysis on the Work Values of the Faculty and
Staff of Luzong National High School, Baduang, Pagudpud, Ilocos Norte.
STRENGTHS
The following are the strengths of the Faculty and Staff of Luzong National High
School:
Dedicated and committed employees. If dedication and commitment are
measured by the accomplishments, awards and citations of the mentors and their
students, the faculty and staff of Luzong National High School are undoubtedly highly
dedicated and committed. The latest result of the National Achievement Test alone
speaks for the dedication and commitment of the faculty and staff of the school for it has
improved from number 18 to number 12 spot this year.
Throughout the years, winning in the academic and extra-curricular events has
been enjoyed by the school. In the Division Level, the school often times if not always,
lands in the top five and even in the number one spot. In the National Level, the school
has produced seven participants in the National Schools Press Conference and eight
athletes in the Palarong Pambansa Athletic Meet since its establishment. In addition,
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the institution was awarded a certificate of commendation for achieving the highest
number of Chief Girl Scout Medalists for the Triennium 2009-2012.
Without doubt, the Luzong National High School is among the top performing
schools in the Division of Ilocos Norte and throughout the country because of dedicated
and committed mentors and staff who sharpen the skills, talents and potentials of the
students.
Professionalism. The faculty and staff of Luzong National High School possess
the skills and qualifications for their chosen career, a good judgment to all
circumstances and polite behavior to their co-worker, to the students, parents,
administrators and stakeholders. The faculty and staff immediately and professionally
handle all problems with the presence of the concerned individuals. This eradicates
doubts and bias judgment and promotes transparency, thereby the school live up to the
virtue of professionalism.
Camaraderie. The faculty and staff of Luzong National High School show
camaraderie amongst themselves in many ways. They work together during school
programs, athletic activities and other related tasks. They also conduct necrological
services together despite the diversity of religious affiliation, celebrate ones birthday in
school, conduct regular team building and help as well as empathize to ones problems
around the school. These, among other intangibles build, maintain and strengthen
mutual trust and a spirit of friendly good-fellowship among the faculty and staff of
Luzong National High School.
Supportive management. The vital role of the administrators can spell the
success and failure of any organization. In Luzong National High School, the
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administrator, Mrs. Evelyn F. Cimatu is an epitome of a successful management. No
teacher has more load than the other. Staff work based on their work description. Also,
each teacher has a role aside from being a teacher. For example, a teacher at the same
time a school paper adviser. The others, a liaison, a supply officer, a sports coordinator
etc. During programs, each faculty and staff has also a specific duty, say, incharge of
decoration, invitation, lights and sound, food, accommodation, master of ceremonies
and other related tasks. Luzong National High School has also come up with an
effective strategy to raise fund- the popularity contests. Throughout the year, the school
have generated fund from instant popularity contests like, Mr. & Ms. Intrams, Mr. & Ms.
Nutrition, Most Popular Boy Scout and Girl Scout and King and Queen of JS
Promenade. The proceeds are used to finance facilities for the school like concrete
fence, comfort rooms, sink for drinking , cottages, concrete benches and tables while
the other are for feeding programs. All in all, the good management of the school can be
reflected by the available facilities and the efficiency of every faculty and staff.
Practice of ecumenism of the faculty and staff. The diversity of religious
affiliation of the faculty and staff of Luzong National High School does not harm their
harmonious relationship. During necrological services, collective prayers and school
mass, respect for ones belief is an unwritten rule. Belief to one God as well as mutual
respect is the strongest bound that hold them as one force in the various undertaking.
Openness among faculty and staff. Positive attitude towards criticism is an
essential ingredient for ones professional growth. In a place where a number of
individuals work together, there is always a feedback from the persons around. They
are praises and of course, criticism. In Luzong National High School, they treat each
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member as a member of a family. During faculty and staff meetings or informal
gatherings, there is always an exchange of ideas. In such, there is no room for heated
argument because anybody from the group can accept criticism and can learn from
other regardless of age or rank in position. For example, an older faculty member can
teach the new members on how to work with forms and reports while the latter can
teach the former with new teaching techniques and strategies. The administrative staff
who is older in service can also impart his/her knowledge to those new in the service.
