School Environment and Sustainable Development Goals Beyond 2030: Fourth Edition

SCHOOL

ENVIRONMENT

AND SUSTAINABLE

DEVELOPMENT

GOALS BEYOND

2030

Fourth Edition

Princewill I. Egwuasi Ph.D

Jake M. Laguador Ph.D

Emad K. Hussein Ph.D

Ohene B. Apea Ph.D

Joan I. Egwuasi CNA

George N. Shava

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© 2020 . All rights reserved.

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Published by AuthorHouse 06/05/2020

ISBN: 978-1-7283-6332-5 (sc)

ISBN: 978-1-7283-6331-8 (e)

Library of Congress Control Number: 2020910153

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ABOUT THE EDITORS

Princewill I. Egwuasi Ph.D NCE, BA Ed. (English), M.Ed, Ph.D (Educational Management and Planning), is of the University of Uyo, Uyo, Nigeria. He is currently the Business Editor of three reputable journals, an international reviewer to several global online and print journals. His areas of specialization are English Education and Educational Management and Planning. A recipient of the Nigerian Merit Gold Award for Productivity 2011 and Nigerian Hall of Fame Awards 2013, Dr. Egwuasi has over 45 publications in both national and international journals. He is the initiator of the book on School Environment in Nigeria and the Philippines, published in 2015, the 2nd edition, School Environment in Nigeria, Ghana and the Philippines published in 2017, and School Environment in Africa and Asia Pacific published in 2018. Dr. Egwuasi belongs to several academic professional bodies and is currently serving as the Vice Chairman, World Educators Forum.

Jake M. Laguador Ph.D is currently of the Lyceum of the Philippines University, Batangas City, Philippines and Research Journal Editor, Lyceum Engineering Research Journal, Lyceum of the Philippines University. He is also the Associate Editor of Asia Pacific Journal of Education, Arts and Science. He has published several papers in reputable international journals. He has served as an editor in all the previous editions of this book.

Emad K. HUSSEIN Ph.D is a professor in the Pumps Engineering Department, Al- Mussaib Technical College, TCM, Al-Furat Al-Awsat Technical University ATU, Al-Mussaib Babil, Iraq.

Ohene B. Apea Ph.D is currently the Vice Dean, Students Affairs and lecturer in Applied Chemistry and Biochemistry Department, University for Development Studies, Navrongo, Ghana. He is a research and development consultant wit articular emphasis on Programme Planning and Execution, Product Design and Development. Dr. Apea is a consultant to ON GHANA LIMITED and Managing Editor of Novel Publications.

Joan I. Egwuasi CNA is of the Basic Programme, Obong University, Obong Ntak, Nigeria. She is a professional Accountant and teaches Accounting courses with stronghold in Oil & Gas and Environmental Accounting. She is a research assistant to several international and locally referred journals with several publications to her credit.

George N. Shava is of the Department of Education Leadership and Policy Studies, Faculty of Education, University of Pretoria, Pretoria South Africa. He is a widely travelled scholar and an editor to several international referred journals.

PREFACE

This publication on School Environment and SDGs Beyond 2030 is a continuation of our maiden, second and third publications of School Environment in Nigeria and the Philippines, published in February, 2015; School Environment in Nigeria, Ghana and the Philippines published in March, 2017 and School Environment in Africa and Asia Pacific published in 2018. The philosophy being that since there is a shift from globalization to internationalization and to cross-border education, there is the urgent need to revisit some topical issues in our school environment towards the realization of an internationalized, qualitative and cross-border teaching and learning, using all the parameters of the Sustainable Development Goals. The focus on Sustainable Development Goals in this edition is a conviction of the strategic positions of the global drive for a sustained developed economy all over the world, using the United Nations’ laid down benchmark. In this edition, all the articles are theoretically, conceptually and/or empirically assembled to address diverse but all-important facets of the SDGs, with a view of proffering solutions, suggestions and recommendations to several questions that may have arisen over time, not to ignore the contributions to existing knowledge and literature of the academia. The articles were also subjected to international peer review and went through insightful scrutiny for standardization. It is the utmost belief of the editors, that this book would become a springboard to all scholars and nations of the world that sincerely require the best in their educational system, hence, the editors welcome more collaborations globally.

