This study proposed that ethical leadership at work and workplace well-being are significantly related and that ethical leadership could also significantly influence workplace well-being. There was a total of 122 samples in this study, which included the rank and file workers and employees in a coal power plant, with the exclusion of the top management. The data were analyzed using descriptive and inferential statistics such as the mean and standard deviation, Pearson r, and multiple regression analysis. Results yielded high levels of ethical leadership at work and workplace well-being. Also, the correlation test revealed a significant relationship between the two variables in this study. In addition, the regression analysis revealed a significant influence of ethical leadership on workplace well-being. Finally, the regression models revealed that people-orientation is the best predictor for workplace well-being. The paper offers further discussion of the results. KEYWORDS: ethical leadership at work, workplace well-being, coal power plant, public administration,Philippines

This non-experimental quantitative study established the best-fit structural model for employee satisfaction (ES) with public leadership roles (PLR), professional identity (PI), and quality of work life (QWL) as the exogenous latent variables. The stratified random sampling method selected the four hundred local government employees in Region XI to participate in the survey. Data analysis yielded the following results: The mean statistic showed very high levels of professional identity and employee satisfaction compared to the high levels of public leadership roles and work-life quality. Pearson r revealed a significant and positive relationship between public leadership roles, professional identity, quality of work-life and employee satisfaction. The multiple regression analysis revealed that public leadership roles, professional identity, and quality of work-life significantly influence employee satisfaction by 58.6 percent. The Structural Equation Modeling (SEM) bared that two exogenous latent variables predict employee satisfaction: public leadership roles (indicated by network governance and political leadership) and professional identity (characterized by knowledge and philosophy of the profession, attitude, engagement behavior, and interaction are predictors of employee satisfaction). In addition, employee satisfaction has these indicators: leadership and planning, corporate culture and communication, role in the organization, work environment, training, development and resources, pay and benefits, and overall employment experience. These findings are relevant to Human Resource Management Offices in the public and private sectors, with implications for employment policies, especially for employees career growth. KEYWORDS: public administration, local government employees, public leadership roles, professional identity, quality of work-life, employee satisfaction, SEM, Philippines

This study aimed to determine the Service Quality of an Educational Institution Office Employees and to propose a training design based on the findings of the study. Convenient sampling technique was used in identifying the 226 respondents. Non-experimental quantitative single-variable research design was used through SERVQUAL model. Google form questionnaires were used in collecting the data. Also, mean and ANOVA techniques were used for statistical tools. Results showed very high level of service quality of Pag-IBIG Fund office employees. Accordingly, the results on service quality such as tangibles, reliability, responsiveness, assurance, and empathy were on a very high level yet still need for further enhancement as recommended in the study. Moreover, there was significant difference in the service quality of an Educational Institution office employees when analyzed by office divisions in tangibles specifically.

This study used Structural Equation Modeling (SEM), a multivariate statistical technique that combined factor analysis and multiple regression in analyzing structural relationships, to establish the best-fit structural model for job performance. 400 DENR employees selected using proportionate stratified random sampling throughout Region XI participated in the survey. Data analyses yielded these results: the statistical mean was high in all the variables. Pearson r revealed a significant and positive relationship between organizational change, organizational culture, job satisfaction (exogenous variables), and job performance (endogenous variable). Multiple regression analysis uncovered the influence of the exogenous variables on job performance at 66.3%. Moreover, SEM revealed the direct effect of organizational culture on job performance. On the other hand, the mediating role of organizational culture resulted in the indirect effect of job satisfaction and organizational change on job performance. Also, the SEM model showed that the appropriate manifest variables for predicting job performance are mission (for organizational culture), contingent rewards and fringe benefits, nature of work, a climate of change (for job satisfaction), and readiness for change (for an organizational change). These findings have implications for leadership in government agencies vis-à-vis employees’ outstanding job performance. KEYWORDS: public administration, organizational culture, organizational change, job satisfaction, job performance, structural equation model, DENR employees

This study aimed to determine the Service Quality of an Educational Institution Office Employees and to propose a training design based on the findings of the study. Convenient sampling technique was used in identifying the 226 respondents. Non-experimental quantitative single-variable research design was used through SERVQUAL model. Google form questionnaires were used in collecting the data. Also, mean and ANOVA techniques were used for statistical tools. Results showed very high level of service quality of Pag-IBIG Fund office employees. Accordingly, the results on service quality such as tangibles, reliability, responsiveness, assurance, and empathy were on a very high level yet still need for further enhancement as recommended in the study. Moreover, there was significant difference in the service quality of an Educational Institution office employees when analyzed by office divisions in tangibles specifically.