Strict Adherence to DepEd Memo No. 291, s. 2008. All teachers in Luzong
National High School have equal number of teaching hours and workload. Unlike other
schools, no teacher in Luzong National High School is neither under load nor
overloaded. The administrative staff also have ideal workload and are not given tasks
that are not related to their work description. In this case, each can efficiently fulfill his
work as a faculty and staff.
Luzong National High School is a performing school. As reflected by the
National Achievement Test results and other indicators, Luzong National High School is
among the performing schools in the Division of Ilocos Norte, an integrity that is being
maintained since its establishment in 1966. The challenge for the faculty and staff is to
maintain the elite status of the institution.
Close relationship with the alumni and benevolent personalities in the
town. The Luzong National High School started from the humblest beginning. During its
early years, it was called Luzong Barangay High School, by then it has only four
classrooms. It shared its school premises with Luzong Elementary School. Then a
group of good-hearted individuals donated the 1.5-hectare lot where Luzong National
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High School is situated at present. They and the other stakeholders helped in the
transformation of the institution from rugs to riches. Today, Luzong National High
School has almost all the facilities. Concrete fence replaced the wooden fence that
enclosed the premises of the new site. Each classroom has a comfort room. Other
stakeholders donated concrete benches and tables, stand fans etc. These among
others, manifest the tremendous support from stakeholders and benefactors to the
institution, more so to the faculty and staff.
Symbiotic Relationship with the Local Government. The neat and symbiotic
relationship between the school and the Local Government has been proven through
the years. With its Local School Board, each school in the municipality receives financial
aid from the LGU every year. Aside from that, each faculty and staff receives cash gift
from the LGU during year ends. Meanwhile, the LGU can always count on the faculty
and staff during town activities such as fiestas, programs and even political affairs. This
mutual understanding between the two government sectors boasts confidence among
their employees.
Active Involvement of Alumni. The Luzong National High School has produced
successful alumni. They have provided the school with resources through cash and
donations. While other batches sponsored scholarship programs. The active
involvement of alumni helps in the school facility improvement and provide inspiration to
the students.
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WEAKNESSES
Submissive faculty and staff. Oftentimes, the presence of the administrator is
very intimidating. Her authority influences the democratic atmosphere of the school. As
a result, the faculty and the staff members are hesitant to speak his/her mind in fear of
being discouraged or denied. In other words, it is always the word of the administrator
that must be followed despite the fact that two or more heads are better than one.
Sycophantic members. In order to impress the administrator or to gain her
attention and approval, other faculty and staff members tend to talk behind about the
other. This negative habit oftentimes leads to confrontation and thereby harming the
camaraderie, trust and confidence amongst themselves.
Introvert work behavior of some employees. Although almost all the
members are getting along well, a few choose to isolate themselves and prefer to work
alone. This is not only a selfish act, but also hinders the so called espirit de corps of
the group.
Negative attitude of newly-hired faculty and staff.The K to 12 program has
become an avenue to hire new teachers and staff. Being new to the service, it is
expected that these new teachers and staff might not be as efficient as those with more
experience. Also, it is observed that new teachers and staff are more radical and
idealistic than those older in service who know more about dealing with students and
parents behavior.
Indifference of parents. The faculty and staff do not only mingle with students
with individual differences but also with their parents. Like the students, the behavior,
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mentality and actuation of the parents also vary. Therefore, the faculty and staff should
exercise maximum tolerance and professionalism at all times.
Reshuffling of Principals. The reshuffling of principals is yet to take its
effectivity but the impact of this DepEd Order is felt tremendously prior to the actual
implementation. The pressure is felt by the principals who will be leaving their current
post and will be adjusting to his/her new assignment or new environment. Also, the
faculty and staff are apprehensive of the change of administration thereby affecting their
work performance.
OPPORTUNITIES
K-12 Education System. The new education system will surely provide
professional growth to both teaching and non-teaching staff of Luzong National High
School. More trainings and workshops will be conducted to update the skills of all
teachers and staff. They are also given more financial benefits which would entice them
to be more dedicated to their work.
