Topics: Time, Value, Filipino psychology Pages: 5 (1487 words) Published: February 17, 2013
Chapter 1

Productivity is about how well an organization converts resource inputs into goods or services. I choose this topic of “How to use “MALASAKIT and FILIPINO TIME” for Company’s Productivity, to know the significant of this two Filipino values about the company’s productivity Using different kind of study that I will read in the books. Productivity on the part of employees is important because getting the job done will help the company's growth. If the company grows and progresses, profits will increase. If profits in the company increase, not only will the bosses be happier but they will hire more people and give raises to those doing a good job and increase benefits for them. If employees are share holders in the company they will win even more benefits since their shares will be worth more and they will have a nice nest egg when they retire. Productivity is good for everyone and important for a company's survival. Malasakit comes from the root word sakit meaning pain, suffering, or that which is of some discomfort; the prefix mala means “with the semblances of” or “in the likelihood of.” Loosely translated, it is therefore, that which entrails something similar to experiencing pain or some form of sacrifice. But while literally the meaning may be valid, much is still lost in the translation. For to one who has malasakit, the sacrifice that may go with it is secondary. Beyond a simple willingness to accept discomfort is the primary unconditional interest in the object of malasakit.

Based on the different culture in the world, there are two kinds of time Monochromic and Polychromic. But in the Philippines we are a Polychromic cultures because people prefer to engage in several activities at essentially the same time; we are not bothered if we must initiate a new task prior to the completion of an ongoing one. Productivity is a measure of your company’s return on investment. Basically, it’s an indicator of how efficiently you convert inputs to outputs – in other words, a ratio of what you put in (labor, raw materials or other resources) to what you get out in the form of end products or value added.

Chapter 2

The Use of “MALASAKIT” for the Company’s productivity. When an employee treats the company’s assets in his custody with care, as if it were his own, the MALASAKIT becomes the overriding influence, despite whatever additional effort or inconvenience it may entail. MALASAKIT may also be expressed as an interest in a person, a thing or an organization in a way that would only be much short of the highest possible level of an owner’s interest in it. In the study of Limuel Caparros affirms the survey results from Shell showing that employees do value MALASAKIT highly and feel they have it for the company for various reasons. Caparro’s study, citing the paper of Gregorio V. Barcelona, Jr. describes how a company can keep the MALSAKIT of its employees alive: 1. The employees must feel the company has MALASAKIT for them. Filipinos have a great capacity for MALASAKIT, although they may not always express or exhibit it. One reason for the reluctance may be the results of a bad experience they have had in the organization. 2. There must exist a feeling that basically, there is fairness in how the company treats its employees. The closest feeling that a FILIPINO could have of fairness can be expressed in “wala dito ang palakasan.” There are the prerequisite conditions for the Filipino value Malasakit be kept alive in an organization. They are necessary but still not sufficient. Having them will not yet guaranteed that malasakit in fact, will be exercised as a full value. Based on the study of Limuel M. Caparros reveals that a survey’s results five major variables which interplay in the process in the process, namely: The Company’s MALASAKIT to its employees; the employees MALASAKIT to the Company and; The boss’ MALASAKIT to the employees.

This may be illustrated as follows:

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