EXPLORING PRIME-HUMAN RESOURCE MANAGEMENT AND ORGANIZATIONAL PJAEE, 17 (2) (2020)

EXPLORING PRIME-HUMAN RESOURCE MANAGEMENT AND

ORGANIZATIONAL COMMITMENT: A PERSPECTIVE

Analyn Valencia-Inarda

Faculty-College of Business and Graduate School-Public Administration, University of Rizal System Rodriguez

analyn.inarda@urs.edu.ph

Analyn Valencia-Inarda. Exploring Prime-Human Resource Management and Organizational

Commitment: A Perspective. – PalArch’s Journal of Archaeology of Egypt/Egyptology 17(2), 501-517.
ISSN 1567-214X

Keywords: Human resource systems, Organizational commitment, Human resources in a public

organization, Local government employees, Prime-HRM.

ABSTRACT
There is little literature in the Philippine public organization setting relative to human resource systems since they
are often aligned with private corporations' background. While there are many articles on human resource systems,
this article concentrated on ideas and processes in public service and organizational participation for human resource
management. The study made use of quantitative research with a design of descriptive correlation. It used the
instruments of the Program to Institutionalize Meritocracy and Excellence in Human Resource Management
(PRIME-HRM) of the Civil Service Commission (CSC) and the Organizational Commitment Questionnaire (OCQ).
It was performed in the province of Rizal, Philippines, in one of the first tier municipalities. There are n = 142
participants in 27 offices from the 219 local government practitioners' stratified sample system. The PRIME-HRM
was realized in various ways. The respondents demonstrate a profound degree of engagement that they are glad to be
part of the company and comfortable with it but thought it is not the best place to work. Implementation of human
resource systems has been found to have a strong correlation with the engagement of employees. The company will
then delve into and understand the beneficial benefits of providing a well-implemented human resource management
program that will influence participation in the context of policy enhancement or the initiation of worthwhile
initiatives about it. Consequently, to reach the highest degree of PRIME-HRM expertise directed towards Strategic
Human Resource Management.

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INTRODUCTION
In every organization, human resources have essential positions and importance
(Agarwala, 2003; Fulmer & Ployhart, 2014; Opengart et al., 2018), so they have to be
well handled, resulting in quality customer service. It is equally important to emphasize
their organizational commitment to high performance (Chen et al., 2006; Bhatnagar,
2007; Oyewobi et al., 2019; Razzaq et al., 2019), making them believe they are part of
the achievement of the goal of organizations. Thus, if companies' offerings are enhanced,
customer satisfaction would result (Chotivanich, 2012; Guglielmetti & Musella, 2013).
Working in public agencies means providing people with quality services and the
pressure to become more efficient (Jordan et al., 2012). Public service has often been
challenged, and there are many complaints (Gulland, 2011; Minelli & Ruffini, 2018) as
various government departments are dealt with by clients. This topic has often been the
product of people's mistrust (Prasojo & Holidin, 2018; Grogan, 2019), a government
problem to address. Currently, the Philippine government is usually focused on better
services provided to individuals. Each service has been urged to infuse better
improvements directly. Without human capital, such improvements could never have
been maintained (Jacobson & Sowa, 2015; Lim et al., 2017) who will spearhead the
effort to do the same. The 2018 Touch ng Bayan Year-End Study of the Philippines
reported the following offenses by government employees as classified based on the
Anti-Red Tape Act of 2007: the top five were: (1) slow transaction process; (2) front liner
discourtesy; (3) failure to act on the request; (4) failure of front liners to attend customers
during office hours; and (5) non-compliance with the No Noon Break For these reasons,
government workers should be handled in such a way that they are enthusiastic and
willing to provide their customers with better services (Butitova, 2019). One of the
Philippines Civil Service Commission (CSC) key initiatives is introducing a process
called Agency Accreditation through the Institutionalization of Meritocracy and
Excellence in Human Resource Management Program (PRIME-HRM), which aims to
enhance the efficiency of government-focused human resource systems. Strategic HRM
has now been generally promoted to concentrate on human resources processes rather
than procedures (Peccei & Van De Voorde, 2019; Boon et al., 2019). They emphasize the
argument that there is minimal literature relative to human resource structures in the
Philippines public organization setting. Hence they are often identified with the context
of private organizations. This article focused on ideas and processes for human resource
management in public service (Llorens & Battaglio, 2010; Jordan & Battaglio, 2014)
correlated with organizational commitment (Ma et al., 2015; Blom, 2020). The study
assesses the government's implementation of human resource systems; however, it does
not examine the case's competence and sophistication level. It is strictly technical and is
to be carried out exclusively by the CSC.