Open High School Program (OHSP). The OHSP is an alternative mode of
secondary education that uses distance learning which caters to learners who are
unable to attend the regular class program due to financial difficulties, work, physical
impairment and distance of home to school. This is a great help to learners who
qualified for this program. Faculty members and staff are also benefited by this program
because since its implementation in school year 2013-2014, their dilemma on drop-out
and absenteeism among students were solved thus, making them more relaxed and
have more focused on their works.
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Scholarship Programs. Scholarship programs like Iskolar ni Manang Imee,
LGU Scholarship Programs, 4 Ps and Scholarship Programs from private individuals
have helped and inspired students in their education. The beneficiaries of these
programs strive hard to meet the average grades thus, lessening the burden of the
teachers on laxity among students.
Values Orientation Workshop by the Civil Service Commission. This
workshop helps the faculty and staff to go through a process of self-clarification,
examination, self-visualization and analysis of realities for them to relate to the
expectations of other people and the society as a whole. It gives opportunities for them
to clarify their own values and how they can align them to their own vision.
THREATS
Misuse of technology. The advancement of technology has shaped the life of
the people and literally changed the world in many aspects. In the field of education,
students and teachers alike use modern gadgets as references and teaching devices.
This makes the teaching-learning situation more interesting. To the administrative staff,
the use of computer and internet makes their work easier and more efficient.
However, the use of modern gadgets, which are products of advancement in
technology, can make the teachers and staff too dependent or addictive to such. For
instance, teachers and staff spend their vacant and leisure time in browsing the internet
or playing computer games instead of preparing for their next lessons or working on
related tasks.
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Child Protection Policy of the Department of Education. This DepEd policy
makes the students more difficult to deal with. They have become more hard-headed
and have more guts to disrespect their teachers because they know that they are
protected by this policy. As a result, negative attitudes of students degrade the work
values of the faculty and staff.
Presence of Fraternities and Gangs. The school is a place where groups are
formed, worst kind of such are fraternities and gangs. Clash of fraternities and gangs
poses threat to the peace and order of the school and stirs intimidation to students and
to the faculty and staff.
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field of education. Furthermore, mentoring program and peer teaching
should be practiced.
5. In order to easily deal with the indifference of parents, each employee should
learn to exercise maximum tolerance at all times. The school administrator
should encourage the faculty members to check family background of the
subject individuals in order to find out the cause of such negative behavior.
Further, the school guidance counselor should hold a school-based seminar
to impart pointers and re-echo latest policies on guidance and counseling to
the faculty members.
6. To overcome the members apprehension to the on-going reshuffling of
principals, they are encouraged to view change as an opportunity for
personal and professional growth.
7. To evade if not totally eradicate the negative impact of the advancement of
technology to the work values of all the employees of the school, the
administrator should impose a school policy that prohibit the use of social
media during school hours if is not related to their teaching loads.
8. In order to abate the impact of the Child Protection Policy of the Department
of Education to the work values of the faculty and staff, the DepEd officials
shall conduct a thorough information dissemination and a in-service training
on the best practices for teachers which are intended to promote new
techniques and methodologies related to positive and non-violent discipline.
9. In order to control or minimize the presence of fraternities and gangs, the
school head together with the FPTA officers shall formulate a clear policy
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sanctioning the students who are member of such. Closer supervision of the
students by the parents, teachers and other stakeholders are also
encouraged.
10. To boast employees morale of the faculty and staff, the School Principal
should encourage quality work by rewarding them for their good
performance. The administrator should recognize their effort and sacrifices
through incentives, commendations and tokens of appreciation (e.g.
certificate)
11. To strengthen the professionalism and commitment of the faculty and staff,
they are encouraged to constantly go over the domains and strands of the
National Competency- Based Teacher Standards (NCTBS) and honestly
accomplish the Teacher Strengths and Needs Assessments (TSNA) tool,
which will further determine their personal and professional strengths. Also,
the assessment of the students of the faculty and staff is also vital, hence,
they should let the students evaluate them at the end of each school year.