Editors

ACKNOWLEDGMENT

The production of this academic project would not have been possible without the benevolence of the Almighty God, through whose grace, wisdom was bestowed on the initiator of the project, Dr. Princewill I. Egwuasi, of the Department of Curriculum Studies, Educational Management and Planning, University of Uyo, Nigeria, to visualize this work. From the maiden edition to the present, several individuals shall be continually acknowledged for their roles in making the book a reality. The Lyceum of the Philippines University, Batangas-City, Philippines, South Asia, is worthy of recognition. Through its Dean, Postgraduate School, Dr. Jake M. Laguador, the university has continued to support this vision. We are also indebted to Emad K. HUSSEIN Ph.D, professor in the Pumps Engineering Department, Al- Mussaib Technical College, TCM, Al-Furat Al-Awsat Technical University ATU, Al-Mussaib Babil, Iraq; Ohene B. Apea Ph.D, the Vice Dean, Students Affairs and lecturer in Applied Chemistry and Biochemistry Department, University for Development Studies, Navrongo, Ghana and Joan I. Egwuasi CNA of the Basic Programme, Obong University, Obong Ntak, Nigeria. Finally, the Book Coordinator is appreciative of all the efforts of the chapter contributors to this publication and wishes to thank them immensely for believing in our commitment and genuine dedication to this course. At this point, we state categorically that the views and findings as expressed in this book are strictly those of the authors.

Princewill I. Egwuasi Ph.D

Book Coordinator

LIST OF CONTRIBUTORS

WORDU Chiduhiegem C. R.

Department of Technical Education

Ignatius Ajuru University of Education Port Harcourt

Nigeria

SAUE Baritule P.

Department of Technical Education,

Ignatius Ajuru University of Education Port Harcourt

Nigeria

ANIAH Solomon A.

Department of Educational Management

Faculty of Education

University of Calabar, Calabar

Nigeria

EDEM Felix B.

National Teachers’ Institute

WAPI Study Centre, Calabar

Nigeria

UDOM Cosmas A.

Department of Sociology

Obong University, Obong Ntak

Nigeria

USORO Nsidibe Ph.D

Department of Sociology and Anthropology

University of Uyo, Uyo

Nigeria

PETER Peter E.

Department of Sociology and Anthropology

University of Uyo, Uyo

Nigeria

IKEANYIONWU, Chioma L. Ph.D

Federal College of Education (Technical) Umunze

Nigeria

ENWERE Judith O.

Federal College of Education (Technial) Umunze

Nigeria

OKAFOR Chinagolum V.

Federal College of Education (Technical) Umunze

Nigeria

GEORGE Sogbege T. Ph.D

Department of Physical and Health Education,

University of Uyo, Nigeria

Udokop Christopher A. Ph.D

Department of Physical and Health Education

University of Uyo, Nigeria

UZOH Uche V. Ph.D

St. John of God Secondary School, Awka

Nigeria

AJOKU Lawrence I. Ph.D

Department of Curriculum Studies and Instructional Technology

Ignatius Ajuru University of Education

Rumuolumeni, Port Harcourt

Nigeria

CHINDAH Worokwu Ph.D

Department of Chemistry

Ignatius Ajuru University of Education

Rumuolumeni, Port Harcourt

Nigeria

ALLISON B. R.

Department of Sociology,

Faculty of Humanities,

Federal University Wukari

Nigeria

PAUL A. H.

Department of Agricultural Economic and Extension

Faculty of Agriculture and Life Science

Federal University Wukari,

Nigeria

DUNU Benson T. Ph.D

Department of Educational Management

Faculty of Arts and Education

University of Africa/UAT Toru-Orua

Nigeria

NWOSU Nancy Ph.D

Department of Educational Management

Faculty of Arts and Education

University Of Africa/UAT Toru-Orua

Nigeria

THOMPSON John D.