On the other hand, to determine its relation, it was linked to organizational engagement.
To achieve the organizations' purpose, the government needs skilled and knowledgeable
human resources to handle the daily operations of the services provided (Bonder et al.,
2011). Articles on government reinvention have been widely published (Elam, 1997;
Kellough, 1999; Haque & Mudacumura, 2006), but none have guaranteed a single
approach that would appeal to all. Sometimes, one thing is evident; public agencies'
human resource structures contain several facets that need to be handled appropriately
(Bilgin, 2007; Herrera & Miller, 2018).

Literature review
Human resource management of the Philippine government

Human Resource Management (HRM) is an organization that focuses on different

processes and activities that guide individuals employed in an organization (Chadwick,
2010; Jiang et al., 2012; Boon et al., 2019). In both the public and private sectors, the
HRM model has been changed from conventional HRM to Strategic HRM (SHRM) in
the history of HRM or personnel administration. In contemporary organizations, SHRM

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is considered a new approach to managing the human element (Becker & Huselid; 2006;
Huselid & Becker, 2011; Peccei & Van De Voorde, 2019). The Program to
Institutionalize Meritocracy and Excellence in Human Resource Management or the
PRIME-HRM established by the Philippines Australia Human Resource and
Organizational Development Facility has been introduced because of the Philippine
Government's commitment to improving the skills and structures of employees for
excellence (PAHRODF). Recruitment, selection and placement (RSP), learning and
growth (L & D), performance improvement (PM), and incentives and appreciation (RSP)
are the four main fields (R & R). Maturity levels are therefore tiered to supervised,
certified, deregulated and center of excellence in HRM with the ultimate objective of
growing the Philippine public sector HR to a level of excellence for good governance and
successful public service or strategic HRM (Philippines CSC Memorandum Circular No.
3, s. 2012). Public sector organizations have attempted to adapt to the information age
demands by drawing together experience and skills from trained staff (Engle & Engle,
2010; Jacobson, 2010; Ncoyini & Cilliers, 2020). However, the nation can be described
as experiencing complications in human resources management (Kim & Hong, 2006;
Cascio, 2015) to effectively deliver public service.

Organizational commitment

Organizational involvement refers to the degree to which workers see themselves as

belonging to, attached to, and inspired by the organization (Allen & Meyer, 1996;
Gautam et al., 2004; Dey, 2012; Ezirim et al., 2012; Coetzee et al., 2014; Potipiroon &
Ford, 2017; Widodo et al., 2019). Compared to organizational behavior and motivation
themes, this topic was widely used (Mowday et al., 1979; Tsai & Cheng, 2011; Yahaya &
Ebrahim, 2016). It is a valued way of bringing the workers to work at their full capacity
(Kou, 2013) due to the sense of persuasion (Bang et al., 2013). Many studies have
stressed the importance of organizational engagement (Pool & Pool, 2007; Fu et al.,
2014; Poliquit et al., 2018). The number of researchers studying the aspects that promote
organizational involvement among public sector workers in recent decades has intensified
and how these differ from those of the private sector (Gould-Williams, 2004; Steijn &
Leisink, 2006; Dick, 2011; Hansen & Kjeldsen, 2018; Grego-Planer, 2019). Human
Resource Management systems and organizational engagement are two broad viewpoints
that can inspire workers to make their best effort in the company if applied well and
developed in the organization (Guchait & Cho, 2010; Kim & Shin, 2019; Widodo et al.,
2019), their relationships have mostly been studied.

Recruitment, selection and, placement

Recruitment and recruitment are also part of government human resources (Lavigna &
Hays, 2004; Zhang et al., 2015). The business relies on its human capital to be chosen
effectively (Solomon, 2013). In so many cases, it can be discussed and observed. Various
recruitment and selection processes have been adopted, but their characteristics depend
on particular public bodies (Kim & O'Connor, 2009; Moon & Hwang, 2013; Taylor,
2014). The selection of the most eligible individuals at work (Caldwell et al., 2003) has a
significant influence on how the employee will continue in the future (Zimmerman et al.,
2012). The efficient process of selection is positively linked to organizational success
(Otoo, 2019). Recruitment requirements in Asia are highly dependent on central
examinations, and training qualifications are becoming more relevant in many countries.
Still, many Asian countries continue to face corruption and patron-client recruitment and
promotion issues despite having central examinations (Poocharoen & Brillantes, 2013).
Several studies have shown that recruiting and selection are related to organizational
engagement (Obeidat et al., 2014; Agrawal & Rana, 2015; Bisharat et al., 2016). This
paper would, therefore, like to test the following hypothesis.