12. Values Assessment and Values Enhancement Program should be
conducted regularly. The Values Enhancement Program aims to increase
the morale and productivity of employees.
13. Faculty and Staff are encouraged to attend Values Orientation Workshop to
further enhance their work values. The school should shoulder any expenses
for this workshop to entice them in attending such.
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BIBLIOGRAPHY
Acio, Eurysthenese Erna P. (2011) Strategies to Strengthen the Work Values of the
Employees of Banco De Oro Universal Bank Robinsons Place San Nicolas Branch.
Unpublished Strategy Paper, Divine Word College of Laoag.
Giddens, A. et.al (Sevent Edition) Introduction to Sociology. New York, N.Y.: W.W
Norton and Company.
Greenberg, J & Baron, R.A (2003) Behaviour in Organizations. Prentice Hall: New
Jersey.
The Modern Teacher Magazine (2006) Values and You. Hiyas Press, Inc.: Quezon City
Meaning of Work (http://www.tutor2u.net)
Social Values (http://www.yourarticlelibrary.com)
Sociology of Work (http://www.everydaysociologyblog.com)
Work Attitudes (http://esurvey.ite.edu)
Work Values (http://www.du.edu/career)
http://www.tutor2u.net/http://www.tutor2u.net/http://www.tutor2u.net/http://www.everydaysociologyblog.com/http://www.everydaysociologyblog.com/http://www.everydaysociologyblog.com/http://esurvey.ite.edu/http://esurvey.ite.edu/http://esurvey.ite.edu/http://www.du.edu/careerhttp://www.du.edu/careerhttp://www.du.edu/careerhttp://www.du.edu/careerhttp://esurvey.ite.edu/http://www.everydaysociologyblog.com/http://www.tutor2u.net/8/12/2019 Enhancing the Work Values
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APPENDIX A
Letter to the School Principal IV of Luzong National High School
January 6, 2011
EVELYN F. CIMATU
School Principal IV
Luzong National High School
Baduang, Pagudpud, Ilocos Norte
Madam:
Greetings of Peace!!!
The undersigned is a Master in Business Administration student of the Divine
Word College of Laoag Graduate School. She is presently finishing her masteral studies
by conducting a Strategy Paper on Enhancing the Work Values of the Faculty and Staff
of Luzong National High School.
In this regard, may she request you and humbly ask permission to allow her to
conduct an observation and evaluation on the work values of the faculty and staff ofyour school. May she also request a copy of your Vision-Mission and Core Values to be
her basis. Rest assured, all information will be treated with utmost confidentiality.
Thank you very much for your favorable response to this request.
Sincerely yours,
(Sgd) RHEA RIOGA-BALICTAR
Researcher
Noted by:
(Sgd) SYLVIA LALAINE GRACE L. FORONDA, PH.D
Dean, Graduate School
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APPENDIX B
DEPARTMENT OF EDUCATION VISION-MISSION
VISION
We dream of Filipinos who passionately love their country and whose
competencies and values enable them to realize their full potential and contribute
meaningfully to building the nation.
We are a learner-centered public institution that continously improves itself to
pursue its mission.