Senior Assistant Registrar,

Office of the Dean of Students’ Affairs,

University for Development Studies,

Tamale Campus, Ghana

ANSOGLENANG Gilbert

Senior Assistant Registrar and Campus Officer

Navrongo Campus

University for Development Studies

Tamale, Ghana

EGHAGHA Patricia N.

Department of Integrated Science

College of Education, Warri

Nigeria

ADEDAYO Temitayo G.

Academics Board Unit, Academic Affairs Office

Tai Solarin of College of Education

Nigeria

SENNUGA Mabayoje A.

Department of Economics

Tai Solarin of College of Education

Nigeria

DANIA Clement M.

Department of Physics

Federal College of Education, Kontagora,

Nigeria

OTI Elizabeth C.

Department of Biology

Federal College of Education, Kontagora

Nigeria

OLUBELA Afolabi Ph.D

Department of Arts and Social Sciences Education (ASSED)

Faculty of Education

Olabisi Onabanjo University

Ago-Iwoye

Nigeria

OGUNSANYA Adeola Ph.D

Department of Arts and Social Sciences Education (ASSED)

Faculty of Education

Olabisi Onabanjo University

Ago-Iwoye

Nigeria

HUSSEIN Emad K.

Pumps Engineering Department, Al- Mussaib Technical College

TCM, Al-Furat Al-Awsat Technical University ATU

Al-Mussaib Babil, Iraq

SUBHI Kussay A.

Department of Machine Elements and Tribology

The Polytechnic University of Bucharest, Romania

TUDOR Andrei

Department of Machine Elements and Tribology

The Polytechnic University of Bucharest, Romania

KANU Chikaodili L.

Department of Library and Information Science

Federal College of Education (Technical), Umunze

Nigeria

AGU Bartholomew O. (Rev. Fr. CSSp)

Department of Library and Information Science

University of Nigeria, Nsukka

Nigeria

LAWAL M. O.

Tai Solarin College of Education

Omu-Ijebu

Nigeria

ADEDAYO T. G.

Tai Solarin College of Education

Omu-Ijebu

Nigeria

OBAKOYA T. T.

Tai Solarin College of Education

Omu-Ijebu,

Nigeria

LAGUADOR Jake M. Ph.D

Lyceum of the Philippines University,

Batangas City, Philippines

MENEZ Norma L. Ph.D

Lyceum of the Philippines University

Center for Research and Innovation Development

Batangas City, Philippines

BADILLO Elmer

Lyceum of the Philippines University

Center for Research and Innovation Development

Batangas City, Philippines

OSARO Christiana A. Ph.D

Ignatius Ajuru University of Education

Port Harcourt

Nigeria

OBINDAH Fortune Ph.D

Ignatius Ajuru University of Education

Port Harcourt

Nigeria

AGI Ugochukwu K. Ph.D

Department of Educational Management,

Faculty of Education,

Ignatius Ajuru University of Education,

Port Harcourt, Nigeria.

ORDUA Victor N. Ph.D

Department of Educational Psychology,

Guidance and Counselling

School of Education,

Federal College of Education (Technical) Omoku

Nigeria

UDECHUKWU Joachim A. Ph.D

Department of Educational Psychology

Federal College of Education (Technical), Umunze

Nigeria

ANAZODO C. E. Ph.D

Department of Early Childhood & Primary Education

Federal College of Education (Technical), Umunze

Nigeria

YARO, Joseph Bawa

Department of Arts and Social Science Education (ASSE)

Faculty of Education

Nasarawa State University, Keffi

Nigeria

George N. Shava

Department of Education Leadership and Policy Studies,

Faculty of Education,

University of Pretoria,

Pretoria South Africa

Lwazi Sibanda

Faculty of Science and Technology Education,

National University of Science and Technology,

Zimbabwe

GUIDELINES FOR AUTHORS

The Project Co-ordinator and Board of Editors welcome scholarly articles on Contemporary Issues in School System across the globe for publication in its 5th edition of a book titled, SCHOOL ENVIRONMENT: DRUG POLICIES, MANAGEMENT AND USE. It is an international book with editors from the academia, which aims at showcasing their educational systems. Interested contributors are to abide by the following instructions;

• Submit an online copy of manuscript(s), including abstract and references, in MS Word format to dr.princewilluniuyoedu@gmail.com

• The title page of the article should carry the authors’ names, status/rank and address, place of work and affiliations.