H1: Recruitment, selection, and placement are associated with organizational dedication.

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Learning and development

It is possible to train and develop employees' potential and abilities using various
techniques (Dekker et al., 2004; Fenwick & McMillan, 2005; Clardy, 2008; Getha-Taylor
et al., 2015). When prepared with a needs analysis (Mirza & Riaz, 2012), this can be
viewed as a successful intervention to boost employee performance, exposing the need
for well-targeted training areas. While preparation is not always the best way to solve the
problem of employees' actual output, there is no question that it forms its contribution
(Getha-Taylor et al., 2015; Fletcher et al., 2017; Inarda, 2018). The training programs
seek to enrich the capacity, level of expertise, and attitude of participants, regardless of
their scope and time frames, so that they ultimately boost organizational efficiency (Khan
et al., 2011; Bimpitsos & Petridou, 2012; Kapenda & Pieters, 2017).).).). Evidence shows
that learning and growth are related to employees' organizational engagement
(Maheshwari & Vohra, 2015; Paşaoğlu, 2015), so this paper would like to test H2.

H2: Learning and Development correlate with organizational commitment.

Performance management

Public sector performance management is relevant because it has a function in the quality
of service (Bilgin, 2007; Hoque, 2008; Roh, 2018; Janjua et al., 2019) that it provides to
individuals through its local professionals. It has been the center of all organizations as it
offers strategic guidance on how to allocate resources to achieve defined objectives and
goals (Mulvaney et al., 2012; Aguinis, 2013; Dimitropoulos et al., 2017; Fu et al., 2019).
It can also be a decisive factor in the workers' movement (Bisharat et al., 2016). In
general, performance improvement has a role in enhancing services (Buick et al., 2015;
Na-Nan et al., 2017; Fu et al., 2019). Eventually, however, it is a method designed to
enhance efficiency and competitiveness in the public sector (Govender & Bussin, 2020),
much different from private companies (Abu-Doleh & Weir, 2007; van Helden, &
Reichard, 2016). Once workers have been in the company, assessing success is essential,
but equal and egalitarian (Bennett, 2009; Harrington & Lee, 2015). The positive
relationship between performance management and organizational engagement is
(Chang, 2005; Ding et al., 2016). The H3 hypothesis continues to be tested provided in
this literature.

H3: Performance Management correlates with organizational commitment.

Rewards and recognition

Rewarding and recognizing workers are vital to people's motivation (Brun & Dugas,
2008; Kopelman et al., 2011; Bisharat et al., 2016; Kuczmarski and Kuczmarski, 2019).
The effects of companies' compensation and acknowledgment programs also contribute
to workers' dedication and their attitude to their jobs (Houston, 2000; Nazir et al., 2016).
Organizations need to consider how workers can be compensated and push them to work
successfully (Newman & Sheikh, 2012). This can be a source of motivation for a person
(Bisharat et al., 2016). In the field of public agencies, incentives are assumed to have a
direct influence on the success, encouragement, dedication, and satisfaction of public
officials and civil servants in achieving strategic objectives (Park, 2014; Belle, 2015;
Kim, 2016; Mabaso & Dlamini, 2018; Campbell & Im, 2019). H4 will be investigated
based on the above discussions.

H4: Rewards and Recognition correlates with organizational commitment

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METHODOLOGY
In the analysis, quantitative research, mainly Descriptive Correlational Design, was used.
A case in point came from one of the first-class municipalities in the province of Rizal,
Philippines. The stratified sampling approach used produces n=142 samples. The
methods used to collect data in human resource systems were excluded from the Civil
Service Commission's PRIME-HRM (Philippines CSC MC No. 3, s. 2012). PRIME-four
HRM's main cornerstones are recruitment, selection and placement, performance
management, learning and growth, and incentives and recognition. As follows, the five-
point Likert scale was used: 5-Very Much Implemented, 4-Much Implemented, 3-
Implemented, 2-Less Implemented, 1-Least Implemented. On the other hand,
organizational involvement was measured using Mowday, Steers, and Porters (1979)
Organizational Commitment Questionnaire (OCQ). It is a 15-item instrument of nine (9)
positive and six (6) negative statements known as reverse verbal representation. Items 1-
9, in particular, are positive, and 10-15 are negative. The five points Likert scale was 5-
Strongly Agree, 4-Agree, 3-Fairly Agree, 2-Less Agreement, and 1-Least Agreement.
Proper statistical methods were used to interpret and evaluate the results accurately. Also,
the Rule of Thumb for the understanding of a correlation coefficient's size was used.
Since the paper underwent review before it was conducted, and approval was requested
about different practices implemented, ethical issues were realized, and procedures
followed.