MISSION
To protect and promote the right of every Filipino to quality, equitable, culture-based
and complete basic education where:
Students learn in a child-friendly, gender-sensitive, safe, and motivating
environment
Teachers facilitate learning and constantly nurture every learner
Administrators and staff as stewards of the institution, ensure an enabling and
supportive environment for effective learning to happen
Family, community, and other stakeholders are actively engaged and share
responsibility for developing life-long learners
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CORE VALUES
Maka-Diyos
Makatao
Makakalikasan
Makabansa
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APPENDIX C
2012-13 NATIONAL ACHIEVEMENT TEST - YEAR FOUR
DIVISION OF ILOCOS NORTE
School Filipino Mathematics English Science A.P. CriticalThinking
Overall
Code Name N MPS MPS MPS MPS MPS MPS MPS
ILOCOS NORTE 58.37 52.27 56.43 44.25 60.1 41.97 53.55
300001 Adams NHS 23 46.59 38.52 40.36 30.22 55.14 30.87 41.56
320820 Adriano P. Arzadon NHS 30 50.06 81.47 66.44 52.06 52.22 29.83 57.8
300002 Bacarra NCHS 400 62 64.76 61.53 41.31 61.99 43.9 57.18320801 BANBAN NHS 73 64.18 87.32 68.29 58.13 66.58 52.81 67.26
320802 Bangui NHS (LanaoCampus)
86 68.28 85.81 66.86 51.05 72.97 59.77 67.85
300003 Bangui NHS (Main) 135 66.38 73.44 78.42 70.22 78.28 68.81 73.05
300004 Banna NHS 66 56.46 36.67 47.53 31.04 52.17 39.39 44.69
300005 Batac NHS (BungonCampus)
120 57.57 31.15 50.53 32.58 57.54 38.25 45.86
320803 Batac NHS (PayaoCampus)
70 61.26 52.54 53.45 30.88 56.76 38.36 50.12
320804 Batac NHS (PoblacionCampus)
308 55.79 35.81 47.9 35.2 55.75 35.19 45.72
300006 Burgos Agro-IndustrialSchool
124 50.51 32.4 59.65 47.27 51.81 33.27 47.87
300007 Cadaratan NHS 81 53.68 46.07 51.11 34.73 58.37 38.58 48.22
300008 Caestebanan NHS 55 49.7 29.89 44.36 30.52 48.36 36 40.62
300009 Carasi NHS 34 65.98 46.06 63.09 39.8 70.59 33.24 55.92
300010 Caribquib NHS 52 51.28 34.19 55.61 33.4 51.76 35.19 44.96
300011 Catagtaguen NHS 66 55.58 32.94 48.81 34.04 54.22 36.97 44.99
300012 Crispina Marcos ValdezNHS
48 53.06 28.13 41.35 29.51 50.03 32.29 40.29
300013 Currimao NHS (Main) 50 45.5 40.84 46.37 63.67 51.37 35.5 48.92
320805 Currimao NHS (Pias-
Gaang Campus)
83 58.31 62.1 55.86 48.35 56.43 36.87 54.77
300014 Davila NHS 89 61.55 70.22 60.15 63.63 68.31 65.9 64.67
320806 Dingras NHS/Lt. EdgarFoz Mem. NHS (BarongCampus)
52 65 41.96 45.35 35.77 59.84 52.88 50.04
300015 Dingras NHS/Lt. EdgarFoz Mem. NHS (PoblacionCampus)
157 64.59 36.27 59.14 37.36 64.1 43.47 52.24
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320808 Dingras NHS/Lt. EdgarFoz Mem. NHS (SanMarcos Campus)
57 61.43 47.44 45.96 41.55 60.32 39.47 50.7