• Abstract of not more than 250 words.

• Manuscripts are received on the understanding that they are original and unpublished works of the author(s) not considered for publication elsewhere.

• Current APA style of referencing should be maintained.

• Author(s) e-mail addresses and phone numbers should accompany the paper.

• Figures, tables, charts and drawings should be clearly drawn and the position marked in the text.

• All manuscripts should reach the Project Co-ordinator on or before 31st March, 2021.

Dr. Princewill I. Egwuasi

Department of Curriculum Studies

Educational Management and Planning

University of Uyo, Uyo

Akwa Ibom State

Nigeria

princewilliegwuasi@uniuyo.edu.ng

+2348038955075, +2348094454419

CONTENTS

ABOUT THE EDITORS

PREFACE

ACKNOWLEDGMENT

LIST OF CONTRIBUTORS

GUIDELINES FOR AUTHORS

1

Exploring Customer Relationship Management Strategies in a Higher Educational Institution in the Philippines

2

Global Perspective on Technical and Vocational Education and Training (TVET) School Environment and the Sustainable Development Goals (SDGs)

3

Providing Adequate Funding in Secondary Schools Education and Teachers’ Productivity in Calabar Education Zone of Cross River State, Nigeria

4

The Culture of Saving for Retirement Days – a Cure or Curse? A Study of Universal Basic Education Board Retirees, Akwa Ibom State, Nigeria

5

Vocational and Technical Education, the Panacea for Multidimensional Poverty in Nigeria

6

Activities of the Students’ Representative Council (SRC) in a Selected Higher Institution: A Case Study of University for Development Studies, Ghana

7

Healthful School Environment: A Sine-Qua-Non for Sustainable National Development

8

Blended Learning: An Innovative Approach to Learning in Nigerian Higher Institutions

9

School Environment and the Sustainable Development Goals (SDGs) for Greater Performance among Staff and Students

10

Achieving Stable Secondary School Environment through Sustainable Development Goals in Nigeria

11

Work Engagement of Non-Academic and Academic Department Heads in Lyceum of the Philippines University

12

The Role of Chemistry Education for Sustainable Transformation

13

Restructuring the Nigerian State: Problems and Prospects

14

The Transformation of Energy System for Sustainable Development: Challenges for Poverty Eradication

15

Motivation, Students’ Engagement and Civic Achievement of Secondary School Students in Agbowo Community, Ibadan

16

Transformation and Sustainable Development Goals through Science and Technology in Nigerian Schools Environment

17

Using Factors Analyses Approach in Conservation of Historic Sites in Ijebu Region, Ogun State, Nigeria

18

Relationship between the Learner and the School Personnel in Nigeria Education

19

Issues in Managing E-Learning in Tertiary Institutions in a Developing Economy

20

Investigation of Friction Condition between Human Skins at Lower Limb Stump with Different Textiles

21

Emotional Intelligence and Self-Efficacy as Determinants of Bullying Behaviour of Adolescents in Police Barracks in Rivers State

22

Causes, Types and Consequences of Mental Disorder among Women in Nigeria: Implications for Guidance and Counseling

23

Constructivist Approach in the Teaching of Christian Religious Education – HIV and AIDS Education Integrated content in Senior Secondary Schools in Nasarawa State, Nigeria

24

Instructional leadership: Its role in sustaining school improvement in South African Schools context

1

Exploring Customer Relationship

Management Strategies in a Higher

Educational Institution in the Philippines

LAGUADOR Jake M.