RESULTS

Table 1: PRIME-HRM Implementation

Variables Mean SD Verbal
Interpretation
Recruitment, Selection, and Placement 3.72 .72 MI
(RSP)
Learning and Development (L&D) 3.55 .99 MI
Performance Management (PM) 3.87 1.13 MI
Rewards and Recognition (R&R) 4.37 1.35 VMI
n= 142 SD-Standard Deviation 4.20 – 5.00 Very Much Implemented, 3.40 – 4.19
Much Implemented

Based on the results of the implementation of PRIME-HRM, RSP (M=3.72, SD=.72) L &
D (M=3.55, SD=.99), PM (M=3.87, SD=1.13) and R&R (M=4.37, SD=1.35), however,
data is not scattered as revealed by the SD.

Table 2: Employees’ Organizational Commitment

Variables Mean SD Verbal Interpretation
A. 3.59 1.06 A
B. 3.52 1.21 A
C. 3.76 .97 A
D. 3.64 .85 A
E. 4.3 1.14 SA
F. 3.69 1.20 A
G. 4.05 .89 A
H. 3.55 .91 A
I. 2.90 1.22 FA
J. 3.39 .90 LA
K. 3.57 .87 LA
L. 3.09 .94 FA
M. 3.13 1.02 FA
N. 3.69 .88 LA
O. 3.88 1.12 LA
J-O negative statements-reverse verbal interpretation

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Positive (A-I) commitments were given, and negative statements (J-O) showed their
sense of belonging to the organization. The highest mean score (M=4.05, SD=.89) shows
that respondents are satisfied that they prefer to work in the company, but the lowest
mean score (M=2.90, SD=1.22) was "for me, this is the best of all possible organizations
to work for."

Table 3: Correlation of PRIME-HRM Implementation and Organizational Commitment

Prime- Organizational r-value p-value Decision Remarks
HRM Commitment (OC)
RSP OC 1 .96 .000 Reject Ho Significant
OC 2 .867 .000 Reject Ho Significant
L&D OC 1 .956 .000 Reject Ho Significant
Versus OC 2 .643 .000 Reject Ho Significant
PM OC 1 .958 .000 Reject Ho Significant
OC 2 .945 .000 Reject Ho Significant
R&R OC 1 .941 .000 Reject Ho Significant
OC 2 .735 .000 Reject Ho Significant
*OC 1 (Positive statements, A-I) OC 2 (Negative statements, J-O)
Ho-hypothesis, p-value at 0.05 level of significance

With a very high positive correlation with a high positive correlation for OC 2 (r=.867),
RSP has a correlation coefficient (r=.96) for OC 1. L & D, OC 1 (r=.956) is a very high
positive correlation, while OC 2 (r=.643) is perceived as a moderate positive correlation,
PM has a very high positive correlation with OC 1 (r=.958) and OC 2 (r=.945). For OC 1
(r=.941) and OC 2 (r=.735), R & R is interpreted as a very high positive and high positive
correlation, respectively.

DISCUSSION
From the results, it can be implied that the working samples had the same opportunity as
applicants regardless of their gender and rank about their recruitment, and these
requirements are followed as specified in different laws (Republic Act 10524; Republic
Act 9710; Philippines CSC Memorandum Circular No. 03, s. 2001) carried out in the
civil service of the country. Once hired, an orientation is carried out to educate
individuals about their role in the organization and how they can contribute to its
performance (Acevedo & Yancey, 2011; Bowles, 2012; Lamba & Choudhary, 2013; Kim
et al., 2015). There is a Personnel Selection Board (PSB), and it is necessary to have a
methodical selection system in place (Robertson & Callinan, 2002; Kalugina & Shvydun,
2014, Ishii et al., 2014). Driven by the CSC's 2030 vision of incorporating skills into HR
programs, it acknowledges that recruitment is the first step in acquiring more robust and
more efficient civil servants. Participants, however, reflected on the issuance of RSP
policies and instructions and the conduct of job research. Many studies have emphasized
the importance and significance of job analysis (Brannick & Levine, 2002; Prien et al.,
2003; Wooten & Prien, 2007; Brannick et al., 2007). Recruitment and selection are
considered necessary among several HRM activities since, in these areas where local
bosses' authority often interferes, the local civil service is often chosen through local
power holders (Ishii et al., 2014).