320809 Dingras NHS/Lt. EdgarFoz Mem. NHS (SulquianoCampus)
26 68.33 43.46 58.53 70.96 63.33 44.04 60.4
300016 Don Salustiano AquinoMemorial NHS
106 65.09 79.72 68.85 44.1 61.08 49.58 62.34
300017 Dumalneg NHS 20 71.42 60.1 72.83 60.83 83.08 38.75 67.97
300018 Ilocos Norte AgriculturalCollege
235 48.94 31.35 42.04 32.37 49.46 32.98 40.63
320821 Isic-isic NHS 62 38.28 42.1 42.15 29.76 38.44 26.77 37.28
300019 Luzong NHS 103 64.42 56.16 72.85 61.18 65.06 56.55 63.71
320811 Marcos NHS (AgunitCampus)
64 59.66 55.59 45.21 38.18 61.28 37.5 50.93
300020 Marcos NHS (Main) 170 54.73 62.54 53.89 51.55 66.55 45.26 56.89
320812 Marcos NHS (Santiago
Campus)
61 55.6 75.97 58.8 41.15 46.26 37.7 53.74
300021 Nagrebcan NHS 54 50.62 32.67 43.09 30.19 56.6 32.22 42.28
300022 Nueva Era NHS 130 52.91 57.55 60.68 30.12 53.59 42.46 50.21
300023 Pagsanahan NHS 57 64.04 47.96 65.15 58.8 66.58 46.32 59.99
300024 Pagudpud NHS 118 60.16 65.75 57.2 70.9 59.92 37.33 61.05
320819 Pallas Integrated School 72 55 54.33 60.83 39.17 64.77 32.85 53.42
300025 Paoay Lake NHS 122 52.36 37.46 52.76 35.96 55.55 36.76 46.47
320814 Paoay Lake NHS(Poblacion Campus)
168 55.13 69.67 51.26 44.31 57.74 35.8 53.89
300026 Pasaleng NHS 64 58.41 35.25 49.04 40.96 58.65 36.88 48.14
300027 Pinili NHS 168 54.85 48.51 59.86 59.13 57.3 33.81 54.74320807 San Marcelino NHS 91 58.92 45.82 41.14 36.08 56.43 35.27 46.94
300028 San Nicolas NHS 344 69.29 87.01 73.46 61.93 74.64 57.44 71.8
320815 San Nicolas NHS (BingaoCampus)
151 61.57 58.53 60.6 46.03 64.83 38.18 57
300029 Sarrat NHS 261 61.92 62.87 59.15 55.57 68.49 44.31 60.44
320817 Solsona NHS (BagbagCampus)
81 65.74 77.16 58 62.26 73.97 44.32 65.62
300030 Solsona NHS(Maananteng Campus)
180 66.18 71 69.3 59.95 71.8 53.36 66.61
320818 Solsona NHS (TalugtogCampus)
82 72.36 72.71 70.45 69.02 73.03 56.1 70.48
320816 Sta. Rosa NHS 172 62.59 44.33 56.42 43.25 63.3 45.2 53.72
320810 SuYo NHS 67 70.7 76.57 59.23 49.3 75.35 46.04 64.59
300031 VINTAR NHS 57 64.21 86.53 74.71 66.61 77.22 68.68 73.11
400001 St. Andrew Academy 11 35.91 26.73 36.52 24.24 31.97 23.64 30.73
400002 Badoc Junior College, Inc. 41 49.72 34.39 43.54 34.92 52.52 37.93 42.97
400004 Juan Luna MemorialAcademy, Inc.
129 58.4 49.15 57.35 35.83 57.27 45.19 51.27
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400006 St. Lawrence Academy 22 69.09 36.18 64.17 42.05 64.92 45.91 55.29
400007 Batac Institute, Inc. 17 57.06 28.94 42.84 25.98 62.75 24.12 42.73
400009 Eureka HS 27 48.95 27.56 34.69 28.64 42.41 29.44 36.28
400012 St. Joseph Institute ofDingras, Inc.
80 64.46 39.15 56.77 37 64.02 49.06 52.5
400013 Banna Academy, Inc. 47 47.3 29.28 38.55 28.55 44.86 31.28 37.56400015 St. Jude HS 57 57.25 31.02 50.64 31.78 56.08 35.26 45.17