Abstract

H EIs create physical environment with the purpose of nurturing the learning and working experiences of stakeholders. Customizing the services for each client is considered a challenging strategy for the organization. This study aims to determine the customer relationship management practice of an academic institution focusing on key customers like students, employees and alumni using the Plan, Do, Check/Study Act approach of Deming. Quantitative Descriptive type of research was utilized in the study with 355 randomly selected respondents. Results showed that there is a high level of planning through assessing the needs of the customers but observed low in customizing the services while still considered high in terms of on-going dialogue and customer responsiveness. Employees have significantly higher level of assessment on Customer Relationship Management practices than students and alumni. Maintaining a positive atmosphere of customer relationship entails a productive system involving everyone in the academic community. As a developing country like the Philippines, giving priority to the customers is an ultimate goal to build long term connections and giving add on value to the services is sometimes being neglected due to lack of resou rces.

Key Words: Knowledge Management, Knowledge-based Culture, Innovation, Quality Management, Intellectual Capital

Introduction

One of the challenging roles and responsibilities faced by most higher education institutions is on how to maintain the quality of their educational services in making excellent customer experiences most especially the students, employees and alumni. Finding, attracting, recruiting and winning new clients and nurturing and retaining them (Zamil, 2011) as active members of the organization are the goals of the customer relationship management. Identifying their essential needs and requirements to fulfil their goals and expectations is an obligation of the company in order to sustain the operation especially of the private academic institutions. Allameh, Shahin and Tabanifar (2012) emphasized that customer knowledge has been known as a main source that can be used to support research and development, improvement and innovation, facilitate better understanding of market opportunities and support long-term relation with customers.

Managing effectively the data and information of the stakeholders leads to certain level of knowledge where its relevance and ultimate purpose could be utilized to strengthen customer relationship and maximize available resources to create more opportunities and possibilities. Most academic institutions are formulating strategies on how they can create value to their services in order to make their customers satisfied especially the students and the parents as primary stakeholders. In modern competitive environments, graduates are expected to contribute to the sustainable development of various sectors and industries where they can apply what they have learned from formal schooling. Therefore, to elevate the educational system, the country must adhere to the global standard of accreditation and qualification frameworks.

Quality assurance mechanisms facilitate business results that emphasize customers. Customer relationship management builds important data and information that are being analyzed for utilization as input in formulating business strategies and implementing programs relevant to the preferences of the customers. Its main process is to collect information about customers in order to find and record customers’ important features to implement marketing activities based on customers’ demand and quality (Allameh et al., 2012). Chalmeta (2006) also cited that CRM is a customer-focused business strategy that dynamically integrates sales, marketing and customer care service in order to create and add value for the company and its customers.

This study is anchored in the Deming Cycle of Plan-Do-Check/Study-Act, PDCA or PDSA which is very common approach for continuous improvement in most organization to address issues and concerns as well as how to deliver quality outcomes. The creation of environment based on ÇRM as component of knowledge management activities is concerned with adopting appropriate organizational norms and values relating to knowledge (Rowley, 2000). This is where the community builds the security and credibility of the teachers and researchers which are dependent upon their knowledge base. Experts are identified in various areas and disciplines as part of developing the database and process of recognizing the capacity of people to contribute and share their knowledge and expertise to the needs of the institution and answer the demands of the society. Abburu and Babu (2013) investigated a framework for ontology based knowledge management which provides a better support for integration of related knowledge sources and searching. Knowledge representation is important for effective and efficient knowledge management of a domain where Ontology is considered good technology for this purpose.

Through the use of CRM, the unified views and voice of the customers can be systematically collected, analyzed, processed, interpreted and utilized for the interest of the organization to take to the new level of value creation. Putting the school environment into a wider perspective would include the multichannel communication (Payne & Frow, 2004; Chan, 2005; Jayachandran et al., 2005) using social media and other networks for customer engagement which raises interesting challenges for traditional CRM approaches (Baird & Parasnis, 2011) and value chain (Chan, 2005). Organizations recognize the need to develop cordial relationships with customers and serve them in their preferred ways (Chua & Banerjee, 2013). Taking advantage of the usefulness of social media can be a good channel of communication among millennials to secure information and connect with them in answering their concerns and other demands. Reaching them out creates value to what they really need from the institution.