As it is all about classroom-based lectures and presentations, there is a limitation on L &

D provided. The ideas and principles of the 70:20:10 learning and development model
can be used to overcome this constraint (Shanmugasundaram et al., 2016; Blackman et
al., 2016; Johnson et al., 2018). Ten percent is learned from structured training and
education in the classroom, 20 percent is learned from peer input, and 70% is learned
from experience (Shanmugasundaram, 2015). With this definition, a broad range of
learning experiences can be offered. However, to accomplish its very aim, the acquisition
of 70 percent of learning experiences must be transparent to employees (Clardy, 2018).
Also, consideration of preparation requirements should be considered to meet the staff's

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real needs. An evaluation of training needs is a valuable tool to determine what training
needs exist in an organization (Rahmana & Sukaya, 2020) and the type and scope of
resources required to support a training program. In line with CSC policies, the
performance improvement team observed execution, so orientation is often carried out for
its methodological implementation. However, PM Records must be adequately preserved
and filed because it can be used differently, offering incentives and appreciation to
workers (Shafiq, 2009; Sripirabaa & Krishnaveni, 2009). Employees are granted
recognition and benefits that are rightly solely contingent on their good work and
remarkable achievements (Hansen et al., 2002; Phillips et al., 2017). An annual award
ceremony is held to celebrate the success and dedication of employees. Several awards
can be presented to staff, and only staff with appropriate guidance from the CSC can
enjoy this. Being part of their business made them feel relaxed working to the best of
their ability. However, they still considered the organization not the best place and
atmosphere for them to function if alternatives were offered. The key informants assume
their beliefs are the same as the values portrayed by the company. It is noteworthy that
dedication must be in place because it is often related to success (Suliman, 2002; Saleem
et al., 2019) and employee loyalty (Suliman, 2002; Saleem et al., 2019) (Brown et al.,
2011). It is necessary to promote satisfaction in the workstation, which encourages
employees to work effectively (Fisher, 2010; Wesarat et al., 2014). Statistical data
indicates that there is a significant association between the adoption of PRIME-HRM and
employee organizational engagement. This means that the use of HR programs
confidently affects the dedication of workers. Employees prefer to demonstrate a high
degree of commitment if they have to undergo adequate training. Increased employee
engagement is also positively linked to better employee performance (Cho and Mor
Barak, 2008). Studies have shown that lower organizational engagement is theoretically
linked to lower efficiency and the intention to sell or sell (DeConinck and Bachman,
2011). R&R must be applied in such a way that employees can identify its worth and
value.

CONCLUSION
This analysis empirically infers that the systems of Organizational Commitment and
Human Resources are substantially related. This is just the study conducted in the
Philippines, based on the researcher's literature review, addressing four core areas of
Human Resource Systems and its relationship with organizational commitment in the
context of public organizations. A few writings have only discussed these topics; thus,
this can be an added literature exploring HR systems. Four theories have been formulated
and tested, but they have not yet been dismissed. Clearly, in terms of RSP, L & D, PM,
and R & R, human resource programs have been introduced at various levels. People
assume they have provided all applicants equal opportunities concerning different
government rules. Although L & D operations are carried out, this study has not
explicitly focused on its adequacy. On PM, primary informants revealed that it could be
possible to enhance recording and or storing data. Personnel has been supported with R &
R understandably solely based on their good works and impressive achievements.

MANAGERIAL IMPLICATIONS/RECOMMENDATIONS
It is often required that government agencies will provide their individuals with effective
service. Complaints have been continually documented and addressed as to the basic
services rendered. To solve this problem, modifications have to be advocated. However,
without a driven and well-managed employee who will direct the company's day-to-day
operation, this will not be done. Studies have shown that by improvising effective HRM
methods, improved service efficiency can be achieved through consumer satisfaction,
customer loyalty, employee satisfaction, employee loyalty (Lytras & Pablos, 2008;
Pablos & Lytras, 2008). Administrators may consider instituting activities of high
engagement management. They should consistently enhance the execution of HRS, as it
is also a fact that workers fulfill their duties and obligations to produce the most desirable
results. Organizations should then analyze and enjoy the positive benefits of providing a

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well-implemented HRS that certainly inspired the engagement, perhaps in the form of
policy enhancement or program launch relative to it. Establish activities in which staff
can exercise their capacity, connectedness, and individuality. Because of the ever-
changing job climate, strategies for handling people should be revisited, such as Public
Performance Management (Murphy, 2019).

LIMITATION
To determine the implementation of human resource systems and with one local
government unit involved, the study only considers minimal variables. In making
constructs, other studies can consider Exploratory Factor Analysis (EFA).

ACKNOWLEDGMENT
The author would like to express her heartfelt gratitude to the officials and personnel of
the Province of Rizal, Philippines Municipality of Rodriguez, and the renowned writers.
They have been accommodating in making this work achieve its goals.

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