400016 Paoay North Institute 28 50.6 32.64 44.7 28.1 50.83 28.04 40.79
400017 Pasuquin Academy 39 46.67 27.23 39.96 31.79 49.19 32.05 38.9
400019 Roosevelt HS 74 51.58 33.59 56.76 45 49.08 37.43 47.01
400020 Saint Anne Academy 76 51.91 30.26 46.69 29.19 53.36 32.17 42.02
400021 Pinili Institute 98 50.75 36.39 41.73 31.24 47.48 30.15 40.95
400023 Gov. Roque B. Ablan Sr.Mem. Academy, Inc.
54 56.23 36.81 47.07 40.03 56.7 36.48 47.01
400026 Vintar Academy, Inc. 98 44.88 28.33 41.77 29.54 42.41 27.65 37.05
140003 IGAMA CollegesFoundation, Inc. 93 54.16 39.23 50.09 34.18 54.41 37.85 46.09
140008 Batac Junior College 150 57.2 35.63 61.64 33.24 55.98 40.3 48.62
140010 Immaculate ConceptionAcademy
129 53.18 38.53 53.31 33.27 52.64 37.17 45.85
140011 Dingras Faith Academy,Inc.
15 64.33 38.8 59.67 38.89 63.44 47.33 53.12
140018 St. James Academy 44 56.4 37.91 50.11 35.11 57.5 37.95 47.1
140022 Sta. Rosa Academy 34 56.86 85.24 71.47 61.37 63.24 58.97 66.51
140025 St. Nicholas Academy 57 48.27 30.11 43.3 28.54 44.47 29.91 38.64
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APPENDIX D
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APPENDIX E
LIST OF NATIONAL PRESS CONFERENCE QUALIFIERS
1. Jacqueline Rafol Editorial Writing 1982
2. Hilario A. Espiritu, Jr. Sports Writing- Filipino 1997 & 1998
3. Mark Sagario Sports Writing- Filipino 2004
4. Joel C. Paleracio Sports Writing- English 2004
5. Dianne Shayne P. Faylogna News Writing (Filipino) 2008
6. Daniel Levi P. Agullana Sports Writing (Filipino) 2012
7. Julio R. Manrique, Jr. Sprots Writing (English) 2013 & 2014
LIST OF PALARONG PAMBANSA PLAYERS
1. Fernando Quitoriano Baseball 1992
2. Rommel Calivoso Baseball 1992
3. Remigio Liberato, Jr. Baseball 1992
4. Maritess Lagundino Softball 2006-2008
5. Melanie Mateo Softball 2006-2009
6. Mark Bonoen Baseball 2010
7. Vincent Calivoso Baseball 2009-2010
8. Mark James Cimatu Baseball 2012
9. Gilbert Gonzales Baseball 2011-2013
10. Dominick Ezra Molina Baseball 2012-2013
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APPENDIX F
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CURRICULUM VITAE
PERSONAL BACKGROUND
Name : RHEA R. BALICTAR
Age : 31 yrs. old
Birthday : August 23, 1982
Civil Status : Married
Address : Pob.#2, Pagudpud, Ilocos NorteEmail Address : [email protected]
Cellphone # : 09218417603
PROFESSIONAL EXPERIENCE
Luzong National High School, Pagudpud, Ilocos Norte
Administrative Assistant III (Senior Bookkeeper)
September 23, 2013-present
Luzong National High School, Pagudpud, Ilocos Norte
Administrative Assistant II (Disbursing Officer)
January 25, 2008September 22, 2013
SM Supermarket, Baguio City
Front-End Cashier
July 6, 2004- December 10, 2004
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TRAININGS AND SEMINARS
Training/Workshop on the Revised Guidelines in the Submission of Quarterly
Accountability Reports on Appropriations, Allotments, Obligations andDisbursements and Reconciliation of FY 2013, 1stQuarter Financial Accountability
Reports (FARs)
Training/Workshop on the Roll-Out of Budget Monitoring System (BMS)
Training on Appointment Preparation (TAP)
Seminar/Workshop on the Preparation of CY 2012 Mid-Year Financial Reports
Seminar/Workshop on the Preparation of FY 2013 Budget Proposal
Seminar/Workshop for the Reconciliation of Accounts/Preparation and
Submission of Financial Statements and Budget Reports for the 2nd
Quarter, CY
2011
Seminar/Workshop on the Preparation of FY 2012 Budget Proposal
BIR Form Briefing and Tax Update Seminar
Briefing/Workshop on the FY 2012 Budget Preparation and FY 2011 Budget
Execution
Seminar on the Rules & Regulations in the Settlement of Accounts, The Revised
Rules of Procedures of the Commission and the Guide in the Audit of
Procurement
Seminar/Workshop on Cash Control System and Effective Fund Management
EDUCATION
Masteral
Masters of Business Administration
Divine Word College of Laoag
April 2009 to March 2014
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Tertiary
Bachelor of Science in Commerce Major in Management
Divine Word College of Laoag
June 2000 to March 2004
Cum Laude
Secondary
Bangui School of Fisheries- Pagudpud Campus
June 1996 to March 2000
Salutatorian
Elementary
Pancian Elementary School
June 1990 to March1996
First Honors
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