Knowing the preferences of the students through diagnostics examination, addressing their cognitive ability could be able to understand by the teachers the appropriate approach or teaching methodology that would be suitable for unique and diverse types of students. Several information about students’ personality, attitude, and behavior are already available in the records section of the academic institution which can be analyzed and interpreted in order for the teachers to be informed about the nature of students they have in specific classes or group of students in one course. HEIs can create an atmosphere to encourage active student service learning experiences and opportunities to explore deeply their respective fields of specialization (Kuh, Schuh & Whitt, 1991 ; Ackerman & Schibrowsky, 2008) based on what they really value and considered worthwhile. It should be consistently delivered the educational services that explicitly promises a quality level and intends to provide for the learners (Berry et al., 2006).

Soliciting opinions from the students regarding their insights on how they wanted the activities to be carried out would basically capture the customer views and requirements (Baird & Parasnis, 2011) through the implementation of the customer-centric management system (Jayachandran et al., 2005; Chua & Banerjee, 2013). Joseph, Yakhou and Stone (2005) noted that administrators should recognize that each student and each group of students is different from his/her predecessors. The participation of the students in the decision making creates ownership and responsibility on the outcomes of their collective ideas. The customer-driven strategies as inputs to the realization of goals and objectives of the institution build a strong foundation and advocacy to the brand affinity being sought.

With many academic institutions in the Philippines competing with highly qualified students to enter universities, those highly performing HEIs always win the most of the best students. Universities must be true to what they advertised. Some of them failed to deliver appropriate services resulting to the decision of students with the consent of the parents to transfer to another academic institution or shift to another degree program. Knowing what really the customer needs, wants and demands creates an atmosphere of commitment in delivering quality services to satisfy the expectations and build a strong foundation towards a long term relationship with the community and society.

Methods

The descriptive type of research was utilized in the study. Descriptive survey method is appropriate for data derived from simple observational situations, whether these are actually physically observed or observed through the use of a questionnaire or poll techniques (Zulueta, & Costales Jr., 2001). This study has 355 randomly selected respondents from the group of employees (n=97, 27.3%); students (n=148, 41.7%) and alumni (n=110, 31%) from one private university in the Philippines.

A survey questionnaire adapted from the study of Ejaz, Ahmed and Ahmad (2013) was utilized for the study to determine the CRM practices of the respondents. Some statements were modified to make it more suitable for the setting and kind of respondents. The instrument underwent face-to-face content validation from the three experts in marketing management, educational psychology, and measurement and evaluation. It was also pilot-tested to 35 respondents who are not part of the study and obtained a Cronbach’s alpha values of 0.832 which implies that the instrument used for the study has a good internal consistency.

The questionnaires were personally administered by the researchers to the employees and students while online survey forms were sent to the alumni. They were informed regarding the purpose of the survey and ensured that the data and information gathered from the study will solely be used for the continuous improvement of the delivery of educational services in the university under study. Only those respondents who were willing to participate in the survey were given the questionnaires. Strict confidentiality of their identity as one of the respondents in the study was observed. They were also informed about their rights to withdraw their participation anytime they feel uncomfortable or inconvenience answering the statements in the questionnaire.

Weighted mean and ranking were the statistical tools used to describe the result of the survey. Since the gathered data were normally distributed, Analysis of Variance was used to test the significant difference on the CRM strategies when the respondents are grouped according to category. The given scale was used to determine the extent of observation of the respondents: 3.50 - 4.00: Very High (VH); 2.50-3.49: High (H); 1.50 - 2.49: Low (L); 1.00-1.49: Very Low (VL).

Results and Discussion

Table 1: Customer Relationship Management Strategies in terms of Needs Assessment

*Significant at p-value < 0.05

Table 1 presents the Customer Relationship Management Strategies in terms of Needs Assessment. There is a very high observation on the continuous customer satisfaction assessments (3.53) as part of the CRM strategies wherein students and employees have significantly higher observation compared to alumni as denoted by the computed p-value of less than 0.01 alpha level. Part of the Quality Management System is the semestral evaluation of the institutional services and faculty performance before the end of the semester. Students are being given enough time to visit the evaluation room to simultaneously answer the computer-based instrument for evaluation while teaching and non-teaching personnel have also their facilities on their respective offices to evaluate the quality of the delivery of the services of the university to its stakeholders and how they see the processes, the attitude and behaviour of the employees could still be improved. The Customer Measurement Survey is being conducted as part of the feedback mechanism of the institution in order to identify areas for improvement which is considered a good CRM practice.

Meanwhile, alumni have significantly higher observation on the efforts of the university in knowing the customer needs and requirements compared to employees and students as denoted by the computed p-value of 0.01 which is less than 0.05 alpha level. It is good to note that alumni recognized the efforts of the institution to determine their needs through college alumni council. The needs of the teaching personnel in different perspective are determined based on the learning needs assessment survey being conducted every end of the semester while members of the non-teaching personnel are also accomplishing the same annually. They considered this mechanism as useful to identify their professional needs but their personal needs are not being addressed directly. Likewise, the needs of the students are also being addressed by their respective colleges but there is no established system on how each student could able to share their needs and requirements which resulted to providing system of prioritizing key customers’ needs obtained the least score of 2.61. Though it is still high, but the score falls within the lower range and the responses have no significant difference.

When computed the composite mean scores, the observation of the three groups in the planning stage of the University in conducting needs assessment is highly observed and the responses do not vary significantly as denoted by the computed p-value of 0.195. There is a good practice for the university in identifying the quality of the delivery of educational services and instruction but these are based on the pre-defined set of criteria. The adequacy of data gathered is limited only in the perspective of the management but not really grounded in the direct needs of the stakeholders. The importance of collecting data and information from the grassroots of the issues and challenges in the educational system and practices of Higher Learning would provide insights on how to establish the necessary processes and manage the situation through making sound decisions based from the scientific method of analyzing the problem and sharing the knowledge to the members of the organization through an aid of technology.

The planning approach to make the collection of data systematically is the initial step towards maintaining a complete database of the needs and requirements of the customers and other stakeholders. Knowing their demands and the approach on how they need to be treated and served is one way of expressing the sincerity of the services.

Table 2: Customer Relationship Management Strategies in terms of Customized Services

*Significant at p-value < 0.05; **Significant at p-value < 0.01

Table 2 presents the Customer Relationship Management Strategies in terms of Customized Services. Modification of services based on customer requirements is highly observed according to employees (2.53) and students (2.92) but significantly low among the alumni (2.46) as denoted by the computed p-value of less than 0.01 alpha level. Institutions of higher learning provide curricular offerings based on the regulatory requirements of the Commission on Higher Education in the Philippines and other quality assurance mechanisms. Organizations modify and improve their services based on the results of external audits and customer satisfaction measurement. It is rarely being practiced in academic institutions that students are being asked on how they wanted the school programs and projects to be implemented and carried out. The same situation with the employees that traditional way of training and development is being provided throughout all ages without considering the needs of the millennial, baby boomers and generation X and Y. Alumni sought to consider their needs as they move forward their careers. The university is not focusing their resources to build strong relationship with the alumni through having constant communication and projects.

Meanwhile, personalized services to key customers as strategy is significantly highly observed among alumni (2.61) but significantly low for employees as denoted by the computed p-value of 0.023. There are certain colleges with sustainable projects where alumni can possibly participate and enjoy the camaraderie of each member of the alumni association. But there are some colleges with established college alumni council but no implemented sustainable projects due to inactive participation of both officers and members. Designing personalized services to each customer is a tedious and complicated approach to management. They are thinking the practicality and applicability of the idea based on the resources that the organization may provide for delivering such kind of services.

Furthermore, customized educational services to key customers is highly observed among employees (2.61) but significantly low among students (2.32) and alumni (2.10). There are educational services to regular employees as part of their privilege in professional growth. They can choose whatever degree program aligned or not aligned to their completed bachelor’s degree to enroll in the graduate program. They can also choose whether to pursue the graduate degree in the university under study or to other universities within the region or outside the region. It gives them better option to improve their educational background. However, educational services for students are dictated by the curriculum and mandated by the CHED Memorandum Orders. The curriculum is designed based on the needs of the degree program and student outcomes. Different colleges have their own way of providing co-curricular activities where the students can enjoy the learning and teaching process within and outside the university.

The university has also career placement office that caters to the needs of the graduating students and alumni. This is considered a basic requirement for HEIs to have strong connections with the partner industries in order to absorb their graduates. Bejou (2005) added that the school should make an excellent career placement office as one of its top priorities that will support the graduate employment. It is not only the responsibility of the HEIs to hone the skills of the students but also to find good employers from the partner-industries. It demonstrates the capability of the academic institution on how strong its networks and linkages in assisting the graduates to find suitable work place for the graduates. This is also adding extra value to the existing educational services. Petruzzellis et al. (2006) emphasized that Universities become relational services, in which demand and supply cooperate to improve and design satisfying outputs.

The computed composite mean score in terms of customized services is observed significantly higher among students (2.57) than alumni (2.39) as denoted by the computed p-value of 0.007 which is less than 0.01 alpha level with low overall observation when taken as a whole. Part of the doing stage in PDCA cycle is the execution based on the strategic and annual operational plan. Knowledge sharing is an important process in management to support the decision and strengthen the views and ideas of people in providing suitable strategies to meet the demands of the customers. Ramachandran et al. (2009) believed that it can lead to the establishment of a higher standard of education. Meanwhile, Rowley (2000) emphasized that the main asset which determines the employability of the individuals is their knowledge together with the appropriate skills and values. Giving leadership training to the students with potential to become part of the student government body is very beneficial but how about those students without capability as of the moment to become leaders due to lack of self-esteem and other characteristics of an active student. Making them also as future leaders is a great achievement for the institution and a gift for the parents where the University tried its best to shape their character and build their spirit to become successful alumni and citizens of the country.

Table 3: Customer Relationship Management Strategies in terms of On-going Dialogue

**Significant at p-value < 0.01

Table 3 presents the Customer Relationship Management Strategies in terms of On-going Dialogue, where alumni (2.48) have significantly lower observation compared to employees (3.26) when they were asked regarding if the university has provided regular contacts with the customers while assessing the implementation of the services (2.79). Employees being the customers of the organization at the same time have regular contacts with the management. The top and middle management through regular meetings provide some updates regarding the challenges and concerns of the work units in everyday activities and the status of operational plans. However, alumni have very limited access and contact with the university. Dedicated social media for the alumni is not being given emphasis and regular update to the information provided is also limited. Zamil (2011) noted that if the implementation of CRM is effective, the people, processes, and technology work in synergy to increase profitability, and reduce operational costs.

Likewise, the university has provided means of communication through sending email and newsletter to the customers to inform of their services and school activities is observed significantly higher among employees (3.16) but significantly lower among alumni (2.41) as denoted by the computed p-value of less than 0.01 alpha level. Studying on how information is being disseminated to customers is also part of PDCA cycle where effective communication is being evaluated. One form of communication could be effective to one group of people but may not be as effective to other groups. Therefore, ongoing dialogue with them in different forms and personalizing services are better ways to continuously improve the strategies on how to win and retain customers.

However, the university has provided means of getting feedback from customers through social media about the educational services (2.48) is considered low among the respondents but there is no significant difference among their responses. Social Media users make more significant contributions to the creation of knowledge as content publishers of their ideas, thoughts, feelings and emotions where these can be useful source of information for the organizations. Chua and Banerjee (2013) analyzed the extent to which the use of social media can support customer knowledge management (CKM) in organizations relying on a traditional bricks-and-mortar business model. They emphasized the three CKM strategies that organizations use to manage customer knowledge: management of knowledge (1) for customers, (2) from customers, and (3) about customers. Social Media encourages people to do knowledge sharing as part of the customer-centric approach in order to determine their expectations, behavior, sentiments and preferences.

CRM strategies in terms of on-going dialogue is observed significantly higher among employees (2.97) than alumni (2.48) as denoted by the computed p-value of less than 0.01 alpha level with high overall observation when taken as a whole. Program accreditations have included in their process of validating some documents through dialogues with the students, employees and alumni where the result of this is included in the report submitted by the accrediting body. The information taken from this process served as important input on how the university can still provide